Introduction to Construction Management.ppt
- 1. Construction Management Introduction to Construction Management Department of Civil Engineering 1
- 2. 2 Contents Management, Principles of 1.1 Concept of management, contribution by eminent personalities towards growth of management thoughts. 1.2 Significance objectives of construction & functions of management, construction management 1.3 Resources required for construction.
- 3. 3 Concept of Management A. Traditional Concept •Management is the art of getting thingsdone through others. •A manager is one who accomplishes organizational objectives by directing the efforts of others. (C.S. George)
- 4. 4 B. Modern Concept •Management is establishing an effective environment for people operating in formal organizational group. •Management is the co-ordination of all resources through the process of Planning, Organizing, Directing and Controlling in order to attain stated objectives. (F.W. Taylor)
- 5. 5 Definition of Management of getting things done in formally organized According to Harold Koontz, • “Management is the art through and with people groups”. According to Henri Fayol, • “To manage is to forecast and to plan, to organize, to command, to co-ordinate and to control”.
- 6. According to F. W. Taylor, • “Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way”. 6
- 7. 7 Who are Managers? • Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals. • A manager is responsible for planning and directing the work of group of individuals, monitoring their performance and taking corrective action when necessary for the accomplishment of organizational goals and objectives.
- 8. 8 Managerial Skills There are three types of skills required by a manager. iii. • They are: i. Conceptual Skills- These skills are required by the employee who are in top level management. ii. Technical skills- These skills are required by the employee who are in middle level Management. Human Relations Skills- These skills are required by the employee in the supervisory level.
- 9. Levels of Management • The level of management determines a chain of command, the amount of authority & status enjoyed by any managerial position. • The levels of management can be classified in three broad categories: 9
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- 11. 11 The role of the Top Management can be summarized as follows: • Top management lays down the objectives and broad policies of the enterprise. • It issues necessary instructions for preparation of department budgets, procedures, schedules etc. • It controls & coordinates the activities of all the departments. • It is also responsible for maintaining a contact with the outside world.
- 12. 12 The role of the Middle Manager can be summarized as follows: • They devote more time to organizational and directional functions. • They execute the plans of the organization in accordance with the policies and directives of the top management. • It also sends important reports and other important data to top level management. • They evaluate performance of junior managers. • They are also responsible for inspiring lower level managers towards better performance.
- 13. 13 The role of the First line manager can be summarized as follows: • Assigning of jobs and tasks to various workers. • They guide and instruct workers for day to day activities. • They are responsible for the quality as well as quantity of production. • They communicate workers problems, suggestions, and recommendatory appeals to the higher level and higher level goals and objectives to the workers.
- 14. Principles of Management • Management principles are the statements of fundamental truth based on logic which provides guidelines for managerial decision making and actions. 14
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- 16. FREDRIC WINSLOW TAYLOR • Father of Scientific Management. • American mechanical engineer. • He worked for the improvement of industrial efficiency. • Taylor thought that by scientifically, work would be possible to find ‘one best way to do it’. 16
- 17. 17 Principles of Scientific Management Science not Rule of Thumb: • Scientific investigation should be used for taking managerial decision rather than basing decision on opinion or rule of thumb.
- 18. 18 Harmony, Not Discord: • Under factory system, manager serve as link between owner and workers. • Exist a possibility of class conflict between managers and workers. • Taylor emphasized complete harmony between management and worker.
- 19. 19 Co-operation, Not Individualism: • Complete co-operation between labour and management to achieve the best possible result. • Taylor believed that the basic interest of worker and management is the same. • Extension of principle Harmony not discord. • Equal division of work and responsibility.
- 20. 20 Development of each and every person to his/her greatest efficiency and prosperity: • Scientific management stood for worker development. • Right men should be engaged in the right job. • Worker should provided with training. • Worker should be scientifically selected.
- 21. HENRI FAYOL • Henry Fayol, also known as the ‘Father of Modern Management Theory’ gave a new perception of the concept of management. • He introduced a general theory that can be applied to all levels of management and every department. • The Fayol theory is practiced by the managers to organize and regulate the internal activities of an organization. 21
- 22. 22 • Fayol's "14 Principles" was one of the earliest theories of management to be created, and remains one of the most comprehensive. • He's considered to be among the most influential contributors to the modern concept of management.
- 23. 23 “14 Principles” of Management” 1. Division of Work – When employees are specialized, output can increase because they become increasingly skilled and efficient. 2. Authority – Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility. 3. Discipline – Discipline must be upheld in organizations, but methods for doing so can vary. 4. Unity of Command – Employees should have only one direct supervisor. 5. Unity of Direction – Teams with the same objective should be working under the direction of one manager, using one plan.
- 24. 24 6. Subordination of Individual Interests– The interests of one employee should not be allowed to become more important than those of the group. This includes managers. 7. Remuneration – Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation. 8. Centralization – This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance. 9. Scalar Chain – Employees should be aware of where they stand in the organization's hierarchy, or chain of command. 10. Order – The workplace facilities must be clean, tidy and safe for employees. Everything should have its place.
- 25. 25 11. Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate. 12. Stability of Tenure of Personnel – Managers should strive to minimize employee turnover. Personnel planning should be a priority. 13. Initiative – Employees should be given the necessary level of freedom to create and carry out plans. 14. Esprit de Corps – Organizations should strive to promote team spirit and unity.
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- 28. MAX WEBER • Weber created the Bureaucratic Theory, which says an organization will be most efficient if it uses a bureaucratic structure. • Weber's ideal business uses standard rules and procedures to organize itself. • He believed this strategy was effective for large especially operations. 28
- 29. 29 The theory includes the following five principles: 1. Task specialization – Weber stressed the importance of each employee fulfilling a specific role within a company. 2. Hierarchy – Weber wanted each company to have a clear hierarchy within the organization. 3. Formal selection – When selecting leaders, businesses view a person's qualifications. They should be appointed to certain roles based on qualifications, which means they won't be elected by vote.
- 30. 4. Rules and requirements – These ensure everyone knows what's expected of them. Weber wanted business to have uniform standards, and rules are essential to achieve this goal. 5. Impersonal – The rules and regulations make a business structure impersonal. Promotions aren't about emotions or personal ties, but rather performance. 30
- 31. ELTON MAYO Mayo's experiments • Elton showed an increase in worker productivity was produced by the psychological stimulus of being singled out, involved, and made to feel important. 31
- 32. 32 • Hawthorne Effect can be summarized as “Employees will respond positively to any novel change in a work environment like better illumination, clean work stations, relocating workstations, etc.” • Employees are more productive because they know they are being studied.
- 33. What is Construction Management? • Construction management is the overall Planning, Coordination, and Control of a project from Inception to completion aimed at meeting a client’s requirements in order to produce a functionally and financially viable project. 33
- 34. 34 Significance of Construction Management • Under Developed to Developing country through major infra- projects such as multipurpose river valley projects, industrial development projects, NHDP projects, Irrigation Canal projects, Railway Projects, Port development projects etc. • On an average about majority of the total expenditure of our 5 year plans is invested in construction works. • Construction is an everlasting activity across the globe. • Construction is a major economic activity in India and playing important role in the development of the country
- 35. 35 • Every sector of our economy activities. involves construction • Construction industry Provides employment on large scale. • If construction project schedules are not maintained, the cost increases. • Use of machine and equipment's in construction industry increases the quality of construction.
- 36. 36 • India is still developing country (scope for construction) •The input of the labor, capital, machinery and raw materials can never become production without the catalyst of management •In order to ensure that the huge resources invested in the construction industry are deployed efficiently for the benefit of society it needs Construction Management Professionals.
- 37. Objectives of Construction Management • Completing the work within estimated budget and specified time. • Providing safeand satisfactory working conditions for all personnel and workers. • Taking sound decisions at the lowest practical management level through delegation of authority. • Motivating people to give of their best within their capacities. 37
- 38. 38 Functions of Management There are five types of Functions of management. • They are: 1. Planning- Defines the goal & establishing strategy. 2. Organizing- Includes determining what task has to be done, who is to do them. 3. Staffing- Includes recruitment of people and training them towards the project. 4. Leading- Includes the motivating the employees and directing the activities. 5. Controlling- It is the process of monitoring the performance.
- 39. 1. Planning and Scheduling: • Planning involves formulation of a number of alternative realistic work plan for achieving specified objectives and finally selecting a plan which is best suited from the stand-point of available resources and constraints imposed upon the project. • It essentially covers the aspects of “what to do” and “how to do it”. 39
- 40. • Scheduling is the fitting of the final work plan to a time scale. • It shows the duration and order of various construction activities. • It deals with the aspect of “when to do it”. 40
- 41. 41 2. Organizing: • Organizing is concerned with – Division of the total construction work into manageable departments/ sections. –Systematically arranging various operations by delegating specific tasks to individuals. –The relationship between various personnel are established. –The organizational structure of the project is
- 42. 42 3. Staffing: •Organizing involves the division of project work into sections and staffing is provision of people to fill the positions so created •Staffing functions include – Recruiting the right people – Arranging staff training courses – Carryout proper staff assessment
- 43. 43 4. Directing or Leading: •The directing function is concerned with training subordinates to carryout assigned tasks, supervising their work and guiding their efforts. •The essence of directing lies in the ability to motivate people individually and as groups to utilize their creative efforts in achieving specified objectives.
- 44. 44 5. Controlling: •Controlling is necessary for ensuring Effective and Efficient working. •It involves a constant review of the work plan to check on actual achievements and to discover and rectify deviations through appropriate corrective measures.
- 45. 45 • The essentials in management control are: – Actual performance measurement (Progress, quality, cost), – Comparison of actual and planned performance, – Analysis of shortfall in performance, identification and implementation of suitable remedial measures.
- 46. 46 Resources for Construction Industry • Materials – Aggregate, Cement, Bitumen, Steel, etc. • Manpower – Unskilled, Skilled, Operators, Engineers, Managers, etc. • Machinery – Mixing plants, Transit mixers,cranes,boom placers, concrete pumps, rollers, pavers, graders, etc. • Funds – ADB (Asian Development Bank), World Bank, State/Central Govt., PSUs (Public sector undertakings), etc. • Space – Govt. land /private land
- 47. Materials • Brick, stone, timber, cement, water, aggregate, paint, electrical fittings, lime, sand etc. • Material scheduleshowing quantity, quality and time of delivery should be prepared with reference to work schedule • Plan the adequate supply of material. 47
- 48. Manpower • Timely employment of just required numbers of workmen of right trade and skill. •Over-manning and under-manning both are bad. •Sudden fluctuations in labor strength should be avoided. 48
- 49. 49 • Draw a chart of manpower needed using CPM network. • Adjust schedule and requirement avoiding sudden fluctuations. • Ascertain availability of right trade and skill for recruitment. • Maintain a reasonable ratio between supervisor and workmen.
- 50. Machinery • Requirements depends on type of project. • Batching plant, mixer, trucks, vibrator, tractors, excavators and cranes etc. • Equipment schedule or calendar should be prepared. 50
- 51. • Equipment's can be transferred from one site to another or can be purchased new depending on economic analysis. • Non-availability of right equipment or tool may lead to financial loss or can hold up the work. 51
- 52. Funds/Money • All other resources depends on availability of funds. • So financial resources should be planned very carefully. • ADB (Asian Development Bank), World Bank, Govt., PSUs (Public sector State/Central undertakings) 52
- 53. Govt. land/ Private land • Most important resource. • Govt. land/ Private land . 53
- 54. Project Management • An application of knowledge, skills, tools and technique to meet the project requirements. • The objective is to use the optimum resources to accomplish a goal in minimum time. 54