Question

Can Anyone type in his own words about 1500 words

a. Identify type of Organizational Structure which is suitable for the construction site along with its merits and demerits b. Suggest an effective communication channel between the management, contractor, supplier, architect and investors. QEAD- Template A Rev: 04 ver 02 Date: 01sOctober 2018 Page 1 of 3 F/QAP/021/001 c. Suggest motivation strategies that can improve the productivity of employees in the site d. ldentify the ideal leadership style that can be used by the construction managers in site along with its merits and demerits. e. Develop a health & safety plan for the site including the roles and responsibilities of any two personnel in the safety team.

Answer 1

a) Identify type of organizational structure which is suitable for the construction sites along with its merits and demerits.

Merits of Project Organisation:

1. It provides concentrated attention that a complex project demands.

2. It permits the timely completion of the project without disturbing the normal routine of rest of the organisation.

3. It provides a logical approach to any challenge in fulfilling a large project with definite beginning, end and clearly defined result.

Demerits of Project Organisation:

1. There is an organisational uncertainly as a project manager has to deal with professionals drawn from diverse fields.

2. Organisational uncertainties may lead to interdepartmental conflicts.

3. There is a considerable fear among personnel that the completion of the project may result in loss of job. This feeling of insecurity may create considerable worry about career progress.

c) Suggest motivational strategies that can improve the productivity of employees in the site.

In an industry as labor-intensive as construction, few things can hurt a contractor’s profitability more than unproductive workers. Here are eight tips for improving productivity.

1. Don’t blame your workers. While it’s tempting to blame poor productivity on lazy workers, late starts and excessive breaks, the fact is that most construction workers strive to be productive. More often than not, poor productivity is the result of waste and inefficiencies that are within management’s control.
2. Focus on unproductive time.Research by the Construction Industry Institute shows that craft workers typically spend less than half of their time on tasks. The remaining time is spent on unproductive activities, such as waiting for equipment and materials, waiting for instructions or waiting for work areas to be ready. If, for example, workers spend only 30% of their time on direct work, your greatest opportunity for productivity gains is to focus on the 70% of worker time spent off task. In other words, reducing the amount of time workers spend off task will produce greater benefits than attempting to improve their efficiency during the time they spend on task.
3. Conduct an activity analysis. Spend some time monitoring activities on jobsites and analyzing the results. Often, this process will reveal opportunities to improve productivity. For example, better scheduling and logistics can reduce delays that result when workers have to wait for materials or equipment, or for other workers to complete their work. In many cases, solutions are surprisingly simple, such as finding a way to store materials, equipment or tools closer to the areas where they’re needed, or storing materials on wheels so they can be moved more easily. Strategies for reducing personal time — such as locating portable toilets closer to work areas — can also have a significant impact on productivity. On one high-rise project, a structural contractor reduced the amount of time it took for workers to have lunch by arranging for a sandwich shop to operate alongside the structure.
4. Improve communications. Poor communication between supervisors and workers can result in unnecessary mistakes and redo work, causing productivity to suffer. With proper training, supervisors can learn how to communicate assignments to workers and ask the right questions to ensure they get it right the first time.
5. Take advantage of technology. Web-based project management applications, scheduling software, and other technological innovations can boost productivity by speeding up communications, providing workers with the latest project information in real time and making the construction process more efficient.
6. Set realistic goals. Performance-based incentives can be an effective tool for motivating workers and improving productivity. But it’s critical to set realistic goals. If workers feel that performance targets aren’t achievable, productivity may actually decline.
7. Pay attention to safety. The most important reason to have a strong safety program is to prevent injuries. But good safety practices also reduce the delays and downtime associated with accidents on the job site.
8. Manage overtime. Excessive overtime can result in fatigue, higher accident rates, absenteeism and worker turnover, all of which can hurt productivity. Proper planning, scheduling and supervision can help keep overtime to a minimum.

e) Develop a health & safety plan for the site including the roles and responsibility of any two personnel in the safety team.

The effectiveness and success of the safety program depends upon the active participation and cooperation of all employees. Duties and responsibilities of all employees under this policy are the following:

1. Safety Coordinator • Coordinate health and safety training for management and supervisors. • Coordinate monthly supervisor safety meetings. • Coordinate jobsite safety audits. • Maintain and revise the Safety Policy, Corporate Safety Manual, and Site-Specific Safety Plans as needed. • Maintain the jobsite postings and notices required by law. • Ensure the proper filing of paperwork relating to accidents. • Participate in post-accident investigations. • Maintain all records and reports related to this policy. • Implement Davis Safety Program and Policy.

2. Project Manager/Project Engineer • Prepare the Site-Specific Safety Plan. • Direct and coordinate health and safety regulations related to his/her area of responsibility. • Participate in post-accident investigations. • Assist in formulating policy matters. • Implement Davis Safety Program and Policy.

3. Superintendent/Site Safety Representative • Be familiar with the health and safety regulations related to area or responsibility. • Direct and coordinate health and safety activities within area of responsibility. • Ensure arrangements for prompt medical attention in case of serious injury. These arrangements include, at the very least: transportation, communication, and emergency telephone numbers. • Ensure all supervised employees use required personal protective equipment (PPE) and safety devices. • Ensure safety equipment is available, maintained, used, and stored correctly. • Instruct and train all employees within area of responsibility in job health and safety requirements. • Direct correction of unsafe conditions. • Conduct weekly safety meetings. • In the case of an accident complete the Report of Occupational Injury or Illness. • Participate in post-accident investigation. • Review all accidents/incidents with foremen and employees involved. Ensure corrective action is taken immediately to eliminate the cause of the accident. • Ensure foremen are aware of and comply with requirements for safe practices. • Require all subcontractors to comply with health and safety regulations as well as Davis Safety Program and Policy.

4. All Employees • Be familiar with and comply with proper health and safety practices. • Use the required safety devices and proper PPE. • Notify the supervisor immediately of unsafe conditions/- acts, accidents, and injuries. • Implement the Davis Safety Program and Policy.

5. Subcontractors By contract subcontractors comply with and ensure the compliance of their employees with the provisions of this policy as well as their own safety program. Failure to fulfill this requirement is a failure to meet the conditions of the subcontract.

6. SUPERVISORS Supervisors are responsible for making workers fully aware of the hazards that may be encountered on the job or in the workplace; and ensuring that they work safely, responding to any of the hazards brought to their attention, including taking every precaution reasonable in the circumstances for the protection of a worker.

7. EMPLOYEES Employees responsibilities include: reporting hazards in the workplace; working safely and following safe work practices; using the required personal protective equipment for the job at hand; and participating in health and safety programs established for the workplace. Employee involvement is essential. Involvement of employees at all levels is needed for effective performance of HSE-related tasks. All employees are required to practice good housekeeping, participate in training, report hazards and injuries, use personal protective equipment, and practice safe work habits. It is necessary that roles, responsibilities, and accountabilities be defined, documented, and communicated. Each employee is expected to actively participate in, and take ownership of Environmental, Health, and Safety Policy, goals, and objectives. Line management will be accountable for implementing this policy. Senior management will be visibly committed and actively supportive of this policy.

8. CONTRACTORS For all phases of the project, Prodigy and the EPCM contractor will work closely together. They will define, document, and maintain a list of the roles, responsibilities, and accountabilities of the employees (management) responsible for EHS performance in their areas. They will also review the implementation of their respective EHS Management System, and the EHS personnel advising and assisting management to meet their EHS Management System responsibilities.