Organization and The Needs for Management

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ORGANIZATION AND MANAGEMENT
ORGANIZATION AND MANAGEMENT
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Organization and The Needs for Management
ORGANIZATION AND MANAGEMENT

• we are members of one organization or another
  - a sport
  team - a musical group - a civic
  organization - a religious organization -
  arm forces - business
• some are formal - army - business
• Informal - sports team -
  musical group
• common elements - goals - plan
  mobilization of resources - managers/leaders

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WHY ORGANIZATION IS NEEDED
ORGANIZATION AND MANAGEMENT

• Serves society.
• Accomplish objectives.
• Preserves knowledge.
• Organizations provide career.

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WHY MANAGEMENT IS NEEDED

• TO SERVE ORGANISATIONS
• TO GUIDE ORGANISATIONS
• TO PLAN FOR ORGANISATION
• TO CONTROL ORGANISATION
• TO MONITOR ORGANISATION

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ORGANIZATION AND MANAGEMENT
MNAGEMENT IS AN INTELLECTUAL WORK people in
organization MAKING IMPORTANT DECISIONS
TYPE, SIZE
Organization
GOALS

• Management
• effectiveness
• efficiency

People

• Organizations Growth
• In size, diversity, complexity

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ORGANIZATION AND MANAGEMENT

• Social Technology Design and Managing
  Organization
• Effective Management in our greatest
  accomplishment.
• To date Number of professional managers?

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Organization and Internal Culture
ORGANIZATION AND MANAGEMENT

• A set of values, belief, understanding
• Commonly shared

Management Role- to shape up culture
management style.
Organizational Culture Management Style
Have significant impact on 2 fundamental values

1. Productivity
2. Well being

Increase performance
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Managerial and Organizational Performance
ORGANIZATION AND MANAGEMENT
Organizational goal/objectives Perfor
mance is a measure of goals/objective
accomplishment.
Managerial Performance How well managers
do their jobs
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ORGANIZATION AND MANAGEMENT
ORGANISATIONAL PERFORMANCE
LARGELY DEPEND ON
MANAGERIAL PERFORMANCE
THE MEASURE OF HOW EFFECTIVE AND EFFICIENT A
MANAGER IS HOW WELL HE OR SHE DETERMINES TO
ACHIEVES APPROPRIATE OBJECTIVES
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EFFICIENCY
DOING THINGS RIGHT
EFFECTIVENESS
DOING THE RIGHT THING
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ORGANIZATION
ORGANIZATION AND MANAGEMENT
DEFINITION Structuring and integrating
activities.People and task and cooperation in
interdependent relationship.

• So Organisation is
• goal oriented arrangement
• Psychosocial system people interact in
  groups
• Technological system
• An integration of structured activities.

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ORGANIZATION AND MANAGEMENT
EVOLUTION OF ORGANIZATION

• LARGE
• COMPLEX
• MULTIPLE OBJECTIVES

SMALL FAMILIES
VILLAGES
COMMUNITEE
FEUDAL NATION
OTHER SOCIAL ORGANIZATIONS
BUSINESS ORGANIZATIONS
MANAGERS ADMINISTRATORS
MANAGERS

• SMALL
• SIMPLE
• SINGLE OBJECTIVE

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ORGANIZATION AND MANAGEMENT
ORGANIZATION CHART
TOP
MIDDLE
BOTTOM
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ENVIRONMENT
ORGANIZATION AND MANAGEMENT
ENVIRONMENT
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INPUT OUTPUT
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4
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ENVIRONMENT

1. Goal values sub-system
2. Technical sub-system
3. Structural sub-system
4. Pschosocial sub-system
5. Managerial sub-sistem

ORGANIZATION AS A SYSTEM
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MANAGEMENT
ORGANIZATION AND MANAGEMENT
DEFINITION
Many authors defined management differently due
to differ in perceptive and backgound. Till today
there is no definition that can be regarded as
comprehensive and totally acceptable at all
situation.

1. As a process where a group of people cooperate
   and coordinate their actions to achieve the same
   goal. - Massie, J.L., Essentials of
   Management.
2. As a process that responsible for effective
   planning and organizing a firm operations. -
   Brech.
3. Is mental (thinking, intuiting and feeling) work
   performed by people in an organizational context.
   - Kast Rosenzweig, 1979.

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ORGANIZATION AND MANAGEMENT
(iv) As the art of getting thing done through
other people.- Mary P. Follet (v) As a process
of planning, organizing, leading and controlling
the work of organization members and of using all
available resources to reach stated
organizational goals. - J.A.F. Stoner,
Management, 1982. (vi) And many more
All the above definitions shows that They are
different Emphasize different things
Overlapping term But, The keyword is A
PROCESS. Management is a process of integrating
resources (human, plants, materials) which are
unrelated to become a system so that
organizational goals can be achieved effectively.

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ORGANIZATION AND MANAGEMENT
MANAGEMENT CONCEPT
MANAGEMEN T
Management Process ForecastingPlanning
OrganizingCoordinating ControllingMotivating

Resources HumanPlantsMaterials
Achieving Organization Goals
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ORGANIZATION AND MANAGEMENT
LEVEL OF MANAGEMENT
Environment
strategic
top
CEOs
coordinative
Functional managers
middle
operative
First line Managers
bottom
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FUNCTIONAL GENERAL MANAGER
ORGANIZATION AND MANAGEMENT
Functional Management
First-line Managers
First-line Managers
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ORGANIZATION AND MANAGEMENT
Percentage Spent on Functional Activities by
Organizational Level
Top Managers
Planning 28
Organizing 36
Leading 22
Controlling 14
Middle Managers
Planning 18
Organizing 33
Leading 36
Controlg 13
First-line Managers
Planning 15
Organizing 24
Leading 51
Controlg 10
Mahoney et. al., 1965.
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ORGANIZATION AND MANAGEMENTIS
Skills For Effective Performance
Top
Bottom
Middle
Conceptual
Conceptual
Conceptual
Human
Human
Human
Technical
Technical
Technical
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MANAGERIAL ROLES
ORGANIZATION AND MANAGEMENT
A role consists of the behaviour patterns
expected of an individual within a social unit.

• Interpersonal Roles
• Figurehead Leader Liaison

Informational Role Monitor Disseminator
Spokesman
Decision Role Entrepreneur Resource
Allocator Negotiator
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ORGANIZATION AND MANAGEMENT
The Challenge of Management
Preparing for the Future
Management may rely heavily on Human Skills
Conceptual Skills

• Major Changes Includes
• Paradigm Shifts
• Chaos Theory
• Workplace Diversity
• Merger Acquisition
• Not-for-profit Organization
• Globalization

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ORGANIZATION AND MANAGEMENT
The Challenge of Management
Paradigm Shifts
It is a mind-set that presents a fundamental way
of thinking, perceiving and understanding the
world.

• Watch Technology
• Travel Technology
• Construction Procurement System

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ORGANIZATION AND MANAGEMENT
The Challenge of Management
Chaos Theory

• The Existence of Randomness Disorder
• Unpredictable

Shifting Paradigm from Predictable and control
future events To Flexible, adaptable stay
connected with customers and environment.
Managers concern more on Facilitating teams and
managing overall pattern Than Detailed planning
and controlling
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ORGANIZATION AND MANAGEMENT
The Challenge of Management
Workplace Diversity
Organization must learn to Welcome Diverse
people at the Upper Ranks

• Different Sex
• Different Race
• Different Nationality
• Internet

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ORGANIZATION AND MANAGEMENT
The Challenge of Management
Merger and Acquisitions
Mergers and Reorganizations are seen as an
Opportunity for Companies to become more
efficient.
Managers must be flexible to work for New Bosses
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ORGANIZATION AND MANAGEMENT
The Challenge of Management
Globalization
Managers need to think Globally because are
enmeshed with Foreign competitors, suppliers, and
customers.

• AFTA
• NAFTA
• EU

Successful managers of tomorrow will be able to
cross borders, will be good at language, and
will Understand cultural differences. Global
experience is a prize asset of the managers of
tomorrow.
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MANAGEMENT AND ORGANIZATION
Size, diversity, complexity
Internal Culture
Environment
Performance
ORGANIZATION
GOALS
Quality Strength
Management
Manager
- Productivity - Well being
Different styles
Permanent Temporary
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CONSTRUCTION
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TENDER
PDESIGN
DESIGN
CONSTRUCTN
OCCUPATN
PROJECT OBJECTIVE
CONSTRUCTION PROCESS
CONSTRUCTION A PROCESS
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OBJECTIVE PROJECT
COST TIME QUALITY
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PROJECT SUCCESS/PERFORMANCE

• COST
• TIME
• QUALITY
• COMMERCIAL VALUE (PROFIT)
• ENVIRONMENTAL PERFORMANCE
• USER EXPECTATION/SATISFACTION
• PARTICIPANTS SATISFACTION
• HEALTH AND SAFETY

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VARIOUS SPECIALISTS ACTIVITIES
PRE DESIGN
DESIGN
CONSTRUCTION
OCCUPATION
PROJECT OBJEKTIVE
VARIOUS SPECIALISTS ACTIVITIES
MULTIPLE INPUT PROCESS
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PREDESIGN

• CLIENT INTENTION
•  LAND MATTERS
• ACQUISITION
•  CONVERTION
• AMALGAMATION

CONTRIBUTORS

• MARKET STUDY
• FEASIBILITY STUDY
• DESIGN CONCEPT

• PROJECT MANAGER
• VALUER
• LAND SURVEYOR
• QUANTITY SURVEYOR
• ARCHITECT
• PLANNER
• RESEARCHER

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DESIGN STAGE

•          LAYOUT PLAN
•         ARCHITECTURAL DESIGN
•         C S DESIGN
•         DETAILINGS
•         M E DESIGN
•         LANDSCAPE DESIGN
•         AUTHORITIES APPROVAL  
• o       PLANNING
• o       SUB-DIVISIONS
• o       BUILDING DESIGNS
• o       STRUCTURAL DESIGN
•         M E DESIGN

CONTRIBUTORS

• PROJECT MANAGER
• VALUER
• LAND SURVEYOR
• QUANTITY SURVEYOR
• ARCHITECT
• PLANNER
• RESEARCHER

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TENDERING
      DRAWINGS BILL OF QUATITIES
SPECIFICATION RATES CALL FOR TENDER
SUBMISSION OF TENDER EVALUATION OF TENDER
AWARD OF CONTRACT  
CONTRIBUTORS
PROJECT MANAGER QUANTITY SURVEYOR  ARCHITECT
PLANNER
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CONSTRUCTION

•         TAKE OVER SITE
•         MOBILIZATION OF RESOURCES
• o       MANPOWER
• o       MATERIAL AND COMPONENTS
• o       PLANT AND EQUIPMENT
•         ACTUAL CONSTRUCTION
•         PRACTICAL COMPLETION
•         OBTAINED O.C.

CONTRIBUTORS
PENGURUS PROJEK JURUUKUR BAHAN  ARKITEK C S
M E CONTRAKTOR
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OCCUPATION

•  
• HANDING OVER
• DEFECT LIABILITY PERIOD (DLP)
• FINAL ACCOUNT

CONTRIBUTORS
PENGURUS PROJEK JURUUKUR BAHAN  ARKITEK C S
M E CONTRAKTOR
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VARIOUSINPUT
PROJECT OBJECTIVE
MANAGEMENT
PROJECT MANAGEMENT AN ORGANISATION
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MANAGEMENT PROCESS
PREDESIGN
DESIGN
CONSTRUCTION
OCCUPATION
OBJEKTIVE PROJECT
MANAGEMENT PROCESS
PROJECT MANAGEMENT - A PROCESS
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FORECASTING
PLANNING
ORGANISING
PREDESIGN
COORDINATION
COMMUNICATION
MANAGEMENT PROCESS AT PREDESIGN
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ORGANISING
PLANNING
CONTROL
DESIGN
COORDINATION
MOTIVATION
COMMUNICATION
MANAGEMENT PROCESS AT DESIGN STAGE
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MANAGEMENT PROCESS AT CONSTRUCTION STAGE
ORGANISE
CONTROL
CONSTRUCTION
COORDINATION
COMMUNICATION
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PLANNING
ORGANISING
CONTROL
MANAGEMENT PROCESS AT OCCUPATION STAGE
OCCUPATION
CORDINATION
MOTIVATION
COMMUNICATION
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HIGH
CONTROLLING
PLANNING
LOW
PREDESIGN
DESIGN
CONSTRUCTION
OCCUPATION
PLANNING VS CONTROLLING IN CONSTRUCTION
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