Managing Information Essay Example for Free

Managing Information Essay Introduction With nearly 40 years’ experience has seen the industry change many times, and has always kept itself at the forefront of that change. Its reputation is a source of pride for all who work here, and it’s something we’re keen to preserve and develop the only way possible: through satisfying our clients. We have developed into a leading multidisciplinary contractor offering a truly comprehensive, integrated service to clients in development, construction, energy and many other sectors. (See appendix 1 for Organisational chart’s of company) My job role within the organisation is quiet a varied one in that my day to day activities are never quite the same, but to summarise my main duties include submitting monthly applications in line with the various contracts worked on for example NEC and JCT to name but a few, attending site progress meetings with a range of clients from the commercial / technical and construction departments, submitting internal applications and working progress, attending internal financial meetings with the Financial Director / Demolition Director and Management Accountant and producing a report with the inclusion of monthly forecasts, attending meetings with Contracts Managers and Estimating director to discuss and produce budget and target sheets, completion of contract sum analysis and end life forecasts which are then discussed and agreed by the Demolition Director, overseeing a wide variety of sub contractors from different construction disciplines used which requires the need to send out tend er packages, raising and awarding sub contract orders, raising of sub contract payments after assessing applications received. All the above assists in the monitoring of various contracts and ensures projects are delivered on time within budget and the client receives maximum satisfaction to secure future work opportunities. 1.0 Understand the Management of Information within the organisation 1.1 Critically assess information flow through a number of different channels within the organisation Throughout the organisation there is various different types of information used which is transferred throughout the organisation in several capacities. Information generally described as below: Production and Operational – Information on assets / quality / standards Financial Information – Profit / Costs / Margins / Cash Flow / Targets Internal Documentation – Purchase Orders / Delivery Notes / Invoices Applications / Credit Notes / Departmental reports / Department Meetings and minutes / Hire Sheets / Plant Sheets and Information / Allocation Sheets and Plant Returns / Employees Records / Cost Books Tender Information / Applications and Invoices (Client) All the above is aided with an Integrated Management System ‘This Integrated Management System outlines how Cuddy plans to satisfy the: Quality requirement of ISO9001:2008 (Quality Management System Specification) Health safety requirements of OHSAS18001:2007 (Occupational Health Safety Assessment Series 18001) Environmental requirements of ISO14001:2004 (Environmental Management Systems Specification) by operating a framework based on these requirements This Integrated Management System is intended to directly meet the requirements of the following legislation and regulations: Health Safety at Work Act 1974 – Section 2(3) requires organisations to have a Health Safety policy which should include: Statement of Intent (i.e. Health Safety mission) Organisation (i.e. structure, roles responsibilities) Arrangements (i.e. procedure and guidance) Management of Health Safety at Work Regulations 1999 – Regulation 5 requires organisations to have arrangements for undertaking effective planning, organisation, control, monitoring and review of the preventive and protective health and safety measures. HSG65 Successful Health Safety Management – This guidance outlines the management system requirements for implementing the arrangements required within regulation 5 of the Management of Health and Safety Work Regulations 1999. This Integrated Management System will provide the mechanism for managing other legislative, regulatory and other policy requirements (e.g. risk assessment, training, etc).’ Above abstract taken from Cuddy To be read alongside the IMS as an aid is the following: Standard procedures Forms and Guidance Notes Standard Operating Procedures Certificates, Insurances, Licences Policy Statements Standard COSHH and Risk Assessments As touched on there are various different ways in which the information is transferred throughout the organisation with the use of electronic, hard copy and spoken for the various types, all this aids us to capture the different types of hard and soft information we need in order to ensure a project is a successful one. ‘Soft information includes feelings, perceptions, opinions; values on the other hand hard information includes verifiable data and knowledge.’ http://onemind.com/2010/03/07/hard-and-soft-information/ I have touched on how information is transferred internally and specifically in the office and from a manager’s point of view through various different capacities but haven’t gone into depth how information is transferred to the boys on the front line on site. As I currently see it within the company there is clear breakdown in communication from when we tender and win a job to what information is received on site and in particular how the site personnel are managed on that specific job In relation to what exactly we priced. This I believe is impacting on the duration we are taking to complete the job and impacting on the possibility of making the job as successful as possible, also this may have a negative effect on the company as whole whilst tendering for works in the future. As part of the IMS there are procedures in place (listed below), but neither allows for the manner and information to be transferred to site. To summarise from the information that is transferred needs to be clear, simple and set out in the way in which the site supervisor understands what is required in order to ensure the project is successful. Place for Enquiry, tender and contract review Project Delivery As a brief understanding in reference to specifically the Demolition Department we have an estimating director who will visit the sites which require pricing and produce a cost book document which is passed to the  demolition director and managing director for comment before submitting what they believe to be our most competitive tender and or bid. If we are lucky enough to be successful in winning that specific job the cost book along with the tender information will be passed to the relevant contracts manager and quantity surveyor in order to generate a budget / target sheet and an extent of works sheet. This is when the middle managers have the opportunity to raise any queries regarding the job with the estimating director or the demolition director on what exactly has been allowed and priced for. The next step in the current process is for the tender information to be copied and a site file produced and passed to the supervisor in order to carry out the works. The cost book, target / budget sheet is not passed onto site and this is just for reference between the middle managers and directors of the company for the protection of vital information. Therefore I propose we come up with a procedure that will allow the smooth transfer of information to site and give a clear indication of what exactly has been allowed in the tender. In setting this procedure I hope to bridge the gap between site and the information held at the office, and in doing so hold regular meetings with agendas, minutes disturbed. 1.2 Propose improvements to the flow of information within your area of responsibility, based on your organisational assessment Due to my job role being one in which I try to minimise cost and enhance value you for money, I believe in setting clear and simple targets to the Supervisors on site this will empower them and give them incentives and a clear understanding on what needs to be achieved in order to ensure the job awarded becomes a successful and profitable one. As mentioned previously in the current situation the Supervisors are given the tender information and briefly explained the job but in some senses are left to run the job with open ended targets and no clear sense of direction or management, this is turn is causing jobs to run over and us not maximising profitability. Currently the transfer of information from tender stage stops at the middle managers point. The reasons being for this is due to confidentiality of the information contained within the cost book and target / budget sheet and as managers there is information we do not want the site operatives to see. Therefore the first action in the procedure would be to hold a pre start meeting or  initial meeting or the like on site with the following being in attendance. The reason I have listed the below as typically they will be deciding factor on how well a job goes: Relevant Contracts Manager Relevant Quantity Surveyor Relevant Site Supervisor Within this meeting the job as a whole would be discussed briefly only. In demolition for example it is possible to break a general job up into the following categories: Site set up Asbestos Removal Soft Strip Demolition to top of slab Removal of slabs and foundations Crush material Clear Site As you can see from above generally there are a few different categories of work required to be carried out on a typical demolition job. Therefore I believe we should not choose to discuss the whole job in detail but targets given for each individual work activity only, as if we discuss the job in detail this may cause the supervisor to go into his / her shell and be intimidated before the job has even commenced. Therefore within this procedure it will be broken down into the specific work activities and depending on the size of the job these work activates could even be broken up into phases if need be. For example in the first pre start meeting or initial meeting the general site set up would be discussed and particular what is required in respect of cabins / welfare / heras fencing to name a few items and the location of where we intend to site up site. As it currently stands the contracts manager usually sets up the site but I believe if we have the supervisor on board early doors and allow him to have an input of the set up required / location this will give him a sense of pride and authority that he is in charge of the site. What site set up that’s required usually depends on the size of the site but typically this usually takes a week or longer and under current HS and CDM Regulations 2007 no works are to commence unless the following are in place: Flushing toilets and running water and drainage systems. Washing Facilities with hot and cold water. Soap or other suitable means of cleaning. Towels or other suitable means of drying. Sufficient ventilation and lighting. Sinks large enough to wash face, hands and forearms. Drinking Water. Changing rooms and lockers. Rest Facilities and heating. After initial site set up has been completed another progress meeting will be held on site with a specific target laid out for the work activity in question. Generally on a demolition site Asbestos Removal usually has to take place before we can commence soft strip depending on what type of asbestos and in line with the specific site asbestos report in place. But for example if we take the job as a linear project and the soft strip cannot commence until after the asbestos, then within this meeting we discuss in length the asbestos removal and set a clear target with the input from the supervisor. Typical of example of this target could be again depending on size of the site but take for arguments sake we take it as the site is split up into 5 phases. Phase 1 -10 Men x 6 Weeks Phase 2-5 Men x 3 Weeks Phase 3 -8 Men x 5 Weeks Phase 4 -8 Men x 2 Weeks Phase 5 -6 Men x 6 Weeks The groundwork will put in by the middle managers to ensure the target above is in line with the cost book and or target / budget sheet, and in line with this procedure it will attempt to set it out as basic as possible in order to attempt to take as much pressure off as possible. Weekly progress meeting will be held after the initial meeting in order to reflect on the previous week’s activity. Within this meeting it will be an opportunity for the supervisor to assess his performance and the performance of his team on site, in doing so will be a self appraisal tool for the supervisor without knowing. It will also give the middle managers an update of current position in respect of the targets set out and give an opportunity to amend or change  anything that is not quiet working correctly and keep the things that are. The meetings will continue on a weekly basis with clear targets and open and frank discussions with input from all parties to create a sense of a team as I beli eve this will help with the running of the job. Constant communication will be held throughout on a daily basis to ensure all parties are aware of constant ongoing on site. When works have been completed the final action in the procedure would be to have a post contract meeting again with all parties where all the information is discussed /analysed / targets reviewed and the like. This will be handy in going forward and used as a tool to gather date / information. This information could be fed back to the estimating director and demolition director in order to have the full circle should a similar job arise in the future. The above will be written out in a clear procedure therefore should someone leave the company, or the job being transferred to someone else then everyone will be aware what is required of them. See Appendix 4 for proposed new Procedure By putting in place the above procedure it will aid with spoken, electronic and hard information and the transfer of. Spoken – Due to the nature of the procedure it encourages the daily dialogue between managers and the site supervisors. Hard Copies – Agendas and Minutes will be taken of all meetings taken placed, which will be updated electronically and distributed accordingly. Electronic – Targets will be collated and circulated, along with copy of the minutes. 2.0 Gather and Analyse information to make decisions to solve problems in your area of responsibility 2.1 Collect information from a wide range of sources to support management decision-making Site Managers / Supervisors Verbal examples from site managers / supervisors stating that the lack of information in respect of the scope / tender inclusions is having a negative impact on the overall performance of our jobs. As mentioned this is transferred verbally therefore we will have to take into account of its reliability and validity. As mentioned previously there is a clear breakdown in the flow of information  from when we price and win a job to the information passed onto site and the management of that information in order to make the job as successful as possible. This is readily backed up from verbal conversations with the site supervisors themselves who are unsure of what the extents of works are and the possible impact this is having on the duration of the projects? Specifically within the Construction Industry as a manager the below is at the forefront of every decision we make. The triangle illustrates the relationship between three primary forces in a project. Time is the available time to deliver the project, cost represents the amount of money or resources available and quality represents the fit-to-purpose that the project must achieve to be a success. http://www.projectsmart.co.uk/project-management-scope-triangle.html But ultimately the decisions we make from site level up the chain to the managing directors determine the outcome. Below is evidence that everyone makes decisions. Above it shows the impact and importance of decisions with regards to the Cuddy Group it is possible to split the three groups up into the following: High Value -Managing Directors and Directors Medium Value-Middle Managers e.g. Contracts Managers and Quantity Surveyors Low Value-Site Managers and Site Personnel Quiet often when making a decision we use past knowledge in order to aid and assist us. Past knowledge or the information that is generally contained within the brains of individuals is generally known as tacit knowledge. This knowledge is continually getting updated and revised depending on learning, experiences and insight. There are various different types of knowledge and this is summarised in various models. One of the widely accepted approaches to summarising knowledge management is the Nonaka Takeushi, (see appendix 9 for web location) Below are a couple of diagrams showing the matrix. Nonaka Takeuchi model the process of organisational knowledge creation as a spiral in which knowledge is amplified through these four modes of knowledge  conversion. Quote taken from class notes. Along with the specific project management matrix / flow and knowledge diagrams there is general management information available that will aid in decision making see below. Reliability and Validity Model (see appendix 9 for web location) Knowledge Classifications Model (see appendix 9 for web location) Good decisions make good projects, so what makes a good decision (and, hence, a good project)? The answer is, one that’s well planned. But then you run into the question of how long the decision-making process should take. Well, the last thing we need is a new formal methodology for decision-making—nothing would ever get done. Thats why Id like to propose several useful rules you can apply to decision-making: Consider the importance of the decision. To determine the importance of a decision, ask yourself: What are the consequences for both the project and for you? In reality, how urgent is the decision? (Note that theres a difference between important and urgent.) Ask yourself if there are more options. In other words, if youre choosing between three options, ask yourself if theres also a fourth option. Think about stakeholders opinions. Have you listened to the opinions of stakeholders in the decision? You should. Even though they may not like your ultimate decision, theyll have to live with it. Concede the fact that youre going to make some irrational decisions. We often make decisions almost by reflex, using a combination of experience, data analysis, gut feelings, fear, personal preference, and peer pressure. I’m not saying that you shouldn’t take into account your sense of self-preservation, the views of your team, or your recollections about why a previous project caused you grief. You just need to be aware that each new situation demands a clear point of view and a fresh decision; otherwise, the same mistakes will recur. Remember that even some small choices can have big consequences. Don’t underestimate the possibility that major consequences could result from seemingly insignificant choices you make along the way.  http://www.techrepublic.com/article/decisions-decisions-make-them-timely-wisely-and-responsibly/1049740 Along with the information above collated from the web I have also read the following text books / Management books. NLP Pocketbook (see appendix 10) Engaging Employees, A practical guide for busy leaders managers (see appendix 10) Both books aid management and in particular with decision making. In respect of the NLP Pocketbook it produmitaly focus on yourself and your actions, It works on a SMART goal setting strategy. SMART goal setting is Specific Measurable Achievable Realistic and within a defined Time Frame. SSpecific and positive M Measurable and meaningful to you AAchievable and covering all areas of your life, stated in the present tense as if you have achieved it now RRealistic and right for you  TTimes and targeted, towards what you want. In addition to SMART goal setting, NLP incorporates a process called ‘creating a well-formed outcome. Creating a well-formed outcome involves asking a series of questions that will help you clarify your goal. They will help you to ascertain how important the goal is to you, how (if necessary) to revise it and make it more achievable. Well –formed outcome questions: Is the goal stated positively? What do you want? (Eg, wanting to increase company profits rather than a statement about reducing the loss) Can you start and maintain the process of achieving the goal by yourself, and keep it in your control? Does the goal include all the senses? How will you know you have achieved it? What will you feel, see and hear when you have achieved it? What will other people fee, see and say when you have achieved it? Is the context clearly defined? How long will it take? Who will be involved? Where will it take place? How will it be achieved? When do you want it? Have you checked that it is ecological or meaningful for you, ie is it worth the investment in time and money? Does the outcome fit in with your life and who you are? Does the goal keep those aspects of the present situation you want to preserve, ie are there positive elements you wish to maintain? Does it identify the resources you need – those you already have  or those you need to acquir e? What first step must you take? What are the next steps? Abstract directly taken from the NLP Pockebook. But in contrast to the above the Engaging Employees, A practical guide for busy leaders managers text book focuses predominately on how to get the best out of your team. See contents page taken from the text book to back this up. Is starts with you Planning to communicate Understanding your audience Engaging people in change Face to face matters Team meetings; getting it together High Impact presentations Checking you’re getting through Effective email – at last The write stuff. 2.2 Analyse the information collected from a wide variety of sources, to inform decision-making Project Management Models When project managing a job in construction there are various different types of models that we are able to follow some of which I have given examples of but ultimately the primary focus specifically within the construction industry is the triangle between the three primary forces. Delivering the job on time, within budget to a high standard. Decision making model With the triangle in mind we all have to make decisions of variable impact and volume as is set out in the decision making model. With this in mind managing information and the decisions we make are key. ‘By not making a decision you’re making a decision to not make a decision’ taken from the ILM class notes. The decisions we make as a business ultimately determines how successful the outcome is, and in particular the flow of information within the company to aid our decision making is critical. Therefore before we make  any decisions we have to take into account the impact of the decisions we are making. Nonaka takeuchi model When making a decision we usually take into account past experiences / doing otherwise defined as Tacit Knowledge. Under the Nonaka Takeuchi model it explains the relationship and how we can turn Tacit Knowledge into Explicit knowledge which can be readily transmitted to others. Most common forms of explicit knowledge are manual, documents and procedures in our organisation we can relate to the ILM system and the various procedures in place. Please see below which makes good reading. The patent had attempted to be bought by a buyer in other words the tacit knowledge had attempted to be turned into explicit knowledge but due to it possibly not being documented correctly or the manner in which it was presented not being explained correctly it failed. Therefore the tacit knowledge that had been turned into explicit knowledge was little or no use to the buyer. We must bare this in mind if we are relying too heavily on explicit knowledge and in particular how reliable the knowledge is? In the same sense it’s possible to categorise Wikipedia as explicit knowledge but we have to take into account the source and what past experience or where the information originated from before using it to make a decision. ‘Bessemer steel process — Bessemer sold a patent for his advanced steel making process and was sued by the purchasers who couldnt get it to work. In the end Bessemer set up his own steel company because he knew how to do it, even though he could not convey it to his patent users. Bessemers company became one of the largest in the world and changed the face of steel making.[15]’ http://en.wikipedia.org/wiki/Tacit_knowledge Measuring Validity and Reliability model When gathering information to make a decision we must take in the validity and reliability of what we looking to achieve. Especially within the construction industry there is specific ways in which to measure or calculate something and this can be best described as the below. Reliability Reliability refers to how consistent a measuring device is. A measurement is said to be reliable or consistent if the measurement can produce similar  results if used again in similar circumstances. For example, if a speedometer gave the same readings at the same speed it would be reliable. If it didnt it would be pretty useless and unreliable. Importantly reliability of self-report measures, such as psychometric tests and questionnaires can be assessed using the split half method. This involves splitting a test into two and having the same participant doing both halves of the test. If the two halves of the test provide similar results this would suggest that the test has internal reliability. http://www.holah.karoo.net/reliabilityandvalidity.htm In respect of validity this refers to the extent of what we are measuring and what we hope to measure. Validity This refers to whether a study measures or examines what it claims to measure or examine. Questionnaires are said to often lack validity for a number of reasons. Participants may lie; give answers that are desired and so on. It is argued that qualitative data is more valid than quantitative data. http://www.holah.karoo.net/reliabilityandvalidity.htm Both the reliability and validity have categories in themselves in which we can use to measure if they are achieving what we set out to achieve. To summarise we need to be mindful if we are using specific data or gathered information if it’s reliable and valid in terms of what we are hoping to achieve and fit for purpose. Information to Knowledge Management With respect of the next model it gives us an insight of how the ever evolving computer industry and in particular the capacity to store and distribute data / information is enabling personnel learning and also the capacity to make correct decision in going forward. Given an example that is relevant to the Cuddy group is the below. We are able to save / store and distribute raw facts and figures on a particular job and in doing so we are able to see if a job was successful in respect of profit? We then can move  on to give meaning to the obtained data in respect of information and give reasons why that job was successful? We then can analyse the derived information and understand what we did well on that job. This will then give us the wisdom going forward to know what to do for the best on other jobs. As mentioned evolving technology is aiding us with the transfer and storing of this information and aiding us with the capability of personnel learning. There are various examples and models that differ slightly some of which I have given examples but all cover the above. General Management Tools As the assignment is targeted at middle managers I have looked into the impact that decisions have and what to consider before making decisions? As a rule the following applies: Consider the importance of the decision Ask yourself if there are more options Think about stakeholders opinions Concede you’re going to make some irrational decisions Remember that even small choice have big consequences I also looked into how SMART goal setting and how to engage with employees. 2.3 Use this analysis of information to make and justify a management decision Using the analysis and the information collated along with the procedure I believe this will better the flow of information throughout the company. The triangle The procedure will aid with delivering the job on time within budget and to a high standard. Delivering the job on time – By having weekly meetings on site and the constant daily dialogue this should enable any problems to be caught at an early stage and thus giving time to nip in the bud the potential to impact on progress and in particular the end date which quiet often is key to a job being a successful one from a clients point of view. Within Budget – Due to the procedure allowing for a review of the target v actual on a weekly basis this will enable weekly monitoring of the budget to ensure everything is on track, atm there if only an allowance of monthly reporting and it’s possible for any job to change dramatically from month to month. High Standard – Again as the procedure allows for the contracts  manager / quantity surveyor to visit site at least once a week with the supervisor having chance to put his / hers views across together this should r aise standards. Decision making model In reference to the procedure this will reiterate the fact that everyone makes decisions especially as minutes will be keep, actions assigned and closed out as and when this occurs. Nonaka Takeuchi Model With the procedure in place it will allow for smoother transfer of tacit knowledge into Explicit Knowledge. This will be done by taking minutes; monitoring progress against targets and reporting this information back to directors / managing directors in order to have the full cycle. Validity and Reliability Under the procedure progress meetings will be held on site this will allow us to audit and monitor the reliability and the validity of the information we are being told by the site manager / supervisor. This will be used as a checking tool before information is transferred around the company to directors and managing directors alike. Knowledge Management With the procedure set in place where minutes are taken / targets are monitored it will allow for us to save / store and distribute raw facts. Also with the weekly minutes we will be to give meaning to the obtained data for example why we missed out specific targets? Why we bettered targets? From this then we can analyse the information and understand how and why? This will then enable us to make the correct decisions in going forward. Along with the analysing the above models and information, I have taking account of why from a managers point of view why the procedure in place will aid with the running of jobs on site and the transfer of information. With regards to the current situation of producing the cost book that is translated to a target / budget sheet, this information will be little or no use to the supervisor for a number of reasons listed below: Information Overload – Due to the nature of the document this may cause confusion in the way the document is set out, therefore as set out in the procedure by breaking things the whole job down into specific tasks this will more than  likely take the pressure off and give a clear understanding of what is required and expected off of them. This is likely to make them less intimated and more confident as if they are clear More hands on and practical – The academic level of a supervisor generally is not the same as what we would normally expect from a middle manager in that the cost book / target and budget sheet will not be fit for purpose if passed onto the supervisor, therefore the information should be broken down so it is easily understood. Team ethos – As it currently stands the information is passed to the supervisor with no clear direction and management give, therefore by employing the proposed procedure this will then bridge the gap and increase the we are in it together approach. Why will meetings be held face to face? Sense of Importance – By making the effort to travel to site, as typically our sites are all of the United Kingdom then this will instil into the supervisor the confidence he needs in that he got your support should he need it. Ability – may not be able to use the computer therefore face to face will enable supervisors to have an opportunity to contribute their input without feeling intimidated Sense of importance – By holding the meetings face to face this will enable them to feel like they got you in their corner and in doing so should create a clear divide from site operatives to supervisors. Meetings more personnel – Generally meetings face to face are more personnel and can be structured better with agendas / minutes and the like assisting Why will the supervisor in respect of the site operatives be the only site member to be part of the meeting? Clear level of management between site operatives / supervisors and middle managers – This will empower the site supervisors and in doing have a clear barrier between the site operatives and himself. Self Worth – It will also give the site supervisor the self worth and mutual respect between himself and the middle manager, hopefully this should increase productivity as he is likely to want to do more for the middle manager if he believes he has the respect. Respect earns respect! Company generally uses agency Labour – As touched on previously due to the company operating throughout the company there is the need to employ agency labour, by having weekly meetings with the supervisor in attendance again this is creating a clear structure. How the meetings should be conducted? Ability – plenty of discussions questions to ensure supervisor gets points you’re making. Allow supervisor to have their say and input – By asking questions this will allow supervisor to have their say and input. Informally rather than formally, don’t want supervisor to feel under spotlight – Due to the nature of the construction industry and especially on site it is rather informal, therefore if the meetings are held in the same manner this should enable the middle line managers to get the most out of the supervisors. From analysing the various different models and combining with general middle management responsibilities I believe the procedure I have put in place will significantly help with the transfer of information from site to board level alike. 3.0 Disseminate information on a management decision, through the right organisational channels 3.1 Communicate information to team member or other colleagues to meet business objectives, using appropriate organisational channels In reference to the procedure set up this should allow for the constant communication of how a specific job is performing from site level to the board of directors and in particular through the correct organisational channel. To elaborate on the above; Site Supervisors will have constant dialogue with middle managers on a daily basis, with a weekly progress held on site to discuss performance. Munities of the meeting with be typed up and performance analysed with knowledge added to explain how performance is operating? Are we going to hit our target? Be on time? Within budget? To name a few of the questions answered? This will then in turn be disrupted to the relevant director, finance director and the management accountant. This will then be discussed on weekly basis in the departmental weekly progress meeting, and the fortnightly Trading Review meeting with finance with the relevant directors. This in turn then can be reported back to the MD by the relevant directors when board level meeting happens. As you can see from the procedure put in place we will allow for the reporting from site to board of directors level to be on a weekly basis rather than a monthly as is currently in place, this in turn will give us every opportunity possible to achieve the best possible  outcome in respect of the construction triangle. Delivering the job on time, within budget to a high standard. 3.2 Communicate information to stakeholders or customers to meet business objectives In reference to the procedure as mentioned previously this will allow for the constant flow of information from site to managing directors (stakeholders) to be done on a weekly basis. In respect of customers or clients quiet the construction triangle is key, therefore by having weekly progress meetings this information will be able to be fed back to the client, giving them the confidence that we are putting their needs first ‘the customer is always right ethos’

Use of Polarization in Goodbye, Mr. Chips Essay -- Goodbye, Mr. Chips

Use of Polarization in Goodbye, Mr. Chips  Ã‚   Opposites attract.   James Hilton uses this fact in Goodbye, Mr. Chips to create tension in the story; however, he makes greater use of this polarization to develop the character of Chips.   Mr. Chips and Katherine Bridges may be viewed not only as opposites but also as arguments.   Hilton uses thesis in the form of young Chips and antithesis in the form of Katherine Bridges to arrive at synthesis, the personality and character of the mature schoolmaster. Hilton portrays young Chips as lacking in confidence.   During an interview, Chips, a schoolteacher in his early twenties, admits to Wetherby, the head of Brookfield, that disciplining young boys was not one of his strong points at Melbury, his previous school.   Wetherby counsels Chips that "youth and age often combine well" and offers Chips a second chance at Brookfield, an old established school (4).   At Brookfield Chips assumes a scowl and a no nonsense attitude to cover his inward nervousness.   During the next ten years, Chips realizes that his discipline "although good enough ...

Review of “Roses” by Kanye West

Student Project Presentation In 2005 Kanye West released â€Å"Roses† on his second studio album titled â€Å"Late Registration. † Though the composition is classified as hip-hop, it delves into many other genres and niches as it encompasses a wide-ranging mix of blues, rock, R&B, and many others. The extensive collaboration between West and film score producer Jon Brion during the making of the album resulted in a very unique orchestral-like sound thanks to the hiring of a full string section during production.The entirety of the album could be considered a breakthrough as it redefined the genre and what typical hip-hop was expected to sound like by juxtaposing heavy hip-hop beats with orchestral strings. It is this contributing factor that makes it so difficult to compare his musical style to that of any other artists. Although I thoroughly enjoy â€Å"Late Registration† as a whole, â€Å"Roses† is my favorite composition due to the lyrical substance and the manner in which West chose to express his story.West composed the piece entirely himself, a deeply moving story where he recounts his emotions and those of his family as his grandmother lay ill due to heart complications and his views of the healthcare system. Although he did not write out his lyrics at the time, this did not hinder the meaning of the composition in any way as his passion and conviction are still evident in the tonality of his voice and heart felt words as he ever so clearly conveys his story to the listener.The Grammys classifies the composition under its rap category. In 2006 â€Å"Late Registration† was nominated for five Grammys of which it won three for best rap song, best rap solo performance, and best rap album. In my opinion the category suits the composition because though it is not typical, it still is rap. I believe that this song should be a part of our course because of its element of improvisation, which is one of the cornerstones of Jazz.A s I mentioned before, West did not write down any of his lyrics for the composition, or for any of his first four studio albums for that matter, it was all improvised from his head straight to the recording, similar to the bass improvisations of the great Charles Mingus. It can be said that the compositions does have a rhythm section, yet it is not one composed of human players. Instead what you hear is an eclectic mix of synthesized instrument clips compiled into a beat.In the composition West raps over piano and a slow rhythm with the chorus then bringing in trumpet riffs, electric guitar, and vocal sample from Curtis Mayfield’s composition â€Å"Rosie. † So all in all, I am happy to have been able to elaborate on this composition and shined some light on many details and elements that may have been overlooked or just not known by you guys, the listeners. I could only hope that you enjoyed the music as much as I did and am glad to have been able speak to you about a composition that I really admire.

Human Resource Management for the Local Government...

RESEARCH PROPOSAL Human Resource Management for the Local Government: Measuring its impact on Organizational Performance Introduction: Two types of government deliberate public services in Nepal: the central government and the local government. While the central government governs the sectoral ministries, departments and their regional and district offices, the local government supports the local governance. Nepal has a two-tier system of the local governance, with village and municipal bodies as the lower tier and district bodies as the higher. The village bodies are called Village Development Committees (VDCs) while municipalities serving the same function in town areas. The district bodies are the District Development Committees†¦show more content†¦Specifically, in analyzing the impact of HRM on organizational performance linkage models developed will complement the others by adding constructs, variables or relationships (Alcazar, Fernandez, Gardey, 2005). Moreover, it contributes to policy process. The findings of this research will be shared and disseminated at the policy level. Academicians, executive officers, Mayors and other political representatives of municipalities, Ministry of Local Development, and any others who are directly or indirectly involved in the local government will be informed about the research findings. Importantly, none of the studies has attempted to ascertain the measuring organizational performance through human resource management in the Local Government, Nepal. Therefore, the present study tries to analyze and measure organizational strategy, HRM policy and HRM output in public organization and identifies the factors that influence organizational performance in the local government, Nepal. Research Goal, objective and Questions The goal of the research is to empirically examine and extend our knowledge about human resource Management for the Local Government and measuring its impact on organizational performance. Its objectives are to analyze Human Resource Management in the Local Government and measure its impact on organizational performance in Nepal. To achieve these objectives, the studyShow MoreRelatedCriminal Justice Organizational Effectiveness Essay1084 Words   |  5 Pages departmental organizational effectiveness must also be considered when determining overall health of the US CJ system. In order to efficiently deliver the public’s expectations of protection and safety, the development of the CJ system encompasses decision makers from all level of government including legislative body members. However, the effectiveness of the criminal justice organization is highly dependent on federal, state, and local departmental interactions. Organizational Effectiveness Read MoreFormal Organization Structure: Hospital Setting1537 Words   |  6 Pageshospital is a formal type of organizational structure. That structure will be examined in this work in writing along with various attributes and characteristics of the formal organizational structure and specifically in regards to the hospital organizational structure. I. Describe or define the Formal type of organizational structure? The work entitled Todays Concept of Organizational Management states that since work is performed within specific organizational patterns and since the worker-superiorRead MoreQuestions On Strategic Human Resource Management Essay7145 Words   |  29 Pages Table of Contents Executive Summary Topic Introduction Body/ Findings Analyse the factors involved in measuring the impact of given HRM strategy Evaluate the available tools used for measuring the effectiveness of HRM strategy Assess key research findings regarding the connection between HRM strategy and organizational performance Evaluate the rationale for ethical codes of conduct/ behaviour in HRM strategy Recommend ways to effectively manage ethical dilemmas regarding whistle blowing, multinationalRead MoreDoc, Docx, Pdf, Wps, Rtf, Odt6285 Words   |  26 PagesLetter of Transmittal Sep. 1, 08 Ms. ............... Lecturer Department of BBA Stamford University Bangladesh Madam, We are very glad to inform you that we are going to submit the study report titled Management Practices in Business Organizations based on the management practices in Taj King Industries (Pvt.) Ltd a reputed melamine wares manufacturer amp; exporter In this study report, we have tried to include all the factors we thought essential for previously mentioned title. We haveRead MoreEsquel Group14861 Words   |  60 PagesRay Anderson, Interface Inc. Brenda Bateman, International Resources Group Mike Bertolucci, Interfac e Inc. E. Milton Bevington, Servidyne Systems, LLC Paula Lawton Bevington, Servidyne Systems, LLC Glenn Frommer, Mass Transit Railway (MTR) Corporation The Esquel Group Civic Exchange also thanks the Hongkong and Shanghai Banking (HSBC) Corporation for their support for this project. Table of Contents An Introduction to ‘Measuring Sustainability’ 1-5 1 1 2 3 4 4 5 6 6 6-7 6 6 7 7 7 7 8-10Read MorePerformance Management Initiatives For The Public Sector Essay2610 Words   |  11 Pagesto improve their performance and improve service delivery. The key reform in state corporations has been the introduction of performance management systems but only few countries have successfully implemented the same and got positive results Performance management initiatives were put in place to tackle issues and concerns that organisations have on performance (Sharif, 2002). Majority of countries are seeking to develop a culture in the public sector that is more performance oriented , one thatRead MoreStrategic Hrm And Strategic Management2114 Words   |  9 PagesStrategic human resource management is designed to help companies meet the needs of their employees while promoting company goals. It requires thinking ahead, and planning ways for a company to better meet the needs of its employees, and for the employees to better meet the needs of the company. 2.2 Evaluate the interface between HRM and strategic management Strategic management involves the formulation and implementation of the major goals and initiatives taken by a company s top management on behalfRead MoreHr Global Challenges7737 Words   |  31 PagesConducted by PricewaterhouseCoopers on behalf of the World Federation of Personnel Management Associations (WFPMA) Survey of Global HR Challenges: Yesterday, today and tomorrow* Contents Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Global results Africa results ....................... ............ 7 ........................ ........... 12 Asia Paciï ¬ c results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Europe resultsRead MoreAssessing Microsofts Corporate Strategy Development and Governance1551 Words   |  6 Pagesproducts globally, equally effective in gaining and keeping customers in the consumer, small business and enterprise markets. The series of broad business models that comprise the company require intensive levels of governance, risk and compliance management (Ali, Green, 2012). Microsoft operates in over 160 different nations and needs to balance the many requirements of internal and external stakeholders while also meeting governance and compliance requirements globally. Balancing the three strategicRead MoreBUSI 610 Group DB Forum 12063 Words   |  9 Pagesorganization in comparison to an efficient performance organization? On this forum a learning organization refers to the organizational style allow for a certain degree of flexibility that hinder being constrain by structure; in simple terms, this approach allows for the organization to not only adapt to, but embrace change in order to attain the desired market position (Purhaghshenas, and Esmatnia, 2012, p.244). On the other hand, an efficient performance organization refers to the classical approach

Tourette Syndrome Essay - 1049 Words

Tourette Syndrome Tourette Syndrome, or TS, affects approximately one hundred thousand Americans of whom you will find in a variety of professions and social settings (7). It is a neurological disease which is characterized by repeated and involuntary body movements and vocal sounds. Before TS was known to be a health problem uncontrollable by the patient, it was seen as nervousness, possession by a spirit, epilepsy or simply as bad habits (5). Today it is known that imbalances in certain brain chemicals are what causes the symptoms of this disease. It is interesting to examine TS and use it as a tool for better understanding (in part) how, in what quantity, and at what level the brain (and the nervous system as a whole) contribute to†¦show more content†¦It was found that drugs which stimulate the production of the brain chemical dopamine can induce tics (7). Some ideas about how this is happening in TS victims suggest that there may be supersensitive receptors to dopamine in specific areas of the brain, and that this area under normal conditions would act like a brake on the movements made on purpose (3). Or, there just may be higher than normal levels of dopamine production and use in the patient. Still other scientists say that dopamine may not be the only chemical involved. They have also found differing levels of a chemical called serotonin in TS patients (where it was high) and unaffected people (where it was lower). Other theories include increase in red-cell choline, imbalance in central nervous system dopamine and acetylcholine, and motor movements originating in the anterior cingulate cortex (1). Locating the genetic basis of the disease can help doctors and scientists better aid in treating those with TS. While there is no medication which relieves every symptom of TS, there is the possibility of improvement if the patient does not have serious side effects to the medications, of which there are a variety (i.e. pimozide, risperidone, clonidine) (8). Researches have found that the drug haloperidol acts on dopamine and in turn calms the patient. Haloperidol works by blocking the receiving areas on receptor cells where dopamine passes on messagesShow MoreRelated Tourette Syndrome Essays1139 Words   |  5 PagesTourette Syndrome Tourette syndrome is an inherited severe neurological disorder usually occurring before the age of eighteen and is associated with a degree of facial and body tics sometimes accompanied by random declarations of phrases or obscenities (2,3). The facial and body tics associated with the disorder can be painful and even embarrassing. Involuntary body movements such as jaw snapping, gyrating, hopping, and obscene gesturing are to name a few (1). Tourette Syndrome was namedRead More Tourette Syndrome Essay612 Words   |  3 Pages Tourette Syndrome is a neurological disorder characterized by tics; involuntary, rapid, sudden movements or vocalizations that occur repeatedly in the same way. Diagnostic criteria include: both multiple motor and one or more vocal tics present at some time, although not necessarily simultaneously, the occurrence of tics many times a day (usually in bouts) nearly everyday or intermittently throughout the span of more than one year; period changes in the num ber, frequently, type and location of theRead MoreEssay on Tourette Syndrome2025 Words   |  9 Pageswhile, but eventually you give in† (Marlene Targ Brill 18). Tourette syndrome can be compared to poison ivy in some aspects. Individuals with Tourette syndrome have been suffering with tics and tantrums for hundreds of years, but today there are treatments that can help control the symptoms of Tourettes, allowing sufferers to live a normal life. The history of Tourette syndrome is very interesting. Hundreds of years ago those with Tourettes were thought of very differently all around the world. Read MoreTaking a look at Tourette Syndrome892 Words   |  4 PagesTourette syndrome (TS) is a disorder of the brain that is observed in people who have involuntary movements or vocalizations called tics. Named after Dr. Georges Gilles de la Tourette who first discovered this disorder, this French neurologist described a noblewoman who exhibited these symptoms in 1885. These tics could range from repetitive movements to inappropriate vocalizations. Early symptoms of Tourette syndrome occur in children at around 3 and 9 years and occur in equal percentages inRead MoreTourette Syndrome Essay761 Words   |  4 PagesSyndromes do not define who a person is. Tourette’s is a syndrome that affects a person’s compulsion control. Dr. Sacks, the neurologist who wrote â€Å"A Surgeon’s Life† has an interest in the disorder, and befriended a surgeon with Tourettes. Tourette Syndrome is a part of a person, but Dr. Bennet shows that it is not who the person is. Those affected by Tourette Syndrome are most commonly categorized as having compulsions, or a lack of control over certain words and phrases. They act as â€Å"one...drivenRead MoreEssay about Tourette Syndrome3755 Words   |  16 PagesTourette Syndrome Works Cited Not Included Tourette Syndrome was named for George Gilles de la Tourette, who first discovered the syndrome in 1885. Today there is still a mystery surrounding the disorder, it?s causes and it?s cures. But one of the biggest mysteries is an associated behavior called coprolalia. This symptom is the uncontrolled swearing or socially unacceptable utterances that some with Tourettes experience. Although despite the media?s fascination, Tourette syndrome is notRead MoreExploring the Disorder, Tourette Syndrome Essay674 Words   |  3 PagesTourette syndrome is a neurological disorder first described by a French physician named Georges Gilles de la Tourette, in 1885. Tourette syndrome (TS) consists of varies abrupt, rapid, involuntary, and repeated movements or vocal sounds, known as tics. â€Å"Until 1970, TS was frequently misdiagnosed as schizophrenia, obsessive-compulsive disorder, epilepsy, or nervous habits,† concluding that this mental disorder is extremely rare and has similar ch aracteristics as other mental disorders (Kahn and FawcettRead MoreEssay on Ticcing Away: Tourette Syndrome3162 Words   |  13 Pagesnbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;nbsp;â€Å"Tourette Kids† Sometimes we are happy Sometimes we are sad Sometimes we get teased Sometimes we get mad Although we seem different When tics appear each day Remember this disease chose us And no the other way So if we jerk, or yell, or swear Please try not to forget It isn’t us doing it But a disease called Tourette ----Jason Valencia---- Touretter 1986, 10 years old Living with Tourette syndrome gives a deeper insight to the highly misunderstoodRead MoreGilles De La Tourette Syndrome2189 Words   |  9 PagesAbstract: Tourette syndrome is a neuropsychiatric condition characterized by both motor and phonic tics over a period of at least one year with the onset in childhood or adolescence. Apart from the tics, most of the patients with Tourette syndrome have associated neuropsychiatric comorbidities consisting of attention deficit hyperactivity disorder, obsessive compulsive disorder, rage attacks, sleep issues, depression, and migraine. Patients may also have physical complications directly from violentRead MoreWhat makes me tic?: An investigation into the possible causes of Tourette syndrome and its2400 Words   |  10 PagesWhat makes me tic?: An investigation into the possible causes of Tourette syndrome and its symptoms Gilles de la Tourette Syndrome, commonly known as â€Å"Tourette syndrome,† â€Å"Tourette’s,† or simply â€Å"TS,† is a chronic neuropsychiatric disorder producing sudden, repetitive movements and sounds, known as â€Å"tics,† which are beyond an individual’s control. The condition is named after French physician Georges Gilles de la Tourette, who first published an account of its symptoms in the 1880s (Felling Singer

Free The Captivity And Restoration Of Mrs. Mary...

Democracy from nonexistence to infancy The premise of democracy in that â€Å"all men are created equal† is shown from the nonexistence to it’s infancy in the writings of the two authors referenced here; Mary Rowlandson in her A Narrative in the Captivity and Restoration of Mrs. Mary Rowlandson, and Thomas Jefferson in The Autobiography of Thomas Jefferson. These writings show the beliefs, passions, and thoughts of the time in regards to the age of democracy in our nation through the use of imagery, tone, diction, and characters. The nonexistence of democracy in our nation was very evident in the beginning of the colonies with the rule being that of Britain, and the traditions and acceptance of the colonist to follow and practice those. This is evidence in writings of Mary Rowlandson and her portrayal of the Native Americans through her captivity, and through the help the colonist continued to receive from the Native Americans, however, the lack of respect the colonist had for the Native Americans, their cul ture and their beliefs. We begin with Rowlandson’s, A Narrative in the Captivity and Restoration of Mrs. Mary Rowlandson, where her use of diction immediate grabs our attention regarding the stigma surrounding the Native Americans and that although they were men they were considered lessor beings that were without redemption. The young nation at large felt that Native American’s were lessor and it is shown through the use of diction in Rowlandson’s writings. In the followingShow MoreRelatedEssay on Early American History and Traditions of Excellence2607 Words   |  11 Pagesalleviate the massive debt Great Britain encountered after the Seven Years War, the King, King George III, taxed the colonists. This angered the colonists, as they did not have any representation in the British parliament. America declared themselves free in the Declaration of Independence in 1776 and the Revolutionary War officially broke out in 1779. The war lasted until 1784 when George Washington led his troop s to victory at the Battle of Yorktown. Upon entering the world as a young country, AmericaRead MoreBrief Survey of American Literature3339 Words   |  14 Pages1729), Preparatory Meditations (1682-1725, pub. 1939, 1960) - Mary Rowlandson (1636-1711), A Narrative of the Captivity and Restoration of Mrs. Mary Rowlandson (1682) American Literature 1700-1820 From Colonies to Nation Jonathan Edwards (1703-1758), whose passionate sermons helped revive religious fervor during the â€Å"Great Awakening†Ã¯ ¼Ë†Ã¥ ¤ §Ã¨ §â€°Ã©â€ â€™Ã¨ ¿ Ã¥Å  ¨, 1730s-1740s) Benjamin Franklin (1706-1790) Thomas Paine (1737-1809) Thomas Jefferson (1743-1826) Olaudah Equiano (1745?-1797) Philip Freneau (1752-1832)

Accounting For Infrastructure and Consistencyâ€Myassignmenthelp.Com

Question: Discuss About the Accounting for Infrastructure and Consistency of Cost Benefit Analysis in the Assessment of Major Project? Answer: Introducation Accounting is one of the most important subjects in the world. Without accounting knowledge, the economy can easily tremble. Imagine a multinational company that has no accountant at all. This implies that financial accountability will not exist in the company. By definition, an accountant refers to an individual who performs accounting roles such as audits or the analysis if financial statements, and keeps and inspects financial records of individual people or businesses and also makes financial tax reports (Investopedia, n.d.). Accountants are, therefore, considered as an important part of the society. The profession plays a significant role in the economy of any state. As professionals, accountants are to act in a way that promotes the interest of the public as noted by Kaidonis (2008). There is a particular reference regarding the accounting profession to the CLERP Act 1999 and the ASIC Act 2001 (Kaidonis, 2008). In serving the public, the accounting professionals are expected to follow the objectives of the nation in supporting capital markets while, at the same time, help the society. Much has been said about the role of accounting and the requirements for one to be certified as an accountant. This project gives insight into what it means to be a professional accountant. There has been a rapid growth in infrastructure in Australia, but the question is, how are these projects appraised? Are the appraisals transparent enough to ensure proper use of the public funds? To answer these questions, one needs to have a better understanding and knowledge of accounting. Cost-benefit analysis is a method that is used to appraise projects in a bid to ensure that there accountability in the corporate and national financial expenditures. Honesty and transparency are the virtues that guide professional accountants in carrying out their roles. The project explores how the transparency and consistency can be used enhanced in the cost-benefit analysis appraisals. Background and Problem Definition Infrastructure developments play an important role in uplifting the livelihood of the Australian. The agency which deals with auditing of projects has established guidelines on how assessment is done. There are, however, some loopholes in the appraisals of these projects. According to Auerbach et al. (2014), there is a need to enhance the appraisals and selections of projects and how cost-benefit analysis is performed. The quality of life of the Australians as well as the productivity and sustainability are at stake if effective cost-benefit analysis of infrastructure projects is not enhanced (Davies, 2016). This calls for major reforms to be made in the selection process by acknowledging transparency and fairness as noted by Haimes (2015). The strategies to foster transparency are aimed at ensuring sustainable infrastructure projects throughout Australia. Justification for Relevance of Issue/Problem Accounting Transparency is one of the core pillars of the accounting profession. Cost-benefit analysis is one of the techniques used by accounting professionals to appraise projects. Infrastructure is a core pillar for economic development (Laurence et al. 2015). Without transparency in project appraisal, there will always be possibilities of people to misappropriate funds and interfere with infrastructure development. As per the accounting code of conduct, transparency is a mandatory when carrying out any task (Ravesz, 2016). Despite of the importance of transparency in resource allocations, the current professionals and government agencies do not incorporate transparency in their operations. This necessitates the need to conduct a study on how transparency can be enhanced in cost-benefit analysis of infrastructure projects. The study will provide guidelines on the best practices for enhancing transparency which is relevant to the accounting professionals and the entire society. Aim The aim of the study is to conduct a review and come up with the best strategies that can be used to enhance efficiency and transparency in project appraisals in a bid to escalate infrastructure developments in Australia. Objectives To improve transparency and consistency in the appraisals of infrastructure projects through the cost-benefit analysis technique. Research Question The project seeks to address the following research question: What are the means and strategies that can be used to enhance consistency and transparency of CBA in a bid to improve appraisals and selection of infrastructure projects? Literature Review The issue of infrastructural projects appraisal in Australia has drawn the attention of many researchers. There are various studies that have explored the importance of project appraisal using various methods. Cost-benefit analysis, as a method of project appraisals, is one of the most important methods. To capture the necessary information on the study, the literature was conducted on the following topics. The Cost Benefit Analysis Method Cost Benefit Analysis (CBA) is a standard technique applied in the assessment of public investment. The technique is used in the planning, support of decisions, evaluation of programs and proposals, and for other aims in various organizations. Brzozowska (2007) did an in-depth analysis of the technique and how it is used in investment decision-making. According to Brzozowska (2007), the Cost Benefit Analysis technique helps in decision-making concerning costs of projects and choosing the right project or business idea undertaken by investors. When using CBA method, an individual intends to select the optimal alternative that would result in the greater good. With the scarcity of funds and the presence of many social needs, such solutions are very crucial. These situations necessitate the need for selecting the most important or effective project. When properly done, CBA enables financial analysts and policy makers to determine the potential Pareto improvements and establish the differences between profits and losses (Brzozowska, 2007). The Cost Benefit Analysis technique ensures that the public sector and other sectors are capable of allocating the limited resources effectively to accomplish various projects being undertaken. Cost Benefit Analysis is used to estimate the totals up the equivalent value of money of the projects benefits and the project costs to the community in order to determine whether they are worth investing in (Brzozowska, 2007). This implies that it is a necessity to measure the projects benefits and costs in terms of their equivalent money value in a given time. According to the CBA technique, a project is to be undertaken only if the benefits are expected to be higher than the expenditures. With the knowledge and understanding of what the CBA entails, it is imperative to look at transparency and consist ency in cost-benefit analysis. The Australian Government Project Assessment Framework The Australian has long been using an appraisal criterion for its infrastructural projects which does not take into account transparency in the process. There is a body in Australia called the Infrastructure Australia which is responsible for managing the infrastructure developments in the nation. Its main role is to provide advice to all government levels and investors in the infrastructure industry (Infrastructure Australia, 2016). The IA's framework of assessment is structured in a way to identify a problem and to ensure project development and delivery (Infrastructure Australia, 2016). The IAs assessment framework comprises of five stages. As stated by the Infrastructure Australia (2016), the framework was developed on the basis of development project activities grouping in line with the various stages that various territories and states use. The role of IA in the assessment is to advise and support the various proposals put forward by different proponents through the initiative and project development process with a bid to select the best business case that takes into account the balanced economic, social and environmental perspectives (Infrastructure Australia, 2016). The first stage is goal definition and identification followed by initiative identification. The third stage is the assessment of options which is followed by business case assessment. The last stage is "benefits realization" (Infrastructure Australia, 2016). Using the CBA technique, the IA analyses the suitability of the project based on the financial outcome that the project will have. However, the agency does not put any focus on transparency in the assessment process. Trends in Cost-Benefit Analysis of Infrastructural Development Dahl, PTV, Meunier, LVMT Quinet (2015) conducted a study to determine the current and past trends in the cost-benefit assessment of projects in Germany and France. According to Dahl et al. (2015), the guidelines were mainly based on classical analysis whose main focus was time and cost reduction. The value was then multiplied by some predetermined coefficients to account for environmental costs and effects such as air pollution, noise, and carbon dioxide emissions (Dahl et al. 2015). There is no focus on transparency whatsoever. All the emphasis is put on cost reduction and environmental impact assessment (Jones, Moura Domingos, 2014). How can one be sure that the figures presented are correct? That is the question that I can ask because a lot of funds have been misappropriated in Australia without realising the actual objectives of the various infrastructure projects in the nation. Transparency and Consistency of Cost-Benefit-Analysis Transparency and consistency in appraising infrastructural projects have been an issue in the Australian government. Transparency in the execution of a budget, honesty in the procurement of resources and other things, as well as the efficiency in the management of funds are very critical in making investments stable and predictable and in ensuring that rent seeking opportunities are reduced. According to IMF (2015), Australian finance ministries are expected put an emphasis on protecting the investment expenditures within the country. They can do this by the appropriation of the total costs of projects at the beginning of every project, protect the budgets from being manipulated to meet the current pressures, and allow debts to be carried over to the future generations (IMF, 2015). IMF (2015) further states that transparency and accountability are needed during project management, evaluation and monitoring for the purpose of strengthening incentives for a timely delivery of projects while adhering to the budget allocated and ensuring that the value for money is realized in using public resources. Even with the importance that IMF puts on transparency in project appraisals, the current system of the Australian Government does not put that into consideration. Douglas and Brooker (2013) conducted a review of the transport project appraisal in NSW Australia. The study revealed that the appraisal has always been centred on Cost Benefit Analysis for over forty years in the Australian government. The approach has remained to date from the 1960s (Douglas Brooker, 2013). The major change that has occurred to date is the inclusion of environmental impact assessment of the infrastructure projects. According to Douglas and Brooker (2013), the appraisals of roads were done on the basis of engineering economy, which emphasized on highway design, speeds and the discounting of present and future values of costs and benefits (p. 3). NSW provided guidelines on assets economic appraisals based on CBA and cost-effectiveness in 1988 (Douglas Brooker, 2013). The NSW Treasury in Australia conducted workshops and published a list of accredited agencies and consultants who were certified to carry put evaluations as a way of promoting good practice (Douglas B rooker, 2016). The Government agencies were urged to conduct economic evaluations (Douglas Brooker, 2016). Most of the infrastructure projects, the Cost Benefit Analysis report incorporated few risk management studies and demand management assessment. Very few project completion reviews were done (Douglas Brooker, 2016). The Gap: The studies conducted on the project appraisals using the CBA technique do not touch on transparency. The main issue that is of concern for most of the CBA appraisals is value for money. In most cases, investors aim at maximizing profits without putting into considerations what the public perceive of certain projects being undertaken. In theory, the private sector, as well as the government sector, is expected to safeguard the interest of the public by ensuring that there is transparency in all the undertakings and a guaranteed value for money. In practice, however, this is not the case; members of the government are always under pressure to follow short-term objectives at the expense of the public interests (Beukers, Bertolini Te Brmmelstroet, 2012). Most of the government officials sign contracts that are driven by self-interests and benefits and not to deliver long-term benefits to the public (Sagalyn, 2012). The costs for future are ignored. In as much as the government is tryin g to develop infrastructures, the main stumbling block is the lack of transparency in the appraisal processes. The Australian government relies heavily on external consultants during the CBA appraisals of infrastructure projects some of whom may have a conflict of interest as noted by Phillips, Ellis Boshier (2010). There is, therefore, need to ensure transparency prevails so that the government and its advisors are exposed to a broad range of other views in making decisions on matters that concern the public interest. The current literature does not provide guidelines on how the transparency can be incorporated in the Cost Benefit Analysis to ensure infrastructure projects are well selected. Methodology To ensure that the topic is tackled correctly, the study involved a review of literature in understanding the gap that exists. This gap formed the basis of the study and was used to formulate the research design. Theoretical Framework The decisions made concerning the topic were informed using the utilitarian approach. According to West (2017), utilitarianism tells us how we can evaluate a range of things which involve choices faced by people in their daily lives. The actions that people take, the laws and policies that govern various practices and the moral codes are of great importance when appraising infrastructure projects in Australia and other parts of the world. The utilitarian theory is a type of consequential theory as it focuses on the consequences that the choices made may have on people and the society (West, 2017). According to this approach, the best option that people should choose is one that maximizes utility, i.e. the best option should be able to produce the largest amount of good (West, 2017). When appraising the infrastructure projects, the consequences that each option may have should closely be evaluated and the best option selected. Infrastructure projects affect the entire public in Austra lia; focussing only on value for money is not enough. Transparency has to be incorporated so that the rest of the public members can have their say on the ongoing projects (Williams Samset, 2010).). Using this theory, various alternatives were evaluated, and the best strategies for enhancing transparency in CBA were selected and discussed in the recommendation section. Research Design The study utilized a mixed approach; it incorporated both qualitative and quantitative approach. It involved a review of the already published literature on project appraisals in Australia and other parts of the world. This gives an insight on weaknesses in addressing the issue of transparency in CBA. Questionnaires were handed over to a selected number of accounting managers for the purpose of finding how much the managers know about the enhancing transparency in CBA and the challenges facing the appraisal of infrastructure projects in Australia. A sample size of 100 was used. The results were then analyzed in pie charts and tables using Microsoft Excel software. The qualitative data, on the other, was analyzed mainly in writings and explanations of the implication. Findings and Analysis (500) Current Practices It was found that the Australian government relies on Australia Infrastructure to do an appraisal of projects. AI uses Cost Benefit Analysis to evaluate the suitability of infrastructure projects. The process is conducted in five stages. The first stage is the goal definition and problem identification. At this stage, problems and opportunities are identified and then assessed on their significance to the national goals and objectives. After identification, the next stage is initiative identification. In this stage, the project proposals are assessed on whether they demonstrate constraint on achieving the intended goals and objectives. The relevant data on addressing the problem is assessed and prioritized. The third stage is option assessment. In this stage, AI develops a number of possible options to address the problem, which includes possible reforms and investment proposals which may entail a reduction of demand, improvement of productivity and increasing supply. The best option is then selected upon justification using evidence obtained from various studies. The next stage is business case assessment. This is where a thorough cost-benefit analysis is carried out. The most common estimates in the CBA are the probabilistic risk-based cost estimates which are used in requesting for financial assistance. A certain financial model has been developed to determine the viability gap and in further exploring the best choices for and impact of the various funding options available. The AI has also been able to put in place a plan for assessing risks in a bid to provide a guarantee that the proposal will be delivered within the proposed budget. The final stage is the benefits realization. In this stage, the project outcome is assessed to determine whether the benefits have been realized. Knowledge of incorporating Transparency in CBA The knowledge of CBA was assessed through interviews with financial managers in various companies. Fifty managers were given questionnaires to fill their views on how best they know the incorporation of transparency of Cost Benefit Analysis. The results were as follows: Figure 1: Knowledge of Enhancing Transparency in CBA of Projects Criteria used to Analyse Projects This particular aspect was aimed at finding out the weights of various criteria used when conducting Cost Benefit Analysis of infrastructure projects. The criteria selected are as follows: Strategic Fit: This criterion assesses the suitability of a project to address the set the intended goals and objectives of a project and its significance Economic: The economic criterion assesses a project based on the economic implication. This mainly involves the identification whether a project is able to meet the financial goals by balancing the expenditures and profits. The best option is one that has delivers more value for money. Environmental Value: Environmental criterion involves the assessment of the environmental impact that a project will have. Under this criterion, a project is expected to be environmentally friendly. Social Value (interest of public): The social value criterion assesses a project on the impact that a project will have to the society. Is it beneficial to the society? How will it transform the society? The project should address the interest of the public. Deliverability: Deliverability assesses the risks that are inherent in delivering a proposed project and the measures that an investor has proposed for mitigation and managing these risks. The results on the weights put on the various criteria are as follows: Figure 2: Percentage Weights on Various CBA criteria Discussion Current Practices Based on a review of literature conducted on the current practices employed in cost-benefit analysis, the Australian Infrastructure is the agency responsible for appraisals of projects. The agency has clear guidelines on how the assessment of projects is done. The focus of infrastructure project appraisal is mainly value for money. Most of the respondents said that more emphasis is put on the profitability of a project. 30% have a slight knowledge on how they can incorporate transparency and they were willing to do so if they are educated on the same. Knowledge of incorporating Transparency in CBA When asked whether it is possible to incorporate transparency into the cost-benefit analysis when appraising infrastructure projects, most 66% of the respondents said it is impossible. According to them, transparency in the process of evaluating projects is an impossible task because, as much as that is what the public wants, the investors and the evaluators fear that the public may interfere with their operations if everything is to be discussed to the public. When asked whether they have any plans for enhancing transparency in the appraisals, the 66% of them said they dont even know the strategies that can be put in place to enhance transparency. Only 4% of the respondents had knowledge and willingness to enhance transparency. When asked whether they practice, they replied that they have been trying, but there are lots of challenges due to different perceptions by the investors and some of the government agencies. They acknowledge that the accounting professionals have a crucial ro le to play in ensuring that transparency prevails in the infrastructure projects appraisals using the cost benefit analysis technique. Criteria used to Analyse Projects After analysing the results on the weights of the criteria used in analysing infrastructure projects, it was shocking to note that most of the social aspect carried the lowest weight at only 8%. The highest weight was put on economic value, at 40%. This implies that the investors emphasize more on profitability at the expense of the interest of the public. Based on this criterion, the investors and the government agencies responsible for appraising projects termed threats from the public as the reason for not exercising transparency in appraising their projects. An environmental assessment was the second, having a weight of 20%. The respondents cited strict environmental regulations as the reason for emphasizing on the environmental impact assessments. Strategic fit criterion had a fair share of 17%. The financial accounting professionals emphasized on the achievement of project goals. Of all the entire criteria, there was nothing to do with an emphasis on public interest. The financ ial accounting professionals who were involved in the cost-benefit analysis of projects did not have any strategies to incorporate transparency. According to them, the realization of profits was more critical and that the public did not have any role to play in assessing projects. Their response is evidenced in a research conducted by Mouter, Annema, and van Wee (2013). Based on the results, it is apparent that there is a need establish strategies to ensure there is transparency when performing a cost-benefit analysis of the infrastructure projects which play a significant role in the economy of the Australian government. Recommendations and Conclusion Resource allocation is a critical aspect of the infrastructure projects. In many times, investors only think of their interests at the expense of the public (Phillips e Costa, 2010). The approach of putting value for money as the biggest priority imposes a dilemma when considering the interests of the public (Cavill, Kahlmeier, Rutter, Racioppi Oja, (2011). The cost benefit analysis should be inclusive, open and transparent as proposed by Phillips e Costa (2010). According to European Investment Bank (2013), resource allocation is not just a technical matter of using the right modelling. There should be trust and fairness within which the modelling is executed (Franks, 2012). Various stakeholders should be engaged in when carrying out the project appraisals as proposed by Mulgan (2010). There is a need to create awareness on the importance of transparency in cost-benefit analysis of infrastructure projects (Forrer, Kee, Newcomer Boyer, 2010). The government should make use of tec hnology to encourage public participation in CBA, such as the use of social media as proposed by Paez, Bishop, and Williamson (2012). Implementing these strategies will, indeed, enhance transparency which will, in turn, improve appraisal and selection of infrastructure appraisal. References Auerbach, D. A., Deisenroth, D. B., McShane, R. R., McCluney, K. E., Poff, N. L. (2014). Beyond the concrete: Accounting for ecosystem services from free-flowing rivers. Ecosystem Services, 10, 1-5. Beukers, E., Bertolini, L., Te Brmmelstroet, M. (2012). Why Cost Benefit Analysis is perceived as a problematic tool for assessment of transport plans: A process perspective. Transportation Research Part A: Policy and Practice, 46(1), 68-78. Brzozowska, K. (2007). Cost-Benefit Analysis in Public Project Appraisal. Engineering Economics, (3 (53)), 78-83. Cavill, N., Kahlmeier, S., Rutter, H., Racioppi, F., Oja, P. (2011). Economic analyses of transport infrastructure and policies including health effects related to cycling and walking: a systematic review. Transport policy, 15(5), 291-304. Dahl, A., PTV, A., Meunier, B. D., LVMT, U., Quinet, E. (2015). New trends in cost-benefit assessment of public investments in France and Germany. Davies, W. (2016). How assumptions influence the results of a cost benefit analysis. In ARRB Conference, 27th, 2016, Melbourne, Victoria, Australia. Douglas, N. J., Brooker, T. (2013, October). A Review of Transport Project Appraisal in NSW Australia. In Australasian Transport Research Forum Proceed (pp. 2-4). European Investment Bank. (2013, March). The Economic Appraisal of Investment Projects at the EIB. Retrieved from https://www.eib.org/attachments/thematic/economic_appraisal_of_investment_projects_en.pdf Forrer, J., Kee, J. E., Newcomer, K. E., Boyer, E. (2010). Publicprivate partnerships and the public accountability question. Public Administration Review, 70(3), 475-484. Franks, D. (2012). Social impact assessment of resource projects. International Mining for Development Centre, 3. Haimes, Y. Y. (2015). Risk modeling, assessment, and management. John Wiley Sons. IMF. (2015). Making Public investment more Efficient. Retrieved from https://www.imf.org/external/np/pp/eng/2015/061115.pdf Infrastructure Australia. (2016). Assessment Framework: Detailed Technical Guidance. Retrieved from https://infrastructureaustralia.gov.au/projects/files/Assessment_Framework_Detailed_Technical_Guidance.pdf Investopedia. (n.d.). Accountant. Retrieved from https://www.investopedia.com/terms/a/accountant.asp Jones, H., Moura, F., Domingos, T. (2014). Transport infrastructure project evaluation using cost-benefit analysis. Procedia-Social and Behavioral Sciences, 111, 400-409. Kaidonis, M. A. (2008). The Accounting Profession: Serving the public interest or capital interest?. Australasian Accounting Business Finance Journal, 2(4), 1. Laurance, W. F., Peletier-Jellema, A., Geenen, B., Koster, H., Verweij, P., Van Dijck, P., ... Van Kuijk, M. (2015). Reducing the global environmental impacts of rapid infrastructure expansion. Current Biology, 25(7), R259-R262. Mouter, N., Annema, J. A., van Wee, B. (2013). Attitudes towards the role of CostBenefit Analysis in the decision-making process for spatial-infrastructure projects: A Dutch case study. Transportation Research Part A: Policy and Practice, 58, 1-14. Mulgan, G. (2010). Measuring social value. Stanford Soc Innov Rev, 8(3), 38-43. Paez, D., Bishop, I. D., Williamson, I. P. (2012). DISCUSS: A methodology to support public participation in cost-benefit analysis. Phillips, L. D., e Costa, C. A. B. (2010). Transparent prioritisation, budgeting and resource allocation with multi-criteria decision analysis and decision conferencing. Annals of Operations Research, 154(1), 51-68. Phillips, P., Ellis, M., Boshier, J. (2010). Infrastructure Investment: Supporting Better Decisions Report. Centre for Advanced Engineering, University of Canterbury. Revesz, R. L. (2016). Cost-Benefit Analysis and the Structure of the Administrative State: The Case of Financial Services Regulation. Sagalyn, L. B. (2012). Public-private engagement: Promise and practice. Planning Ideas That Matter: Livability, Territoriality, Governance, and Reflective Practice, 233. West, R.H. (2017). Utilitarianism Philosophy. Encyclopaedia Britanica. Retrieved from https://www.britannica.com/topic/utilitarianism-philosophy Williams, T., Samset, K. (2010). Issues in front?end decision making on projects. Project Management Journal, 41(2), 38-49.