Review of Business and Management Studies

The provided document is a collection of research papers and articles from 2013 to 2018, covering various topics in business and management studies. It includes discussions on strategy implementation, dark matter, customer relationship and loyalty, organizational implications, and more. The papers are sourced from reputable journals and conferences, providing valuable insights for students and professionals in the field.

Running head: MANAGEMENT IN PRACTISE
Management in Practice
Name of the Student
Name of the University
Author Note

1MANAGEMENT IN PRACTISE
Executive Summary
The purpose of this assignment 2 is to shed light on critical thinking of Aurecon
management beyond tradition. As PESTLE, porter’s five model, VRIO framework are traditional
tools of analysing management. Those tools are not sufficient in order to give the outline to
Aurecon for acquiring an uncontested space in their industry. Hence, in the assignment 2,
VUCA, 7-S framework and blue ocean model are followed in order to analyse Aurecon
management critically. Though the analysis it is found that HR department and financial
department of that organisation are very strong for the accomplishment of Aurecon project
successfully. They also have dynamic engineers. However, the organisation cannot develop such
a brand value or consumer value so that no organisation in the industry can be able to compete
with Aurecon. One of the major strengths of an organisation is its technological innovation.
However, the organisation needs to focus on such things that enables them to be cost and time
effective. In terms of operating New Zeeland, the organisation requires to save energy at low
cost budget.

2MANAGEMENT IN PRACTISE
Table of Contents
Introduction......................................................................................................................................3
VUCA..............................................................................................................................................4
7-S Framework................................................................................................................................8
Blue ocean.....................................................................................................................................14
Comparison between Aurecon Singapore and KTC Civil Engineering and Construction Pte Ltd
.......................................................................................................................................................16
Dynamic capabilities.....................................................................................................................16
Conclusion.....................................................................................................................................17
Reference list.................................................................................................................................18

3MANAGEMENT IN PRACTISE
Introduction
New marketing world is uncertain and complex. Technology and innovation encompass
all aspects of business. Hence strategic human resource management of an organisation needs
always to pay concern on the external and internal variables regarding organisational business. In
order to identify what are challenges and potentialities in a particular business, it is necessary to
take PESTEL, porter’s five model, VRIO framework into account. However, the mentioned tools
are not sufficient for investing human resources and strategic management within an
organisation. This particular assignment is designed for giving a critical thought in developing
human resource management for Aurecon which is one of the leading organisations in the field
of engineering and infrastructure. The organisation is widely spanned across Singapore. The
assignment 1 of this research is focused in discovering external and internal capabilities of
Aurecon. Therefore, in that assignment PESTEL, porter’s five force model and VRIO framework
have been used. It is found that Aurecon is integrated and successful organisation toward
achieving organisational mission, vision and objectives. However, these three models are not
enough to think dynamically about solving marketing challenges. On the other hand, the above
mentioned models are traditional and common to be used in the research of marketing
management. Therefore, the chosen approach in assignment is not the ‘best way’ in terms of
incorporating latest management thinking. The purpose of this assignment 2 is to have latest
cutting-edge solutions in order to deal with the management challenges of Aurecon. In the
assignment 2 which marketing tools are applied, are VUCA, 7-S framework, blue ocean. It is
because this models are effective to find out dynamic capabilities of an organisation the best.
Hence major question of this research are mentioned below.
“How can Aurecon increase profit?”

4MANAGEMENT IN PRACTISE
VUCA
VUCA is a managerial acronym of trend. As opined by Mack et al. (2015), it stands for
volatility, uncertainty, complexity and ambiguity. It is one of the exclusive management tools to
conflate four particular kind of challenges which to face requires four different kind of
responses. VUCA helps Aurecon to understand what are the constant variable factors in their
business. On the other hand, the application of this model let Aurecon gets always ready to face
an uncertain situation in business. Every business has to deal with a number of complexities and
issues. In order to cope up with those complexities and issues, the analysis of this model will be
reliable for ensuring constant growth of Aurecon. Sometimes it is seen that being manifested by
ambiguity an organisation cannot make its goal clear. Therefore, the organisation cannot
understand how to make a situation favourable for increasing profitability. In business. The
framework of VUCA will contribute Aurecon to gain a critical understanding its market
variables, market uncertainty, complexity and ambiguity (Krämer 2016).

5MANAGEMENT IN PRACTISE
Figure: VUCA Model
(Created by Author)
Complexity
As a resource-scarce island, the high security
of energy is mandatory in Singapore in terms
of accomplishing building project. However,
the organisation has less contribution in
saving energy for future use. It is one of the
major issue to continue production at all times
in any way (Packowski 2013). Aurecon needs
to take an effective initiation in order to save
Volatility
Aurecon being an engineering sector needs to
consider contact entries of new Information
Technology and Communication (ICT) which
contributes information and analysis in
projects. There is correlation between
technological innovation and CSR
responsibilities (Burgartz and Krämer 2016).
Therefore, with the continuous advancement

6MANAGEMENT IN PRACTISE
energy for ensuring nonstop production. of technological innovation, CSR
responsibilities also needs to be developed on
constant basis. Daily growing competition in
the engineering market of Singapore results to
decrease consumer demand for Aurecon. On
the other hand, in order to execute CSR
responsibilities, as a Singapore company,
Aurecon needs to ensure lower carbon
emission.
Ambiguity
In order to expand in business continuously,
Aurecon needs to increase their market share.
The organisation needs to have the
arrangement of a large amount of capital.
However, lack of shareholders restricts the
organisation to invest a large capital on
business. The vision of the organisation is
acquiring the first position in the engineering
sector of Singapore. In this reason the
organisation needs to represent the trendiest
architecture. The organisation needs always
keeps it mind that they are operating in the
developed country like Singapore. However,
Uncertainty
Business laws regulations and legislation is
also considered as a changeable factors based
on market economy and political situation of a
country. The arising situation from the
changes in business laws and regulation is
completely unpredictable. This change may
affect in business development of Aurecon.

7MANAGEMENT IN PRACTISE
this organisation still uses 3D Building
Information Modelling (BIM) when real
estate sector is going to enter into the era of
5D BIM. The use of this technology can save
costs and times in accomplishing Aurecon
projects. The performance of Aurecon is
ambiguous in the mentioned area in this
section in supporting their organisational
vision (Kaivo-oja and Lauraeus 2018). For
this reason, Aurecon may be unable to
compete in the market. Hence, Aurecon needs
immediate to upgrade their using BIM and
increase the engagement of shareholders in
the business in order to accomplish the market
demand positively. Aurecon needs to be
specific in targeting customer. In addition, the
company requires to develop a strong brand
value which will make it distinctive from the
other companies.

8MANAGEMENT IN PRACTISE
7-S Framework
As per Akerib (2014), 7-S framework is one of the unique model to analyse what is the
position of an organisation against its mission, vision and objectives. Some of the marketing
management tools look into internal factors and some aims to evaluate internal factors of an
organisation. Yet, it remains a question which factor will be most important to study for
developing strategic management of an organisation. This framework let one to focus on
strategic marketing management irrespective of external and internal factors of an organisation
(Bauer et al. 2015).
● As per this framework, Aurecon requires to develop entire performance of a company. In
this reference, Aurecon needs to develop human resource management and an effective
workforce plan. Human resource management of Aurecon needs to consider in
announcing a good amount of money as incentives for doubling the performance of the
employees. It helps Aurecon to make a challenging work environment which will ensure
more than 100% productivity (Guenzi and Storbacka 2015). In addition, employees need
to be treated with full of respect and humanity.
● The real estate business will be more progressed in the future with the development of
technology and information. In addition, the growing competition in the market can bring
a major effect in the employment market of Aurecon.
● The organisation requires to let their department of information technology more
advanced. Human resource department of an organisation needs to ensure effective
communication between all the department in Aurecon.
● One of the important vision of Aurecon needs to gain the support and trust of the
employees in terms of implementing change management.

9MANAGEMENT IN PRACTISE
All the mentioned perspectives are necessary for Aurecon to take into account. Based on
these perspectives 7-S model is applied on Aurecon. The model has seven independent factors
which are divided into two categories such as hard elements and soft element.
Figure: 7S Model
(Source: Mithas and Rust 2016)
Hard elements
Strategy Structure Systems
Aurecon strategic
management is
focused in developing
green projects in
Singapore. They think
that this initiation of
Organisational
structure of Aurecon
is well integrated.
The hierarchy of
Aurecon are - co-
founder and chief
Human resource
management of
Aurecon is extremely
strategic and
concerned in order to
keep their employees

10MANAGEMENT IN PRACTISE
them help to take
competitive
advantage in the
market. However, the
construction projects
in Singapore is highly
exotic with trendy
facilities and
amenities. Customers
also prefer to
experience lavishing
engineered
construction with all
the ultra-modern
facilities and
amenities. However,
Aurecon lakhs to
represent such
construction within a
reasonable price
change. Hence, the
organisation can
receive a great treat in
executive officer,
chief financial officer
and president, chief
technology officer,
chief growth officer,
chief revenue officer
and the head of SVP,
data and research. It
seems that the
organisation has all
the important
departments which
they need to have in
terms of being
continuously
successful in business
expansion. The
organisation also has
an excellent customer
support team.
Effective
communication of
today has been
motivated. They have
an excellent
incentives plan. It
helps the employees
to stay competitive in
terms of advancing
their career within the
organisation. The
organisation also has
an effective financial
team in order to
develop revenue
growth. In this
reference the
organisation requires
to promote B2B sales
and marketing data
and information.
However, it is seen
that the organisation
cannot to achieve
desired business
revenue. It is because

11MANAGEMENT IN PRACTISE
order to go in the first
position in the
engineering market of
Singapore.
followed in order to
align the activities of
all the department in
Aurecon. The
organisation is
focused in developing
cooperative teams.
On the other hand, the
organisation gives
reward and justified
performance appraisal
to all the employees.
In this way the
organisation is able to
achieve employees’
trust and dedication.
It maximises
individual employee
performance and
organisational
profitability.
Therefore,
implementing change
that the organisation
has performance gap.
In order to mitigate
the performance gap,
Aurecon can hire
more employees or
the organisation can
announce a high
amount of incentive
schemes, effective
compensation and
benefits in terms of
urging employees in
putting extra effort
and labour. In this
way the organisation
can make their
performance gaps in
order to ensure high
revenue growth.
Aurecon management
cooperatively
supervises the

12MANAGEMENT IN PRACTISE
management is not a
complicated issue in
Aurecon.
employees in terms of
aligning their
performance with
organizational
performance. The
organisation has a
very positive attitude
towards global
cultural diversity. It is
one of the important
organisational ethics
to attract the
engineering talents
across the world.
Soft elements
Shared values Skills Style Staff
Aurecon is focused to
develop green
projects. This is one
of the core values of
the organisation. The
corporate culture of
Human resources are
the main asset for an
organisation to grow
up. Hence the
organisational
competencies are
The leadership style
of Aurecon is enough
participative. They
are very polite in
behaving with the
employees. Aurecon
Employees in the
Aurecon are highly
skilled in representing
their engineering
work. In this
reference it is

13MANAGEMENT IN PRACTISE
that organisation is
generous in satisfying
its every external and
internal stakeholder.
As an evidence, it can
be asserted that the
employees in
Aurecon are highly
engaged and stays for
long term. The
customers of Aurecon
also seem satisfied.
determined based on
the skills and abilities
of the employees
within an
organisation. One of
the important skills
represented within the
company is the
communication for
sharing data and
information. The
strongest skills which
is represented by the
company is the use of
information
technology (Awino,
Njeru and Adwet
2017). Maximum
amount of workforce
is represented in the
company by the
today’s generation.
Therefore, there are
management have
effective
communication in
order to look into
where the employees
are facing problem in
term of representing
workforce. In
addition, Aurecon
management give
regular feedback of
employee
performance. The
employees in that
organisation are
competitive and
cooperative both.
However, they are
focused in to take all
the responsibilities of
team work in terms of
achieving team goal.
The team members
necessary to note that
Aurecon recruiting
and employment plan
is highly effective.

14MANAGEMENT IN PRACTISE
little presence of skill
gaps which is created
by personal ability
and disability of the
people. Training and
development
programme of
Aurecon are
extremely effective to
monitor and assess in
bettering the skills of
individual employees.
within that
organisation are not
nominal groups, they
are the functioning
body of real team.
Blue ocean
Blue ocean strategy has been first introduced by W.C. Chan Kim and Renee Mauborgne.
According to Kim and Mauborgne (2014), this strategy is used to develop strategy beyond
tradition. This strategy will help Aurecon to have an uncontested market space. In addition, this
strategy is helpful for developing a new consumer value in decreasing costs (Agnihotri 2016).
This strategy is regarded in creating market in own way of an organisation. However, at the
present time it is tough for Aurecon to go in the position of having ‘uncontested space’ as the
organisation has a number of substitutes in the market. The organisation requires to develop such
a brand value and consumer value where with Aurecon no one can compete (Randall 2015). The

15MANAGEMENT IN PRACTISE
organisation may sale their products at the most reasonable price range, such a price range which
is not possible to be served by any other organisation in that industry. This condition will be the
most effective for Aurecon in order to maximise their sales. In this reason, the organisation
requires to seek cost effective labour and cost effective techniques in terms of developing
workforce on daily basis (Sharma 2016). In this reference the organisation needs to use cost
effective techniques to save energy. Otherwise in the country like Singapore, the organisation
never can fulfil their project within time and therefore the organisation has to bear a large
amount of labour expenses.
Figure: Thoughts of Blue Ocean Strategy

16MANAGEMENT IN PRACTISE
(Source: Kim and Mauborgne 2014)
Comparison between Aurecon Singapore and KTC Civil Engineering and Construction Pte
Ltd
KTC Group of Singapore is one of major competitors of Aurecon Singapore. The
management of the organization is extremely strategic to hire the best engineering talents from
all over the world. The organization is also successful in retain their engineers and other
important staffs for their entire career long. The organization constantly represent business
innovation in terms of taking competition advantage and distinguishes themselves than the
others. This company is also considered as one of environmental friendly organizations. It’s one
of the greatest examples is that the company discharges their liquefied stabilized soil to
designated fill area with concrete pumps. This environmental friendly behavior of the company
also helps them to make their reputation.
Dynamic capabilities
The above analysis makes it very clear that the organisation has all the creative and
necessary competencies in order to lead the construction market of Singapore. The organisation
has an exclusive team of engineering talents. Therefore, the organisation is able to produce
exclusive design of construction. Representing green projects are their one of the best
innovations (Felin, Foss and Ployhart 2015). However, this is not sufficient enough to develop a
unique consumer value to acquire uncontested space. The human resource management of
Aurecon is dynamic as it never fails in terms of implementing change in accordance with the
change variables in the market. In addition, integrity of that organisation is another important
dynamic capability which is regarded in terms of fighting with any uncertain and opposite

17MANAGEMENT IN PRACTISE
situation (Jonker and Cullis 2017). The financial team of the organisation is exclusively
dynamic. They hold exclusive sense of business laws and legislation and therefore their solution
for budget is highly beneficial in terms of accomplishing Aurecon organisational project within
limited time (Khanam, Siddiqui and Talib 2016). The another important dynamic capabilities of
the organisation are the cooperation of team. Between the team members there are good
relationship. In addition, the management of Aurecon always take humanitarian approach in
order to cooperate with the staffs. In this reason, the management and staff relationship in
Aurecon is also important to take into account in the context of dynamic capabilities of Aurecon
(Moore and Naelini 2017). The most dynamic department of the organisation human resource
department which executes their all the traditional responsibilities very well.
Conclusion
In conclusion, it is necessary to say that the growth of organisation is good towards
fulfilling their business mission, vision and objectives. Team spirit and bonding of Aurecon is
also necessary to take into account for the success of organisational objectives. However, it is the
time when the organisation needs to widen their way to be more flourished. The vision of the
organisation is to be the number one leading company in the engineering sector. In this
reference, the performance of the organisation needs to take into such a dimension where no one
can raise a single question on the performance of Aurecon. The organisation needs to concentrate
in initiating such a product innovation so that a consumer value can be developed. In that case
the organisation can achieve uncontested market space where the organisation has not to
consider any pressure of pricing.

18MANAGEMENT IN PRACTISE
Reference list
Agnihotri, A., 2016. Extending boundaries of blue ocean strategy. Journal of Strategic
Marketing, 24(6), pp.519-528.
Akerib, D.S., Araujo, H.M., Bai, X., Bailey, A.J., Balajthy, J., Bedikian, S., Bernard, E.,
Bernstein, A., Bolozdynya, A., Bradley, A. and Byram, D., 2014. First results from the LUX
dark matter experiment at the Sanford Underground Research Facility. Physical Review Letters,
112(9), p.091303.
Akerib, D.S., Araújo, H.M., Bai, X., Bailey, A.J., Balajthy, J., Beltrame, P., Bernard, E.P.,
Bernstein, A., Biesiadzinski, T.P., Boulton, E.M. and Bradley, A., 2016. Results on the spin-
dependent scattering of weakly interacting massive particles on nucleons from the run 3 data of
the LUX experiment. Physical review letters, 116(16), p.161302.
Awino, Z.B., Njeru, W.G. and Adwet, K., 2017. Strategy Implementation: Mckinsey’s 7s
Framework Configuration And Performance Of Large Supermarkets In Nairobi, Kenya.
Archives of Business Research, 5(6).
Bauer, D., Buckley, J., Cahill-Rowley, M., Cotta, R., Drlica-Wagner, A., Feng, J.L., Funk, S.,
Hewett, J., Hooper, D., Ismail, A. and Kaplinghat, M., 2015. Dark matter in the coming decade:
Complementary paths to discovery and beyond. Physics of the Dark Universe, 7, pp.16-23.
Burgartz, T. and Krämer, A., 2016. Measures to Understand and Control Customer Relationship
and Loyalty. In Managing in a VUCA World (pp. 99-114). Springer, Cham.
Felin, T., Foss, N.J. and Ployhart, R.E., 2015. The microfoundations movement in strategy and
organization theory. The Academy of Management Annals, 9(1), pp.575-632.

19MANAGEMENT IN PRACTISE
Guenzi, P. and Storbacka, K., 2015. The organizational implications of implementing key
account management: A case-based examination. Industrial Marketing Management, 45, pp.84-
97.
Jonker, V. and Cullis, J., 2017. We never know the true value of water until the well is dry. Civil
Engineering= Siviele Ingenieurswese, 2017(v25i7), pp.33-35.
Kaivo-oja, J.R.L. and Lauraeus, I.T., 2018. The VUCA approach as a solution concept to
corporate foresight challenges and global technological disruption. foresight, (just-accepted),
pp.00-00.
Khanam, S., Siddiqui, J. and Talib, F., 2016. Role of information technology in total quality
management: a literature review.
Kim, W.C. and Mauborgne, R.A., 2014. Blue ocean strategy, expanded edition: How to create
uncontested market space and make the competition irrelevant. Harvard business review Press.
Krämer, A., 2016. Pricing in a VUCA world: How to optimize prices, if the economic, social and
legal framework changes rapidly. In Managing in a VUCA world (pp. 115-128). Springer, Cham.
Lawrence, K., 2013. Developing leaders in a VUCA environment. UNC Exec Dev, pp.1-15.
Mack, O., Khare, A., Krämer, A. and Burgartz, T. eds., 2015. Managing in a VUCA World.
Springer.
Mithas, S. and Rust, R.T., 2016. HOW INFORMATION TECHNOLOGY STRATEGY AND
INVESTMENTS INFLUENCE FIRM PERFORMANCE: CONJECTURE AND EMPIRICAL
EVIDENCE1. Mis Quarterly, 40(1).
Moore, D. and Naelini, S., 2017, April. Digital Evolution of Bridge Management Systems in the
Gulf Region. In Austroads Bridge Conference, 10th, 2017, Melbourne, Victoria, Australia.

20MANAGEMENT IN PRACTISE
Packowski, J., 2013. LEAN Supply Chain Planning: The New Supply Chain Management
Paradigm for Process Industries to Master Today's VUCA World. CRC Press.
Randall, R.M., 2015. W. Chan Kim and Renée Mauborgne dispel blue ocean myths. Strategy &
Leadership, 43(2), pp.11-14.
Sharma, P., 2016. Vini Cosmetics: the blue ocean strategy to unlock new markets and boost
profits. International Journal of Entrepreneurship and Innovation Management, 20(5-6), pp.360-
368.