A good professional construction site manager should be the central hub of all site communication. He or she will have an answer for any question posed or be able to consult their site records immediately so that they are able to give an informed and correct response.
It is to be noted that communication is a managers business and as it is their business, they ought to have a strategy for improving communications at all levels. It is in their interest to do so. Managers create records, documents, plans, programmes, instructions, directions, advice and strategies and all of the aforementioned are types of communication and the list is not exhaustive.
Specifically a construction site manager establishes clear lines of communication at planning in the UK in accordance with the UK CDM regulations and procedures. A manager will receive a pre construction information pack from the client. The PC (Principle Contractor) or site manager will then, depending on level of seniority, develop this pre construction information pack to form the Construction Phase Health and Safety Plan. The plan will contain site and project specific site hazards and environmental issues and a list of all senior project stakeholder contact details, supply change information and a proposal for meeting schedules and details of the project health and safety compliance practices and procedures.
The problem for construction management NVQ candidates, is that they ‘DO’ all of the aforementioned, but identifying what part of their knowledge is applicable to each question within their NVQ so that duplication of answers and confusion is avoided is often an issue. To prove my point, please review the following typical questions found in the learning outcomes of this Unit: Establishing and Monitoring Communication Systems and Organization Procedures in the Workplace.
- Explain how suitable organisational and communication systems can be identified for projects.
- Explain ways that systems, compatible with those used by clients, customers or their representatives and supply chains, can be established and introduced.
- Explains methods of establish communication and organisational systems that will enable clear effective management, administrative and operational controls.
- Give reasons why communication and organisational systems, that will be compatible and provide control, are needed.
- Describe ways that accurate and unambiguous information about people’s roles and responsibilities, the project and the organisational structure can be produced.
- Explain methods that allow for the circulation of information about people’s roles and responsibilities, and the project and organisational structure, to people and organisations that have an interest.
- Give reasons why information on people’s roles and responsibilities is important to people and organisations that have an interest.
- List and describe who would likely to be included when establishing communication methods for projects
- Explain ways that methods of communicating, reporting, recording and retrieving information, between people and organisations that have an interest and appropriate to the needs of the project, can be established.
- Explain why methods of communicating, reporting, recording and retrieving information between interested people and organisations should be established.
- Explain methods that can monitor the communicating, reporting, recording and retrieving of information.
- Explain how breakdowns in communication and organisational systems can be identified.
- Describe how breakdowns in communication and organisational systems can be investigated and explain why they should be investigated.
- Explain actions that can be taken to restore effective communication and organisational systems.
- Explain how possible improvements to methods of communicating and organisational systems can be identified.
- Give reasons why established systems should be improved.
- Explain how meetings should be managed that ensures objectives are met.
- Describe the different types of meetings that can be undertaken with stakeholders and colleagues.
- Explain methods that ensure actions are completed following meetings and the objectives are met.
- Describe ways evaluating the effectiveness of meetings.
The Solution. In order to better enable the seasoned professional to complete this Unit, Establishing and Monitoring Communication Systems and Organization Procedures in the Workplace, Rivasure has produced a comprehensive online Audio Podcast Course. This Unit is one of many online courses aimed at covering all of the key units contained within the Level 6 Construction Management NVQ Qualification. This series of Audio Podcast Unit Courses lays a solid foundation for each specific subject matter. Each Audio Podcast addresses each knowledge question, unpacking each one in detail and providing relevant and specific guidance.
In this Unit the learning outcomes are as follows;
- Identify organisational and communication needs for the project.
- Establish systems and procedures which are compatible with those used by the client, customer or their representative and the supply chain.
- Produce project information and circulate it to people and organisations that have an interest.
- Establish methods of communicating information between people and organisations that have an interest.
- Monitor the communication and organisational methods for effectiveness, identify and investigate breakdowns and take action to restore effective communication and organisation.
- Use information received to make improvements to the organisation of the project and communication systems.
- Prepare for and manage meetings to meet objectives.
- Complete actions following the meeting to meet objectives.
A learning outcome sets out what a candidate can expect to learn and do as a result of their learning. This Audio Podcast mentoring series is excellent resource for NVQ candidates and management learners studying how to establishing and monitor communication systems and organization procedures in the workplace
- How To Answer and Understand NVQ Questions
- How to Allocate Work and Check People’s Performance in the Workplace (02)
- How to Contributing to the Identification of Work Teams in the Workplace (10)
- How to Controll Project Progress Against Agreed Programmes in the Workplace (07)
- How to Controll Project Progress Against Agreed Quality Standards in the Workplace (06)
- How to Controll Project Quantities and Costs in the Workplace (18)
- How to Develop and Maintain Good Occupational Working Relationships in the Workplace (01)
- How to Ensure that Work Activities and Resources Meet Project Work Requirements in the Workplace (13)
- How to Establish, Controll and Monitor Environmental Factors and Sustainability in the Workplace (11)
- How to Establish, Implement and Maintain Systems for Managing Health, Safety and Welfare in the Workplace (03)
- How to Establishing Project Dimensional Control Criteria in the Workplace (17)
- How to Evaluate Feedback Information and Recommend Improvements in the Workplace (19)
- How to Evaluate and Select Work Methods to Meet Project or Operational Requirements in the Workplace (04)
- How to Identify and Enable Learning Opportunities for Given Work Teams in the Workplace (09)
- How to Identify, Allocate and Plan the Deployment and Use of Plant, Equipment or Machinery in the Workplace (14)
- How to Manage Personal Development in a Construction-related Workplace (08)
- How to Monitor Construction Related Project Activities in the Workplace (05)
- How to Organise, Controlling and Monitoring Supplies of Materials in the Workplace (15)
- How to Plan the Preparation of the Site for the Project or Operation in the Workplace (12)
- The 'NVQ Mentoring' Additional Guidance Series