University Assignment: Aurecon Management in Practice Analysis

This report provides a comprehensive analysis of Aurecon's management practices, focusing on strategic human resource management within the context of the Singapore engineering and infrastructure sector. The assignment utilizes the VUCA framework, 7-S framework, and blue ocean model to critically evaluate Aurecon's strengths, weaknesses, and dynamic capabilities. The analysis highlights the strong performance of Aurecon's HR and financial departments, and the organization's technological innovation. The report also identifies areas for improvement, such as enhancing brand value, cost-effectiveness, and energy efficiency. Furthermore, the report compares Aurecon with KTC Civil Engineering and Construction Pte Ltd and explores the importance of adapting to the changing market conditions. The overall objective of the assignment is to provide insights into how Aurecon can increase its profitability and maintain a competitive edge in the market.

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

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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.

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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

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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