Synthesise and demonstrate skills and competencies required for successful integrated management
Learning Outcome 1 – Synthesise and demonstrate skills and competencies required for successful integrated management
For this learning outcome, we adopted the Integrated Management Concept that Knut Bleicher developed (Wikipedia, 2021) as this concept encompasses the dimensions and mechanism that are appropriate for our project (Table 1 and Table 2).
Table 1 – Dimensions of Management
| Normative Management |
| Determines the general aim of the organization. |
| Strategic Management |
| Directs the plans, basic structures, systems, and the problem-solving behaviour of the staff for achieving it |
| Operational Management |
| Translates the normative missions and strategic programs into day-to-day organizational processes. |
Extracted from: Integrated Management Concept, Wikipedia, 2021.
Table 2 – Integration Mechanisms
| Meta-Integration |
| Based on the management and business philosophy which defines the company’s consideration of and relation to its stakeholders’ values. |
| Vertical Integration |
| Achieved throughout the three management dimensions by means of structures, activities, and behaviour.
· Structures describe the translation of corporate governance into effective management and efficient processes.
· Activities refer to the development and application of corporate policies, strategic programmes, and operational tasks.
· Behaviour relates to defining roles that ensure that the company’s culture and normative values are put into practice. |
| Horizontal Integration |
| Aligning the structures, activities, and behaviour throughout the distinct management dimensions. |
Extracted from: Integrated Management Concept, Wikipedia, 2021.
Discussions and consultations on the scope of the project, schedule and the composition of the Project Team, were conducted with the stakeholders (Table 3). All stakeholders understood the necessity and benefits of this project since the impressions of the two fatal accidents which involved lifting operations in 2019 were still in their minds. A good mix of enthusiastic representatives formed the strong project team with the HSE Manager’s suggestion to include the subcontractors. The project team also has subject matter experts in risk management, lifting operations and tower crane operations on hand to provide guidance. All appointments in the project team and RA team has a leader and deputy in place, and all trainings have a primary and secondary trainer as back-up to ensure the smooth running of the project.
Table 3 – Discussions and Consultations
| Organisation Unit | Representation |
| Company | Managing Director
HSE Manager HR Manager |
| SKN3C29 Project | Project Director
Project Manager |
| Construction Team | Construction Manager |
| Subcontractors | Subcon Project Managers |
| Health & Safety | WSHO |
A kick-off meeting lead by the Managing Director and attended by all stakeholders, was initiated to keep all informed of the project, the common aims, objectives and benefits to the company, project and subcontractors. The project also consulted the appropriate stakeholders though discussions with the tower crane operators and lifting crews in informal settings, and the HSE Manager arranged a site visit for observations and discussions to have a different perspective on tower crane lifting safety.
As communication is an important attribute, the study provides regular updates through the Daily Progress Reports & Milestone Progress Reports (Appendix 1). A WhatsApp group was also created to provide immediate group communication. The project team also held Focus Meetings (Appendix 2) to update on the progress and schedule, discussed on the project including challenges, and distribution of the tasks ahead. The Project Admin circulated the minutes of the meeting to all key stakeholders to keep them informed of the project.
