Management Principles &Applications in Construction -Civil Engineering

Task 1: Understand the evolution of management principles and their application to the construction and built environment sector 1.1) Explain the principles of management used in the construction and built environment sector. 1.2) Explain the influence of human resources management on the performance of individuals and teams. Answer 1: 1.1 Principles of Management in Construction and Built Environmental Sector In the construction and building industry, it is very important that each task is managed effectively in the company. Thus it can be said that the role of the managers are significant in conducting various activities within the organisation in order to ensure continuous production of the service. It is very important that the jobs are broken into its smallest parts and mist qualified employees are selected for performing the jobs. The employees need to monitor as well for ensuring that the employees are following the prescribed methods. It is very important for the managers to continuously monitor that each activity is completed at the required rate so that the task can be completed at the desired or pre-specified date. There are basically various functions of the managers. The main functions are planning, organising, leading, monitoring and controlling. Now various principles of management in the construction industry can be discussed here. Getting Tired of Never-Ending Assignments? Hire an Expert from MyAssignmenthelp and Get the Necessary Assignment Help at a Reasonable Rate. Discipline and Division of Work: it is very important to keep the discipline in the organisation for successfully conducting activities maintaining the organisational culture. The employees need to be categorised in various divisions in terms of their area of specialisation. It can increase the productivity of the employees and the effectiveness of the operations (Slater and Radford, 2008). Authority and Unity of command: the managers should have the authority for giving orders and the manager should understand the importance of his roles and responsibilities. There should be unity of the command. Scheduling: scheduling is one of the effective activities in the construction and building project. Each and every function or sub-activities must be scheduled effectively in order to meet the pre-determined timeline. Thus the manager must control the situation for managing the schedule of the activities. Remuneration: the satisfaction of the employees is based on the effective remuneration system and thus the manager should take into consideration whether the employees are remunerated effectively or not. Order and Equity: there should be order in the organisation. In the construction facilities, the employees are usually exposed to various forms of risks and health hazard. Thus it is very important to manage such activities in the organisation and take appropriate precautions in terms of risky activities (Osipova and Eriksson, 2011). There should be preventive as well as corrective measures in the Equity needs to be maintained within the company. That means each and every employee should receive similar opportunities and they should be treated fairly and equally in terms of disciplines. So these are the main principles of management in the construction and building company. 1.2 Influence of Human Resource Management on Team and Individual Performance Human resource management is the function that is performed within the organisation for maximising the performance of the employees. Human resource management can be implemented in order to gain the strategic objectives of the organisation. The main activities that are performed by the human resource managers are recruitment of the employees, provision of training and development, rewarding, performance appraisal etc. Here it can be said that principles and the practice of human resource management that is implemented in an organisation can significantly influence the performance of the teams and the individuals within the organisation. Here it can be said that the human resource management helps inn evaluating various policies and practices that helps increasing the performance of the individuals and the teams in the organisation (Ogunsanmi, 2013). The incentive and reward policies are one of the effective activities that are performed by the human resource managers and it can significantly increase the motivation of the employees. The employees can be highly motivated if the reward of god performance of individuals or a team can be ensured by the organisation in terms of recognition or certain benefits. Effective human resource management can also increase the performance of the individuals and the team in terms of conflict resolution. In highly managed teams, the conflicts are lower and it is resolved quickly in the organisation. This increases the efficiency of the team and individuals. Here the team dynamic should be analysed and communication should be maintained effectively within the organisation (Forgues and Koskela, 2009). It is very important to give the roles and responsibility to the team members according to their abilities and capabilities. This can help in increasing the efficiency of the entire team as each individual can perform better. Maintaining equity within the organisation by abolishing any form of discrimination can also increase the efficiency of the individuals. So these are the main human resource management programmes that can help in increasing the performance of the individuals and teams in the organisation. Task 2: Understanding the Construction and Build Environment Sector 2.1) Discuss the structure and activities of the construction and built environment sector. 2.2) Evaluate the organisational structures and approaches used in the construction and built environment sector. 2.3) Discuss how the scale and size of contracts influence business practices within the construction and built environment sector. Answer 2: 2.1 Discussion on the Structure and Activities of the Construction and build sector According to Kelly et al. (2014) the construction and the build sector is the largest industry by size inside the United Kingdom. This industry holds almost 3.45 million peoples. The study by Plunkett (2014) reflected that the growth of this sector is very much lucrative in terms of career opportunity. The present activity of this sector is divided into three major parts. The orientation of the industry has been illustrated through the following table. Sector and its specifications Services offered Sector 1: Contracting- 2.35 Million Jobs, 63 billion revenue Civil Engineering, Building construction and Specialised construction 0.31 Million jobs, 13 billion revenue Manufacturing of the construction materials and products Sector 3: Services- 0.58 Million jobs, 14 billion revenue Construction material production, Construction tools business, wholesaling of the construction tolls and materials etc. Table 1: Orientation of the industry (Source: Plunkett, 2014, pp.56) According to the data provided by Plunkett (2014) the contracting industry is the largest industry sector by revenue within the UK. It contributes almost more than 70% revenue income of the UK government. However, this business sector has been affected by the 2008 recession. Due to the recession of 2008 currently the contribution from this industry has been decreased to 6.70% from earlier 8.90% (Plunkett, 2014). The roles and responsibilities of the each of the unit are very much specific and distinguishable. The main role of the sector 1 is to develop the constructions of the buildings, houses and the national infrastructures. The major role of the team members of this sector is to develop and execute projects through accumulating resources from the other two sectors. The main responsibility of the members of the team is to ensure the quality of the construction. In some cases it has been observed that due to the negligence of the team member or through compromising about the quality of the materials the overall quality of the construction has been downgraded. This down gradation has affected the team and the company in future times. According to Kelly et al. (2014) the quality of the construction depends on the quality of the material produced by the production sector. Therefore, the main role and responsibility of the team members who are working pin this sector is to maintain the quality of the produced products in accordance with the industry specifications. The service sector is the second largest sector by value within the industry. The entire supply, availability of the products and the pricing of the products depends majorly within the hands of this sector. The traders of this sector have the maximum bargaining power. Therefore, the key role and responsibility of the team members working in this sector is to maintain equilibrium within the demand, supply and price. The main reason for this is that, as the entire infrastructural development is dependent upon the services of this industry is any unethical practices done by this industry that will badly affect the national economy. Therefore, the team members of this sector needs to carry their business through keeping the national and the company interest on the mind. No the roles of some of the team members in the construction industry is given. The Surveyor: the surveyor is the custodian of the information of the land. The surveyor first determines the features, location, topography, size etc of the land. After that accurate and effective planning can be conducted. The Architect: the architect helps in understanding and formulating the requirements of the clients. After that the architect visualises the requirements of the clients and then helps in realising the visualisation (Anyanwu, 2013). The Engineer: for the design team, the engineers are the most important members as they have the responsibility in assisting the overall design of the project. Various analyses and calculations are done by the engineers in the mechanical, electrical, structural, and geotechnical department. After that they produce drawings, schedules and specifications for the construction. The Project Manager: the project manager inspects the material and the workmanship of the entire project. They are responsible for controlling the project so that it can finish on time. They are responsible for managing the schedule of the project. they are also responsible for maintaining the quality of the project and ensuring that the project conforms with the design. 2.2 Evaluation of Organizational Structure and Approaches The core value of the company is concentrated within the four pillars. Those are: Delivering quality Higher customer satisfaction Maintaining the health safety Protecting the environment (co.uk, 2015). The mission of the company is to deliver environment friendly high quality construction development through maintaining the safety measures (Stepnell.co.uk, 2015). On the other hand, the strategy of the company is to putting more focus on the life cycle of the construction. According to Plunkett (2014) the main aspect of a construction is the maintenance and the build-ability. If any of the aspects are neglected, then the life cycle of the building will be hampered. Considering the scenario the main strategy of the company is to develop projects through life cycle approach (Stepnell.co.uk, 2015). Other than this, the other sub lining strategy of the company is to grow the business through gaining customer loyalty. The strategy for gaining the customer loyalty is to deliver feasible and buildable solution to the clients. According to Rodriguez (2014) this strategy has enabled them to gain the customer confidence on them. Stepnell is a completely family driven company. The overall structure of the company follows a flat organizational structure. The top management and the governing body is entirely family focused and the rest of the company members are recruited from outside (Kelly et al. 2014). However, the internal structure of the company follows two types of structures one is Divisional structure and the other one is Project matrix structure. A flat organisational structure has relatively fewer layers than other organisational structure. Thus it can be said that the span of control is wide and the chain of command is short from the top to bottom. A flat organisational structure can be seen in smaller organisations. It is evident that there is greater communication among the workers and the managers and the decision making is easier due to less bureaucracy. Source: (Learnmanagement2.com, 2015) The matrix management is the practice of managing individuals with more reporting lines and the matrix can also be used for cross business groups. The matrix can be incorporated in the project management as well. The organisation basically falls between fully functional and pure matrix structure. In the following diagram the structure for a matrix organisation is given. It is seen that in a matrix organisational structure there is compartmentalisation within the roles and the responsibility of the workers. The workers are accountable for their operations to the functional managers. Thus the matrix organisational structure are like functional organisational structure. Source: (Project-management-course.info, 2015) The construction division is managed through the project matrix structure. Every individual project is maintained by one single project manager and with his/ subordinates. On the other hand, the administration and the other adjacent departments follow the Divisional structure. According to Plunkett (2014) the main reason for the following of the divisional structure within the administrative and the adjacent departments is that this structure allows flexibility of the working methods and policies in accordance with the environmental dynamics. However, the main reason for following the project matrix structure in the construction division is that in construction higher control and quality maintenance is required. Therefore, this structure allows more control on the operations. According to Theconstructionindex.co.uk (2014) the scientific division of work and the life cycle approach strategy has enabled the company to increase its profitability by 10.70%. Stepnell follows the line communication relationships within the company. This enables them to maintain the flow of communication and the uniformity of the communication and policies. 2.3 Discussion on the influence of Scale and Size of contracts on the business The scale and the size of contract highly influence the business of this sector. According to Plunkett (2014) the size and complexity, type and the location of the contract influences the entire business sector. The size of the contract majorly develops the strategy for the execution of the project. If a company is having two projects one is of high value and the other one is of lower value. Then the company will imply more control on the high value project rather than on the lower value project. The main reason behind this is that if the high value project gets delayed or any unfavourable conditions rises during the project it will have higher financial impact on the company. However, these terms and conditions majorly depends on the type of contracts developed by the both the parties and the condition of the liability sharing. Commonly three types of contracts are very much popular within the construction sector. Those are: Cost plus contracts Fixed Contracts Time and Material Contracts (Rodriguez, 2014). In the cost plus contact, the cost of the contract is flexible and it accumulates the value through the invoice generation from the actual work site. In this type of contract, the invoices should have the detailed breakout of the value otherwise, the contractee has the right to delay the payment schedule. However, in this type of contract the contractee has the risk of higher expenditure as the cost of the project is variable (Kelly et al. 2014). Fixed contact is one of the mostly followed contracts by the construction companies. In this contract the contract is developed through the agreed estimated cost with a special provision for the further cost increment in the cases of special circumstances. This is very much profitable for the construction companies because through proper scheduling of the project they can avail the profit of early termination (Kelly et al. 2014). The time and material contract is a win-win situation for both the parties while the slope of the project is not clear. The contract is developed through the agreed rate on the daily or hourly rate through the detailed explanation of the overhead, direct cost, indirect cost and the mark-up cost. The main responsibility for both the parties is to maintain the clarity on the expense and the slope of thee project so that the project does not cross the estimated cost by a large amount. If this happens then it could hamper the financial profitability of the contractee (Kelly et al. 2014). Some of the contracting methods can be given here. Traditional contracting: it is one of the common methods of contracting. In this method there is cost certainty and time predictability. For various fast track projects, the method can be very suitable. At first the team of consultants are appointed and the tender documents and the drawings are prepared. Then the building contractors are approached and the work is initiated. The consultants basically administer the projects and they advice on several aspects like payment, design, progress etc. Design and Build: it is one of the single consultants or contractor system of contracting where the single contractor is appointed for the construction operations and for builds and design management. The contractor can also hire various subcontractors after they get the contracts. The design and build projects can vary depending on the contractors design responsibility and the requirements of the employer. The employer usually has the control over the design elements of the project (Jctltd.co.uk, 2015). Management Contracting: it is one of the most common contracting methods that are used by organisations nowadays. The selection of the management contractor is done by the management fee, prime costs, paid basis, and tendering. The execution of the work is the main role of the management contractors. The main contractor hires other sub-contractors for the execution of works as they are not involved in any form of construction work. The management contractors accept the responsibilities for the managing the contracts (Chao and Hsiao, 2012). The design and construction in the management contracting can be handled by the managers as well (Fageha and Aibinu, 2014). Task 3: Understanding the Management techniques used in the mentioned Sector 3.1) Explain the use of planning in the management of construction projects. 3.2) Explain how procurement scheduling and control are managed. 3.3) Explain how quality control and risk management are managed. Answer 3: 3.1 Explanation of planning in the management of construction process Construction planning types According to Kelly et al. (2014) the planning for the management of the construction process follows two different ways one is the cost oriented and the other one is the schedule oriented. The main motto of the planning in the construction sector is to minimise the slope and to maximize the utility of the project. The project planning starts with the designing issue. The main project starts only after the finalizing the design. Most of the companies follow the schedule oriented planning. In this most of the companies, the critical path was being followed because it provides a practical execution view of the project (Plunkett, 2014). The main importance of managing the project planning through the critical path method is that it helps to maintain the time-cost proportion of the entire project. The other use of the planning within the construction project is that it allows avoiding the collision of the resources. The other aspect of planning within the construction project is that it allows to maintain the project cost and to minimize the loss that may arise due to the loss of resources or due to collision of the application of the resources. 3.2 Explanation on the management of procurement scheduling and control Procurement scheduling is the most important section for any of the construction company. In this stage the actual construction project starts through the inclusion of the raw materials, labours and equipments. The management of the procurement scheduling and controlling of any project is very much important because the main profit generation and the quality maintenance aspect is dependent upon this stage. Any delay or lag within the procurement timeline could hamper the profitability of the project. According to Kelly et al. (2014) the main procurement scheduling and control of the schedule is implied on the purchase of the materials. The main reason for this is that the higher cost is involved within this section. Moreover, the process made with the labours and the other tools are directly dependent upon the supply of the raw martial by the other parties. In stepnell the company develops separate contracts with the procurement parties through sub contracts. The procurement list only made through analyzing the requirement of the project and the capacity of the listed agencies. This mapping helps the company to identify the right candidate for the development of the procurement sub contact for a particular project (Stepnell.co.uk, 2015). According Plunkett (2014) this mapping helps the company to maintain the control over the cost and the flow of the work. The control is generally done through the periodical measurement of the project flow in accordance with the planned flow (Rodriguez, 2014). If any gap comes up or delay spotted within the work flow a systematic cause-effect analysis is done to identify the impact on the entire workflow. If any impact on the other process or the overall project comes up through this analysis, an immediate control is being applied to minimize the impact. 3.3 Explanation on the management of quality control and risk management The quality control of any construction project is done thorough implementing the TQM- Total quality management method or through statistical method. The statistical method is majorly implemented to analyze the quality of the construction. To quality of the construction and the foundation in now a day is majorly done through the X-Ray testing (Rodriguez, 2014). The result of the X-ray testing is being interpreted in accordance with the desired quality to analyze the quality of the construction. On the other hand, the overall quality of the project is being judged by the implementation of the Total Quality management on the project. The implementation of the total quality management is done through the setting up the benchmarks for the project (Plunkett, 2014). Once the benchmark is fixed for the quality, testing is done through a periodical manner to identify any issues related to the project growth and the project implementation quality. However, the risk management is done through implementing the health and safety measurement for the workers working for the project (Kelly et al. 2014). The risk control is ensured through providing the adequate safety materials to the workers and through provision a small medical unit for providing initial treatments if any unfavourable circumstances rise during the course of the project. Task 4: Understand the methods of procurement and contracting used in the construction and built environment sector. 4.1) Evaluate the procurement methods used in the construction and built environment sector 4.2) Explain the use of contracts to manage construction projects. 4.3) Evaluate the impact of procurement techniques on the organisation and operation of construction firms and construction projects. Answer 4: 4.1Evaluation of Procurement Methods used in the Construction and Built Environment: Procurement refers to the acquisition of various raw materials and other inputs in order to produce the final outputs by the organisation. In the construction and built environment sector, there are several activities that need to be conducted in order to produce the final products in the organisation. In a construction sector the procurement method is a series considered risks and it can be said that all the procurement methods have certain advantages and disadvantages. Thus it is very important to calculate the cost and the benefits and implement appropriate methods. There are several routes of procurement that are available to the company. The organisation can select from various procurement types like construction management, design and build and traditional (Arditi, 2012). There are various ways in which the methods of procurement are categorised. These are, The way construction and design is maintained and ordered Available information at the time of contract distribution Risks taken by each party There are various ways in which the contractor can be selected. The contractor can be selected on the basis of negotiation or the competition. These can be discussed here Selective Competition: it is one of the common and traditional methods of awarding the contracts of construction. The project team selects a number of reputed firms for tendering the project and the firms submitting the lowest tender gets the project. Open competition: this process is also used for tendering. Often necessary criteria are advertised in the in the local trade publication. The limit of the selected firms is in most cases 6 but price can be submitted by any number of firms in case of open tendering. There are restrictions on the number of available documents. The consultants are consulted and then the suitable contractor is selected. In open tendering other factors are also considered along with price. Negotiated Contracts: it is one of the most common procurement methods that are used by organisations nowadays. This type of contracting occurs when the there is absence of competition and when the price is to be agreed with the sole contractor (Chao and Hsiao, 2012). After pricing the documentation it is reviewed by the surveyor of the client. In the document when any form of disagreements arises, they are negotiated within the parties. The process can add 5% cost to the contract. It can lead to more participation of the contractor in the project. Now some of other measures of tendering can be discussed as well. Public Private Partnership: the public private partnership can be referred as the partnership between the private and the public sector parties. The government and the private sector parties can agree on the division of risks and tasks for a construction project. Due to limited funds, the public sector can join with the private sector parties for undertaking a In some cases the cost is borne by the users of the service and not by the taxpayers (Fageha and Aibinu, 2014). The government may provide grant in case of infrastructural investment projects. Here several risk factors can also be taken into account. In certain cases the private sectors cannot take the risks of a project and thus such risky projects are undertaken by the public sector. A special company is also formed by the private sectpor consortium and it is called special purpose vehicle (SPV). Partnering: the partnering in construction is the commitment between the architect, the consulting engineer and the owner for avoiding any form of disputes and improving the communication among the related parties by sharing common objectives and goals of the project. In case of partnering the surprises can be eliminated along with the adversarial relationships and goodwill and trust can be built among the partners. Thus it can be said that it can benefit in the construction industry (Cheung, 2010). PFI Contracts: private finance initiative is also a type of procurement method that can be undertaken by a construction company. PFI is one of the methods of creating a public private partnership. In this method, the public resources and the private capacities are used for delivering the services, specified by the public sector. The PFI activities are related with the public procurement. PFI differs from privatisation in the in the public sector. A substantial role is undertaken by the PFI projects and it is either as essential enabler of the project or as the ain purchaser of the service. In PFI the risk is shifted from one sector to another. 4.2. The use of Contracts to Manage Construction Projects It is known that construction works are critical and it is not always possible for the organisations to undertake the projects on their own. In case of large construction works, the organisations may hire various contractors for the procurement and execution of the entire project. Giving contracts of construction is one of the effective strategies that are implemented by the companies. Here it can be said that the contracts can be effectively used in order to manage the construction projects. It is known that Stepnell is one of the most profitable construction companies in the country. One of the strengths of the company is the ability to provide complete engineering and construction service along with the technical consultancy (Eriksson and Westerberg, 2011). The organisation is also involved in various forms of contracting. Stepnell is involved in design and build, traditional contracting, framework partnership projects etc. The PFI and PPP contracts are also undertaken by Stepnell for a wide range of specialist developments. The Staffordshire Fire Station and Whitecross High School are the PFI schemes that are conducted by the organisation. Stepnell is managing the Whitecross High School for 25 years after building under the PFI project. Now some of the essential features of a valid contract can be provided here. It is known that contracts are agreements between two or more parties which have legal consequences as well. In one of the four ways the contracts can be formed. These are, Using a written contract: the enquiry documents are included in the contract documents along with the minutes of meeting, the written offer, a formal contract with agreed terms, and method statements etc. By letter exchange: for alteration or repairs, extension of small domestic works etc. By word of mouth: the offer can be accepted by telephone Implied by the conduct of the party: an offer may be submitted by a contractor and afterwards the access to site can be achieved. Now some of the elements can be mentioned here for a contract to be valid and legally enforceable. These are, Legality: the main purpose of the contract should be legal Genuineness of consent: the parties must not impose be pressured and they should exercise their free will before entering the contract. Capacity: there should be legal capacity of each party for entering the contract. Consideration: there should be contribution of something of value by each party. The construction must be completed by the contractor where the client is bound to pay for the work. Offer and acceptance: there should be an offer by one party and the other party must accept the offer. Intention to create legal relation: the transaction will be bound by the law. Thus it can be said that the contracts can be used for managing the construction projects. There are various methods of procurement. In these methods, the construction contracts are given to a single or multiple contractors for managing the projects from the initial stage through the procurement and execution stage. The contractors can provide assistance throughout the entire construction operations and various issues can be eliminated through effective management practices implemented by them. There is a clear role and responsibility of the contractors. Thus the contractors can help in managing the construction projects of an organisation (Forgues and Koskela, 2009). 4.3. Impact of Procurement Technique on the Organisation and Operations It is known that there are several procurement techniques that are undertaken by an organisation. The procurement process can be traditional, public private partnership, management contracting, design and build and framework agreement. Here it can be said that the techniques or processes in each of these methods differ from each other to a certain length. Thus it can be said that the impact of each technique can be seen on various aspects of the construction projects or the firms (Ogunsanmi, 2013). The impact of the procurement techniques can be illustrated in terms of the multi-disciplinary teams, government initiatives, sustainability, environmental management issues, legislation, and professional standards. Here it can be said that in a construction company, there can be multi-disciplinary teams in the construction company. The impact of procurement technique can be seen on the multidisciplinary teams as well. In terms of the acquisition of the inputs and the contractors hired, the teams can be rebuilt or new members can be added in the reams for executing the operations. In case of public private partnership, it is very important to take various rules and regulations that are provided by the government into consideration. In a public private partnership, the government has certain degree of power over the private sector. The government initiative thus depends on the procurement technique that is taken by the organisation (Osipova and Eriksson, 2011). Here the context of sustainability needs to be taken into consideration as well. The procurement process can lead to environmental and sustainability management issues as the construction projects may lead to environmental issues. Here the Latham report, entitles Constructing the teams can be presented here. The report was published in 1994 and it reviewed the contractual arrangement and the procurement arrangement in the construction industry. In the report some of the controversial issues that are seen in the industry are discussed. In the report some of the results of poor performance projects are given for the construction sector (Latham, 1994). The report established the fact that teamwork is very important in the construction sector and thus reforms are required in the sector. Thus it can be said that the industry was ineffective, fragmented and incapable of delivering the quality service. It is very important to implement benchmarking process in the industry for the comparison of cost, cycle time quality and productivity (Latham, 1994). It is known that sustainable construction should be the main aim in the construction industry. The procurement process can affect the performance in the construction ind ustry and thus effective strategies must be implemented for sustainable construction. Conclusion In conclusion it can be said that Stepnell is one of the most successful and profitable companies in the construction industry. In this assignment various aspects of the construction industry in terms of the organisational operations has been presented. Here the principles of management, influence of human resource management, the structure and activities, various approaches, influence of scale and size, planning and management, procurement scheduling and control, quality control, risk management, procurement methods, the use of contracts, and the evaluation of the procurement techniques are conducted in a build and construction industry. References Anyanwu, C. (2013). The Role of Building Construction Project Team Members In Building Projects Delivery.IOSR Journal of Business and Management, 14(1), pp.30-34. Arditi, D. (2012). Construction Quality Management: Principles and Practice.Construction Management and Economics, 30(6), pp.500-501. Chao, L. and Hsiao, C. (2012). Fuzzy model for predicting project performance based on procurement experiences.Automation in Construction, 28, pp.71-81. Cheung, S. (2010). Relational Contracting for Construction Excellence: Principles, Practices and Case Studies.Construction Management and Economics, 28(7), pp.805-806. Eriksson, P. and Westerberg, M. (2011). Effects of cooperative procurement procedures on construction project performance: A conceptual framework.International Journal of Project Management, 29(2), pp.197-208. Fageha, M. and Aibinu, A. (2014). Prioritising Project Scope Definition Elements in Public Building Projects.Australasian Journal of Construction Economics and Building, 14(3), p.18. Forgues, D. and Koskela, L. (2009). The influence of a collaborative procurement approach using integrated design in construction on project team performance.International Journal of Managing Projects in Business, 2(3), pp.370-385. Jctltd.co.uk, (2015).Design and Build. Kelly, J., Male, S. and Graham, D. (2014). Value Management of Construction Projects. Hoboken: Wiley. Latham, M. (1994).CONSTRUCTING THE TEAM. 1st ed. Learnmanagement2.com, (2015).Flat organisational structure. Ogunsanmi, O. (2013). Effects of Procurement Related Factors on Construction Project Performance in Nigeria.Ethiop. J. Env Stud Manag, 6(2). Osipova, E. and Eriksson, P. (2011). The effects of cooperative procurement procedures on joint risk management in Swedish construction projects.IJPOM, 3(3/4), p.209. Plunkett, J. (2014). Plunkett's Real Estate Construction Industry Almanac 2014. Houston: Plunkett Research, Ltd. Project-management-course.info, (2015).Matrix Organizational Structure - History and Styles Rodriguez, J. (2014). Types of Construction Contracts. Slater, R. and Radford, A. (2008). Perceptions in the Australian Building Industry of Deficiencies in Architects' Design Documentation and the Effects on Project Procurement.Australasian Journal of Construction Economics and Building, 8(1), p.23. Stepnell.co.uk, (2015). Stepnell vision and values. Stepnell.co.uk, (2015). Strategy Culture. Stepnell.co.uk, (2015). Supply Chain Partner Requirements. Theconstructionindex.co.uk, (2014). Top 100 Construction Companies 2013

Word 2000 Features Essay Example For Students

Word 2000 Features Essay Microcomputer Software PackagesSeptember 27, 2000Word 2000 FeaturesWhile you may think that you know all there is to know about using MicrosoftWord 2000 , you may be surprised to find out otherwise. Many people feel thatevery word-processing program is the same. In both professional and academicenvironments, you will be required to type reports, memos, etc. As a student anda business professional, it helps to know shortcuts and various ways offormatting and navigating through a word document. As shown in The ShellyCashman Series for Microsoft Word 2000 Introduction there are variousways to format documents effectively. The book gave illustrative instructions on various formatting functions suchas creating italicized words, using different fonts, paragraph formats, linespacing, auto correct feature, and the insertion of symbols. With all of thefeatures discussed it would be impossible to describe all of them in one paper. I personally found many of these features to be new shortcuts for myself as wellas a great learning experience. We will write a custom essay on Word 2000 Features specifically for you for only $16.38 $13.9/page Order now For example, Word provides an AutoCorrect feature that automatically correctssuch errors as grammar, capitalization, and spelling. These errors are correctedas we type them into a document . With this feature, even the worst Englishstudents can write a decent paper. Many people often rely on the auto correctfeature, which sometimes can be misleading. I say this because the auto correctfeature is not foolproof meaning that it does not recognizes every mistake madeby the person typing the document. Another feature in which I had learned from a previous computer class was theprocedure for inserting symbols into a document. I had gone through high schooland college not aware that Word was capable of inserting symbols into adocument. I had always received credit off of papers for failing to input thecopyright or trademark symbols when needed. With Word 200 you can insert manysymbols into a document such as a trademark symbol, copyright symbol, and even asmiley face. These symbols can be created by typing various formulas ofcharacters and letters. Some symbols can even be inserted by clicking Insert onthe menu bar, clicking symbol, clicking special characters tab, clicking thedesired symbol, then clicking the insert button. Again, there is usually a fewdifferent ways to format items in Word but it is what you prefer when it comesdown to the bottom line. In conclusion, we can see that Word is a unique and complex application thatrequires much training to completely understand. Improvements are continuouslybeing made and software is becoming outdated quicker than ever before. With thebasic knowledge of Word and understanding of a computer you can learn a lot. Thebest way to learn is to explore your computer and explore the features that Wordhas to offer. With the shortcuts that I have learned I can honestly say that Ican be a much more efficient and productive employee and student. Category: Technology

PEST of brazil mine sector Essays

PEST of brazil mine sector Essays PEST of brazil mine sector Essay PEST of brazil mine sector Essay The Ministry of Mines and Energy (MME) is the organ which gives mining inceptions, and In order to receive an approval, the overseas company has to be registered in Brazil, prove that has enough funds to develop the mining project, and to have a specific environmental license approved. Mining concessions have no limit of time and are valid until the end of the natural resources. Dilemma Rousseau, the current president of Brazil, was well received by the mining community. Professor Jiao Marina of the Gag ©NCAA Para o Discontentment Techno ¶OIC dad Mindstrip Mineral Brasilia (ADMIT) said, When Dilemma was elected president, intuitions for the mining sector were expected to improve. Recently, Dilemma vetoed the raise over mineral royalties. More than 500 transnational corporations established operations in the country between 1990 and 2009, due to Braziers favorable policies on prevarication, Joint ventures and mergers. But the mining market is still controlled by two large Brazilian companies: Vale and Petrols. Braziers taxation policy in the mining industry varies according to federal, state and municipal authorities. Usually taxation varies for mining companies depending on he region of Brazil they mine in, and the mineral the company mine. All mining companies in Brazil are subject to pay taxes between 10% and 15%, as well as the royalties also known as the Compensation for Exploiting Mineral Resources (CAFE). Since the end of 2011, a new mining law is being discussed. If its approved, the DAMN would become an independent regulatory agency; exploration licenses would be granted through a bidding system; and the existent mining agreements would be reviewed. 3. 3. Economical Factors Usually Brazil is very open to foreign investment. Brazil is the Latin American country that receives more foreign direct investments, and the United States is the number one foreign investor in Brazil. Since domestic saving is not sufficient to The Brazilian mining industry is an extraordinary opportunity for international investors and suppliers, because of the promising forecasts of growth rates for the Brazilian mining sector. Nowadays, the Brazilian economy is rising. Blessed with a rich variety of natural resources, Brazil has become the most powerful country among the South American countries in economic terms. With a growing agricultural, mining, manufacturing and service sector, Brazilian economy has also acquired a strong position in global economy. In 2011 the total labor force employed in mining reached 175 thousand workers. Studies by the Ministry of Mines and Energys National Department of Geology, Mining and Mineral Processing show that the multiplier effect of Jobs is 1:13 in the mining sector, for each mining Job, 13 others are created (direct employment) along the production chain. Therefore, it can be assumed that the mineral sector in 2011 employs about 2. Lion workers (directly), not considering the vacancies generated during the research, prospecting and planning stages, and the workforce employed in the mines (The Strength of Brazilian Mining, 2012, p 7). 3. 4. Social Factors Brazil is facing a rapid urban growth and this growth aids economic development but also result in problems related to security, environment, politics and social issues. Specially for big cities. Some laws impose regulatory restrictions to the health and safety of workers, the safety of proximal local residents, and the support of local communi ties. Mining activities in Brazil not only generate important streams of revenue for federal governments but also, directly and indirectly, contribute to the development of local economies. 3. 5. Technological Factors Brazil is the leader in science and technology among South American countries and also one of the global leaders in bio-fuels researches and exploration of deep- water oil. The Brazilian government tries to develop and support innovation in business. One of the examples of this effort is the Innovation Law. The objective is to roved incentives to increase innovative activities; facilitate scientific and technological research by private companies and encourage collaboration between public and private sector. The mining industry has been benefited with the creation of the Centre De Technological Mineral (STEM), which is a federally funded research and development centre under the Ministry of Science and Technology. Also, sixteen universities now offer courses in geology, geochemistry and egotistic and seven offer degrees in mining engineering.

Explain how and why the LIGHT BULB works Essay Example | Topics and Well Written Essays - 1250 words

Explain how and why the LIGHT BULB works - Essay Example To understand how the light bulb works one needs to know the basic physics behind light energy. Light is the energy that atoms release. It is composed of small particles or energy packets. These particles have momentum and have zero mass. These are called photons and constitute the basic unit of light. When an atom releases photons, it indicates that the electrons in that atom have become excited or possess a higher level of energy. Electrons are negatively charged particles and orbit around the nucleus of an atom. These electrons have set orbital pattern; an atom has different levels of these orbits. Each electron revolves in fixed orbit based on the energy it possesses.1 The speed and distance from the nucleus also determined on which level an electron revolves. The general principle is when an electron possesses higher energy level it is further away from the nucleus. In principle when an atom loses or gains energy this energy change is exhibited through the motions of the electrons. An electron might get a temporary boost in its energy level and jump to a higher orbit. This action is temporary, and an electron holds this position for merely a fraction of a second. And in an instant it returns to its original position. When an electron returns to its lower energy level, it releases this extra energy or a photon; this is the fundamental principle of what goes on inside lightbulb. To understand how this phenomenon is implemented in this tool we need to look at the structure of the lightbulb. Lightbulb has a simple structure. It has two metal contacts at the base connecting the ends of an electrical circuit. The metal contacts are connected to two stiff wires that are attached to a thin metal filament. This filament sits in the middle of the bulb supported by a glass mount. This filament and the connecting wires are surrounded by a glass bulb2. The glass bulb has no oxygen in it (Nobleman, 2003).

Organization Theory, Design And Structure; Ethical Leadership And Assignment

Organization Theory, Design And Structure; Ethical Leadership And Communication - Assignment Example Melvina here is required to change the figures of the number of animal deaths owing to exposure to the drug to less than 10 percent in order to help the development and commercialization process of the new cancer drug. Her making alterations to the figures stated in the report would help the drug move to the last testing stage in regards to human beings thus promoting its steady launch in the market. In here if Melvina obliges to listen to her superior’s advice in altering the figures pertaining to death of animals in regards to their exposure to the drugs then certainly she would help her company gain a strategic stand in launching the medicine. However, Melvina’s obligation to meet the needs of the company exposes human beings to a greater risk for drugs that happen to be fatal to animals also would render a large amount of harm on humans. Again her obligation to her superior’s words would also happen to invite greater risk to the company for at a later stage the company and she also might fall into serious trouble. Thus the plan of action that can be taken in this case in regards to Melvina is to make her superior understand the emerging risks tied to the sanctioning of the plan through adulterated means. This activity would help in creating awareness of the management body as to the potential risks involved in regards to the drug plan, which would have ev entually triggered dropping the decision taken. The Potent Stakeholders to the Decision The above case reflects that the human beings are being subjected to malicious and wrong information which in turn may prove detrimental to the well being and healthy lives of the community. Thus in the interest of global mankind, Melvina should consider the first right objective of paying heed to her superior when fulfilling the first right would tantamount to depriving the human race and cancer inflicted people of a better and healthy future. The Defining Moment The above analysis reflects that Melvina tends to convey a message where she does not like to meet the demands of her superior in manipulating the figures related to the number of deaths of the animals exposed to the drugs. Through such non-compliance to her superior’s requirement she intends to protect the interests of both the company and the human race in particular. However in regards to the company it tends to convey the mes sage of gaining a way out in whatever fashion possible for letting the drug gain due acceptance in the consumer market of the region. Thus the manager advices Melvina to take resort of adulterated means to change the figures abruptly and thereby help in strategizing the launching process of the drug. Chances and Hard Decisions In here, Melvina can take chances in obliging by her superior’s decisions in rightly adulterating the numbers in the report and thereby taking first chances in inviting health and fatal risks in regards to humanity and secondly in taking hard decisions knowingly. However, Melvina can also take chances in not obliging by the decisions of her superior and thereby creating risks in regards to her position and employment in the company. Again such decision needs to be taken on a hard stand for it would tantamount to non-compliance of her to the needs of her concern. Analysis based on Three Tests The Newspaper Test Here if the decision of the management team of the pharmaceutical company in regards to the passing of the

Argument about animal rights and welfare Essay Example | Topics and Well Written Essays - 500 words

Argument about animal rights and welfare - Essay Example He argued in 1785 that humans have responsibilities only toward other humans, and that "unkindness to animals is opposing to mans obligation to himself (Thomas A. Mappes, 2002 ). We have the ethical obligation to take care of the rights of animal and need to work as much as we can, for their welfare. We need to ask ourselves about what kind of legacy we would leave for our children. What impact would it have on our future generations? Animals have an equal right to live on this earth with us. When we do give our efforts for the promotion of animal rights and welfare, we are doing our part in their protection and preservation(Richard H. Corrigan & Mary E. Farrell (eds.)). Jeremy Bentham, even though deeply opposed to the idea of natural rights, argued, following Rousseau, that it was the aptitude to suffer, not the skill to reason, that should be the standard of how we treat other beings. If sagacity were the criterion, many humans, including babies and disabled inhabitants, would also have to be treated as though they were things. We must be ready to be the saviors of animals, inform and educate people about the rights and the welfare of animals. The best way to start this is by giving lectures in educational institutions, on the neighborhood level, on the city level, and on the larger level, by both going to places personally, and also by using all the methods of media and communications technology that we have developed so far. We need to train people and impart knowledge of animal rights and welfare, to pass on this knowledge about animal rights and welfare, so that people know the facts, and are able to separate facts from fiction (Orlans, 1998 ). Following the perception of Peter Singer who argues, are predicated on the aptitude to suffer, and nothing more, and once it is recognized that a being has interests, those interests must be given equal contemplation. The degree to which animals can suffer is consequently a key

Challanges That Face The Change Management Business Essay

Challanges That Face The Change Management Business Essay Change management is a structured and strategic approach to initiate and manage the change process in the organization structure and culture as well as the individuals/teams behaviour and attitude towards the change transition in the field of the business processes, technology implementation or any other policies of an enterprise. Change management is about modifying or transforming organizations in order to maintain or improve their effectiveness. Change Management Models: There are several change management models that the enterprises follow while undertaking the change management process depending upon the ground realities and the organizational culture of the enterprise seeking the change processes. One of such models popularly known is described by John Kotter, who has set out an eight-step strategy for change management. These are as below 1. To establish a sense of urgency among the people in the organization. 2. To create a guiding coalition which will steer the reformation with the correct focus and aim to achieve the desired outcome. 3. To develop a clear vision and plan the strategy accordingly. 4. To communicate the change in vision to the people of the organization in a clear fashion. 5. To empower employees towards taking broad-based action to benefit the organization. 6. To generate short-term wins which in a whole would give the organization a long term winning result. 7. To consolidate all the gains of different volumes and ultimately produce desired changes. 8. To anchor new approaches in the culture and operation process of the organization. The above described model is designed keeping in focus on specific activities that will impact results. The benefits of using this model include evaluating employee resistance, help employees transition through the process, create employee specific action plans, and develop a change management plan keeping all the employees of the organization in mind and involve them in the entire process. Case Study Details: The Change Leader: In May 1996, K.V. Kamath replaced Narayan Vaghul as CEO of Indias leading financial services company Industrial Credit and Investment Corporation of India (ICICI). Immediately after taking charge, Kamath felt and understood that the organization needs to go through a change to shift its focus from just being a bank to create a difference and stand tall and different from all other competitors to create a brand name in the economic structure of India as well in entire south east Asia and introduced massive changes in the organizational structure and the emphasis of the organization changed ICIC from just a development bank mode to that of a market-driven financial conglomerate. The changes also brought in a lot of confusion among the employees, with media reports frequently carrying quotes from disgruntled ICICI employees. According to analysts, a large section of employees began feeling alienated. The discontentment among employees further increased, when Kamath formed specialist groups within ICICI like the structured projects and infrastructure group. Doubts were soon raised regarding whether Kamath had gone too fast too soon, and more importantly, whether he would be able to steer the employees and the organization through the changes he had initiated. Background: ICICI was established by the Government of India in 1955 as a public limited company to promote industrial development in India. The major institutional shareholders were the Unit Trust of India (UTI), the Life Insurance Corporation of India (LIC) and the General Insurance Corporation of India (GIC) and its subsidiaries. The equity of the corporation was supplemented by borrowings from the Government of India, the World Bank, the Development Loan Fund (now merged with the Agency for International Development), Kreditanstalt fur Wiederaufbau (an agency of the Government of Germany), the UK government and the Industrial Development Bank of India (IDBI). The basic objectives of the ICICI were to à ¢Ã¢â€š ¬Ã‚ ¢ Assist in creation, expansion and modernization of enterprises à ¢Ã¢â€š ¬Ã‚ ¢ Encourage and promote the participation of private capital, both internal and external à ¢Ã¢â€š ¬Ã‚ ¢ Take up the ownership of industrial investment; and à ¢Ã¢â€š ¬Ã‚ ¢ Expand the investment markets. In 1992 ICICI tied up with J P Morgan of the US to form an investment banking company, ICICI Securities Limited. In line with its vision of becoming a universal bank, ICICI restructured its business based on the recommendations of consultants McKinsey Co in 1998. In the late 1990s, ICICI concentrated on building up its retail business through acquisitions and mergers. It took over ITC Classic, Anagram Finance and merged the Shipping Credit Investment Corporation of India (SCICI) with itself. ICICI also entered the insurance business with Prudential plc of UK. ICICI was reported to be one of the few Indian companies known for its quick responsiveness to the changing circumstances. While its development bank counterpart IDBI was reportedly not doing very well in late 2001, ICICI had major plans of expanding on the anvil. This was expected to bring with it further challenges as well as potential change management issues. However, the organization did not seem to much perturbed by this, considering that it had successfully managed to handle the employee unrest following Kamaths appointment. Change Challenges Part I ICICI was a part of the club of 3 developmental finance institutions named ICICI, IDBI and IFCI, who were the sole providers of long-term funds to the Indian industry. When the requirement used to be large in volume, all three used to organize and raise the money for required funding and investment. However, the deregulation beginning in the early 1990s, allowed Indian corporate to raise long-term funds abroad, putting an end to the DFI monopoly. The government also stopped giving DFIs subsidized funds. Eventually in 1997, the practice of consortium lending by DFIs was phased out. It was amidst this newfound independent status that Kamath, who had been away from ICICI for eight years working abroad2, returned to the helm. At this point of time, ICICI had limited expertise, with its key activity being the disbursement of eight-year loans to big clients like Reliance Industries and Telco through its nine zonal offices. The change program was initiated within the organization, the first move being the creation of the Infrastructure Group (IIG), Oil Gas Group (OG), Planning and Treasury Department (PTD) and the Structured Products Group (SPG), as the lending practices were quite different for all of these different segment of industries. Kamath picked up people from various departments, who he was told were good, for these groups. The approach towards creating these new skill sets, however, led to one unintended consequence. As these new groups took on the key tasks, a majority of the work, along with a lot of good talent, shifted to the corporate center. While the zonal offices continued to do the same work disbursing loans to corporates in the same region their importance within the organization seemed to have diminished. An ex-employee remarked, The way to get noticed inside ICICI after 1996 has been to attach yourself to people who were heading these (IIG, PTD, SPG, OG) departments. These groups were seen as the thrust areas and if you worked in the zones it was difficult to be noticed. Refuting this, Kamath remarked, This may be said by people who did not make it and there will always be such people. Some of the people who did not fit in this set-up were quick to leave the organization. However, this was just the beginning of change-resistance at ICICI. In the major client group, a staff of about 30-40 people handled the needs of the top 100 customers of ICICI. On the other hand, about 60 people manned the growth client group, which looked after the needs of mid-size companies. Obviously, the bigger clients required more diverse kinds of services. So working in MCG offered better exposure and bigger orders. The net effect was that the MCG executive ended up doing more business than the GCG executive. A middle-level manager at ICICI commented, The bosses may call it handling growth clients but the GCG manager is actually chasing non-performing assets (NPA)4 and Board of Industrial and Financial Restructuring (BIFR)5 cases. Kamath was quick to deny this allegation as well, Just because somebody is within the MCG does not guarantee him success. And these assignments are not permanent. Todays MCG man could easily by tomorrows GCG person and vice-versa. Complaints against these changes put in continued and ICICI was blamed for not putting in adequate systems in place to develop the right people. The manner, which ICICI recognized an individuals efforts the feedback process was also questioned. A manager remarked, Last year the bonuses varied from Rs 30,000 to Rs 250,000 depending on the performance. In many cases the appraisal scores were same but the bonus amount was not. And we were not told why. While Kamaths comments in the media seemed to dismiss many of the employee complaints, ICICI was in fact, putting in place a host of measures to check this unrest. One of the first initiatives was regarding imparting new skills to existing employees. Training programmes and seminars were conducted for around 257 officers by external agencies, covering different areas. In addition, in-house training programmes were conducted in Pune and Mumbai. During 1995-96, around 35 officers were nominated for overseas training programmes organized by universities in the US and Europe. ICICI also introduced a two-year Graduates Management Training Programme (GMTP) for officers in the Junior Management grades. Along with the training to the employees, management also took steps to set right the reward system. To avoid the negative impact of profit center approach, wherein pressure to show profits might affect standards of integrity within an organization, management ensured that rewards were related to group performance and not individual performances. To reward individual star performers, the method of selecting a star performer was made transparent. This made it clear, that there would be closer relationship between performance and reward. However, it was reported that pressure on accountability triggered off some levels of anxiety within ICICI which resulted in a lot of stress in human relationships. By 2000, ICICI had emerged as the second largest financial institution in India with assets worth Rs 582 billion. The company had eight subsidiaries providing various financial services and was present in almost all the areas of financial services: medium and long term lending, investment and commercial banking, venture capital financing, consultancy and advisory services, debenture trusteeship and custodial services. Change Challenges Part II ICICI had to face change resistance once again in December 2000, when ICICI Bank was merged with Bank of Madura (BOM). Though ICICI Bank was nearly three times the size of BOM, its staff strength was only 1,400 as against BOMs 2,500. Half of BOMs personnel were clerks and around 350 were subordinate staff. There were large differences in profiles, grades, designations and salaries of personnel in the two entities. It was also reported that there was uneasiness among the staff of BOM as they felt that ICICI would push up the productivity per employee, to match the levels of ICICI7. BOM employees feared that their positions would come in for a closer scrutiny. They were not sure whether the rural branches would continue or not as ICICIs business was largely urban-oriented. The apprehensions of the BOM employees seemed to be justified as the working culture at ICICI and BOM were quite different and the emphasis of the respective management was also different. TABLE I POST-MERGER EMPLOYEE BEHAVIORAL PATTERN PERIOD EMPLOYEE BEHAVIOR Day 1 Denial, fear, no improvement After a month Sadness, slight improvement After a Year Acceptance, significant improvement After 2 Years Relief, liking, enjoyment, business development activities Based on the above findings, ICICI established systems to take care of the employee resistance with action rather than words. The fear of the unknown was tackled with adept communication and the fear of inability to function was addressed by adequate training. The company also formulated a HR blue print to ensure smooth integration of the human resources. (Refer Table II). TABLE II MANAGING HR DURING THE ICICI-BOM MERGER THE HR BLUEPRINT AREAS OF HR INTEGRATION FOCUSSED ON à ¢Ã¢â€š ¬Ã‚ ¢ A data base of the entire HR structure à ¢Ã¢â€š ¬Ã‚ ¢ Road map of career à ¢Ã¢â€š ¬Ã‚ ¢ Determining the blue print of HR moves à ¢Ã¢â€š ¬Ã‚ ¢ Communication of milestones à ¢Ã¢â€š ¬Ã‚ ¢ IT Integration People Integration -Business Integration. à ¢Ã¢â€š ¬Ã‚ ¢ Employee communication à ¢Ã¢â€š ¬Ã‚ ¢ Cultural integration à ¢Ã¢â€š ¬Ã‚ ¢ Organization structuring à ¢Ã¢â€š ¬Ã‚ ¢ Recruitment Compensation à ¢Ã¢â€š ¬Ã‚ ¢ Performance management à ¢Ã¢â€š ¬Ã‚ ¢ Training à ¢Ã¢â€š ¬Ã‚ ¢ Employee relations ICICI transferred around 450 BOM employees to ICICI Bank, while 300 ICICI employees were shifted to BOM branches. Promotion schemes for BOM employees were initiated and around 800 BOM officers were found to be eligible for the promotions. By the end of the year, ICICI seemed to have successfully handled the HR aspects of the BOM merger. Learnings From the Case Study: 1. Change Identification Awareness of necessity for organizational renewal created in the life cycle of company to preserve local competitive market and being capable to take global market in future. 2. Goal Setting Positive consequences of change process were listed to make better sense about changes. This list components including: a) Better quality of services to client b) Achieve much more income c) Go ahead of rivals d) Prepare and set modern standards in the banking and investing industry e) Better management for referred projects 3. Current State Evaluation In the ICICI there are some potentialities such as skills, knowledge, financial resources and human resources which are elements to support change process, but these were not utilized with management methods. In addition, considering capability of company and its target it was needed to engage some new specialties and also there was not any procedure for communication between employees. 4. Implementation In a change process, the most important points to start up are those which have maximum problems, so in order to solve these problems some improvement projects were defined as below: a) Promotion of human resources Prepare and modify organization structure to modern matrix structure instead of hierarchy structure. Execute evaluation systems based on 360 degree evaluation. Employing centralized experts instead of outsourcing. b) Improving coordination procedures by management information systems. In the Current State Evaluation stage it was recognized that the most problematic thing is method of communication between different departments, so responsibility matrix and information flow diagram prepared for design and build units. After that, by utilizing information systems to integrate activities in each unit, employees could simply share their needs or basic data and also managers could extract reports from reliable and integrated system. c) Managing projects by using project management standards and finally implementing enterprise project management. First of all project charter was created for each project, then responsibilities matrix applied, after it scheduling and checklists prepared for both phases design and construction. This led to control quality by filling out the checklists and clarify inspection points through every process. According to defined information systems, all of the members of project team could use their own required information by online accessible project charter. Finally project book as a document which has characteristic of lessons learned prepared for projects. 5. Oppose to Halted Factors The common problem which occurres during the implementing change process is resistance, so for an organization which wants to prevent problems it is extensively important to response to employees (internal customer). In order to oppose to negative factors and reduce resistance, below activities performed: a) Interior design with suitable work environment ergonomics b) Training self management, appropriate communications and teamwork to employees which lead to increase professional capability of personnel c) Arranging coordination meetings and clarify management strategies to middle managers and also to employees d) Encouraging employees to cooperate in improvement projects e) Exactly making known for employees the whole processes in the field of their own 6. Continues Improvement and Control 6. Continues Improvement and Control By the above study we know the actual performance of the change management process and what the process is capable of doing if it is operated according to established procedures. A system measurement of the performance is actually needed during the all steps of implementation change management in order to being capable to compare achievements and the objectives. This helps leadership to manage change process with systematic well-timed feedbacks. Although the feedbacks might be positive or negative but in the negative cases some efforts will be used to understand what the mistake is. For instance in ICICI there were some evaluation forms which was must to be filled out by clients to modify or complete execution experiments and all of that will be used to improve processes of the project execution team Conclusion: The above study provides us with the conclusion that the actual performance of the change management process and what the process is capable of doing, if it is operated according to established procedures. A system measurement of the performance is actually needed during the all steps of implementation change management in order to being capable to compare achievements and the objectives. This helps leadership to manage change process with systematic well-timed feedbacks. Although the feedbacks might be positive or negative but in the negative cases some efforts will be used to understand what the mistake is. For instance in the ICICI there are some evaluation forms which must fill out by clients to modify or complete execution experiments and all of that will be used to improve processes of the project execution team. The purpose of this paper is to develop a method that will help companies recognize weak points in their change management process and improve it, to measure quantity of success in the change management process, a procedure which was defined in ICICI. ICICI had the well laid planning in effect. They first involved them in leading to predetermined quality and time, including client satisfaction, improving standards and diversifying in business requirements. The last criterias were employees satisfaction and cost reduction. With applying this procedure it helped them to recognize that how much of the objectives were achieved by implementing change management, so a questionnaire had been prepared to evaluate the results of implementing change management. Questions: The below listed questions refer to all phases of the change management process and require answers that are required to be answered for assessment. 1. Client Satisfaction. 2. Employees Satisfaction. 3. Improving Working Standards. 4. Information Systems. 5. Cost Reduction