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Setting up for project delivery
Published in Brian Greenhalgh, Introduction to Construction Contract Management, 2016
The construction manager or site manager will be responsible to ensure the project runs according to the schedule or programme and that the works are constructed according to the specifications – i.e. to the required quality of materials and workmanship. Reporting to the project manager, the site manager can either be responsible for a part of the works or the whole site, depending on the size and value of the project. The site manager will be normally responsible for the management of health and safety requirements and to ensure a safe working environment for employees as well as the general public. The CIOB Code of Practice for Project Management states that the role also includes: determining how the construction work should be split into packages;producing detailed construction schedules;determining when packages need to be procured;managing the procurement process;managing the overall site facilities (access, storage and welfare);supervising the package contractors’ execution of the works.
The framing of construction management responsibilities in job advertisements in the UK and the USA
Published in Construction Management and Economics, 2023
Taija Puolitaival, Kalle Kähkönen, Linda Kestle
The first level, the role name, is also the title of the job advertisement. With online job ads, this title is the first and the only thing a job seeker sees at first when searching for jobs online. The right title, the role name, is what attracts the job seeker to open the job ad, as the role name has a certain meaning in the professional context. Site Manager A and Site Manager B might have somewhat different roles and responsibilities depending on the local, company, and project context, however, for a construction management professional, the role name provides an indication of what the role is about and what responsibilities are included. There were four job advertisements in the sample, which had only the first level, the role name, and no further information about the role or the responsibilities, but the job ad continued straight with the candidate requirements.
The role of homosociality in maintaining men’s powerfulness in construction companies
Published in Construction Management and Economics, 2023
Natalie Galea, Abigail Powell, Fanny Salignac
Vignette 3 and 4 revealed that the recruitment within projects and career progression relied heavily on informal networks of men. A lack of transparency around progression and promotion strengthened the need for employees to form strategic alliances with senior managers, who themselves have forged strategic alliances of their own to advance their own career. Access to progression capital – meaning the access and opportunities to build leadership networks and experience – often resulted in protégés being promoted, ahead of time. Site manager Alan, for example, explains that his career progress “trigger” was his construction manager Christian who took him under his wing and strategically “exposed” him to different aspects of construction management (industrial relations and safety management) to allow him to build the necessary skills for promotion. This relationship has also given Alan access to a promotion opportunity ahead of time.
Impact analysis of behavior of front-line managers on employee safety behavior by integrating interpretive structural modeling and Bayesian network
Published in International Journal of Occupational Safety and Ergonomics, 2022
Su-Xia Liu, Hua-Zhong Chen, Qiang Mei, Ying Zhou, Nkrumah Nana Kwame Edmund
It is well known that safety leadership is a key behavior of FLMs and has a positive impact on employee safety behaviors [11,23]. Safety leadership is a process initiated by leaders to influence the behavior and working methods of their followers in order to achieve organizational safety goals and improve safety performance [24]. Grill and Nielsen [25] studied the experience of construction site manager safety leadership practices, affecting the safety performance of the construction sites. An increasing number of studies showed that the leadership of FLMs with regard to safety is critical to promote employee participation in safety. The core functions of effective organizational leaders include establishing and consolidating the specific values and missions of the organization, forming a high and achievable vision and strategies for achieving the same, building the necessary teams to implement the organization’s strategy, and initiating and controlling the organization’s development through certain changes and innovations [26]. In addition to management, safety leadership also includes factors such as humane care, vision incentives, innovation drivers and satisfaction of the emotional appeals of the subordinates. The leadership practices can improve relationships among the organizational members, enhance organizational cohesion and promote organizational innovation and change [27]. They can provide new ideas and methods for shaping a good safety culture and optimizing organizational member behavior.