CVE 5074 CVE 5074 Leading Construction Leading Construction

OperationsOperations

Organizational LeadershipOrganizational Leadership

Part II – Construction Part II – Construction OrganizationsOrganizations

Organizational Organizational LeadershipLeadership

1. Motivation of individuals1. Motivation of individuals

22. Shaping the organization. Shaping the organization

3. Directing/delegating tasks3. Directing/delegating tasks

4. Responding to employees4. Responding to employees

5. Representing the organization5. Representing the organization

A graphic look A graphic look at individual at individual choice & choice & organizational organizational purposepurpose

AvailableAvailableChoicesChoices

AvailableAvailableChoicesChoices

AvailableChoices

AvailableChoices

AvailableChoices

AvailableChoices

Limits

Lim

its

Limits

Limits

Lim

its

Common PurposeCommon Purpose

I I

I

I I

System of System of CoordinationCoordination

Middle Manager Middle Manager

Top ManagerTop Manager

First-Line Manager First-Line Manager First-Line Manager First-Line Manager

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Definedpositions

showrelativepower

Formal lines of communication

reach all workers

System of System of CoordinationCoordination

Middle Manager Middle Manager

Top ManagerTop Manager

First-Line Manager First-Line Manager First-Line Manager First-Line Manager

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Definedpositions

showrelativepower

Formal lines of communication

reach all workers

Middle Manager Middle Manager

Top ManagerTop Manager

First-Line Manager First-Line Manager First-Line Manager First-Line ManagerFirst-Line Manager

Work

Group

Work

Group

Work

Group

WorkWork

GroupGroup

Work

Group

Work

Group

WorkWork

GroupGroup

WorkWork

GroupGroup

InformalCommunications

are key InformalCommunications

are key

System of CoordinationSystem of Coordination

An Opening Thought…An Opening Thought…

A Opening Thought…A Opening Thought…

but why is this so????but why is this so????

Organizational Organizational StructuresStructures

• Traditional StructureTraditional Structure– Industrial organizationIndustrial organization– Influenced by Frederick Influenced by Frederick

TaylorTaylor

• Matrix StructureMatrix Structure– More suitable to project More suitable to project

managementmanagement– Used by many engineering Used by many engineering

firmsfirms

Traditional OrganizationTraditional Organization

Middle Manager Middle Manager

Top ManagerTop Manager

First-Line Manager First-Line Manager First-Line Manager First-Line Manager

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Work

Group

Industrial Era Industrial Era OrganizationsOrganizations

• Influenced by Frederick Taylor’s theoriesInfluenced by Frederick Taylor’s theories• Project broken down into Project broken down into individual tasksindividual tasks• Calls for a “Calls for a “systemsystem” of production” of production• Emphasis on Emphasis on price and productivityprice and productivity• Creation of “Creation of “bureaus or departmentsbureaus or departments” ” • Maximum profit Maximum profit is the objectiveis the objective• Managers dominate & control workersManagers dominate & control workers• Ignores social & psychological factorsIgnores social & psychological factors

Benefits of Traditional Benefits of Traditional StructureStructure

• Designed for Designed for production production • Good for Good for repetitiverepetitive tasks tasks• Designed for Designed for specializationspecialization• Quality of functions Quality of functions is is

emphasizedemphasized• Good for Good for development of staffdevelopment of staff• Employees develop Employees develop team spiritteam spirit• Employees feel Employees feel stable & securestable & secure

Problems of Traditional Problems of Traditional StructureStructure

• Relatively Relatively inflexibleinflexible• Very Very resistant to changeresistant to change• Communications Communications are restrictedare restricted• Coordination Coordination of functions a of functions a

problemproblem• Not good for Not good for creativitycreativity• Not good for Not good for initiativeinitiative• Workers do not see entire Workers do not see entire

productproduct• Customer relations are poorCustomer relations are poor

Recent example:Recent example:

Traditional OrganizationTraditional Organization

Department ACivil Engineering

Department BArchitecture

Top ManagerTop Manager

Manager A1 Manager A2

Group

A11

Group

A12

Group

A13

Group

A13

What Department Asees most of the time

Department A Department A CultureCulture

Department ACivil Engineering

Manager A1 Manager A2

Group

A11

Group

A12

Group

A13

Group

A13

1. We are specialists2. We are well trained3. We are good at what we do4. We are a team5. We work together 6. We trust each other7. We support each other8. We have good quality9. Other departments make mistakes10.Our manager protects our jobs11.Our manager gets us raises12.Our manager controls our future

Traditional OrganizationTraditional Organization

Department A Department B

Top ManagerTop Manager

Manager B1 Manager B2

Group

B11

Group

B12

Group

B13

Group

B14

What Department Bsees most of the time

Department B Department B CultureCulture

Department BArchitecture

Manager B1 Manager B2

Group

B11

Group

B12

Group

B13

Group

B14

1. We are specialists2. We are well trained3. We are good at what we do4. We are a team5. We work together 6. We trust each other7. We support each other8. We have good quality9. Other departments make mistakes10.Our manager protects our jobs11.Our manager gets us raises12.Our manager protects our future

The Matrix OrganizationThe Matrix Organization

• A more “modern” constructA more “modern” construct• More flexibleMore flexible• More customer & product More customer & product

focusfocus• Works well with teamsWorks well with teams• Works well with “virtual” Works well with “virtual”

teamsteams

• But… it’s not perfectBut… it’s not perfect

The Matrix OrganizationThe Matrix Organization

DeptA

DeptB

DeptC

DeptD

DeptE

PM 1

PM 2

PM 3

PM 4

The Matrix OrganizationThe Matrix Organization

DeptA

DeptB

DeptC

DeptD

DeptE

PM 1

PM 2

PM 3

PM 4

The Matrix OrganizationThe Matrix Organization

DeptA

DeptB

DeptC

DeptD

DeptE

PM 1

PM 2

PM 3

PM 4

Benefits of Matrix Benefits of Matrix StructureStructure

• Designed for Designed for total product total product focusfocus• Customer relations Customer relations are excellentare excellent• CoordinationCoordination of functions is easier of functions is easier• View of View of entire product entire product possiblepossible• Very Very flexible flexible • Very Very creativecreative• Easy to change Easy to change structurestructure

Problems of Matrix Problems of Matrix StructureStructure

• Success depends on project Success depends on project managermanager

• Can be Can be confusingconfusing• Employees have Employees have two or more two or more

bossesbosses• ControlControl can be a problem can be a problem• PM may not have sufficient PM may not have sufficient powerpower• Less stability Less stability for employeesfor employees• No employee developmentNo employee development

Typical Construction Typical Construction CompanyCompany

PurchasingConstructionOperations

CEOCEO

Metals Masonry Site Layout Subcontracts

Steel Alum Block Brick Survey Utility Carp Mech

Typical Design FirmTypical Design Firm

Arch Civil Elec Mech FirePM 1

PM 2

PM 3

PM 4

Typical Traditional Typical Traditional OrganizationOrganization

Department A Department B

Top ManagerTop Manager

Manager A1 Manager A2 Manager B1 Manager B2

Group

A11

Group

A12

Group

A13

Group

A13

Group

B11

Group

B12

Group

B13

Group

B14

Evolution of StovepipesEvolution of Stovepipes(a related problem)(a related problem)

DeptA

DeptB

DeptC

DeptD

DeptE

Evolution of StovepipesEvolution of Stovepipes

DeptA

DeptB

DeptC

DeptD

DeptE

Evolution of StovepipesEvolution of Stovepipes

DeptA

DeptB

DeptC

DeptD

DeptE

Complications of Complications of StovepipesStovepipes

DeptA

DeptB

DeptC

DeptD

DeptE

Orlando Melbourne

The reason this The reason this happens…happens…

Lack of communications!!!Lack of communications!!!

Student presentations..Student presentations..

• The Articulate ExecutiveThe Articulate Executive– Ashley AkinsAshley Akins

• The Power of HabitsThe Power of Habits– Nicholas MillerNicholas Miller

Don’t forget to fill out your Don’t forget to fill out your JournalJournal!!

My Closing Thought…My Closing Thought…

And now we know why!And now we know why!

04/19/23 35

Presentations – Good Presentations – Good PointsPoints

8 - Short personal 8 - Short personal storiesstories; life examples; memorable ; life examples; memorable quotes quotes

6 - 6 - Creative openingCreative opening; captures attention; has pizzazz; ; captures attention; has pizzazz; enthusiasm; passion showmanship outlineenthusiasm; passion showmanship outline

5 - Good 5 - Good organizationorganization; logical order; smooth transitions; logical order; smooth transitions5 - Speaking clearly; 5 - Speaking clearly; good dictiongood diction; good volume; good volume5 - Good timing 5 - Good timing 4 - Introductory 4 - Introductory roadmaproadmap; clear ; clear 4 - Use of 4 - Use of audience; interactionaudience; interaction4 - 4 - LivelyLively tone of voice; tone of voice; strongstrong steady voice; steady voice; confidentconfident4 - 4 - Simple slidesSimple slides; balanced text & graphics; short text; balanced text & graphics; short text3 - Good 3 - Good eye contacteye contact & posture & posture2 - Clear message2 - Clear message1 - 1 - Relaxed attitudeRelaxed attitude1 - 1 - Speaking from the heartSpeaking from the heart1 - 1 - Good conclusionGood conclusion

04/19/23 36

Presentations – Bad Presentations – Bad PointsPoints9 - 9 - Lack organization; no outline; meanderingLack organization; no outline; meandering; going in ; going in

circles; no logical order; poor introduction circles; no logical order; poor introduction

7 - Poor diction; 7 - Poor diction; hard to understandhard to understand; not projected; too ; not projected; too soft; monotone boringsoft; monotone boring

6 - 6 - Poor eye contactPoor eye contact; reading notes; reading notes

5 - 5 - Too much informationToo much information or content or content

4 - Posture or 4 - Posture or attitude too informalattitude too informal; ; nervousnervous; not moving ; not moving

4 - 4 - BoringBoring structure; not memorable; structure; not memorable; no enthusiasmno enthusiasm

3 - Boring presentation; 3 - Boring presentation; stories too longstories too long

3 - Poor use of time3 - Poor use of time

3 - 3 - Slides overcrowdedSlides overcrowded; poorly organized; confusing; busy; poorly organized; confusing; busy

3 - Poor transitions; 3 - Poor transitions; long pauseslong pauses

2 - Poor preparation2 - Poor preparation

2 - 2 - No connection to classNo connection to class material; no message material; no message

2 - Talking too fast2 - Talking too fast

Class Problem-1…Class Problem-1…• The setting is Orlando, July 2006. You have just The setting is Orlando, July 2006. You have just

graduated from FIT and accepted a job with a graduated from FIT and accepted a job with a construction company. construction company.

• The President of your company has just The President of your company has just unexpectedly announced his retirement.unexpectedly announced his retirement.

• The new President has assigned you to a team The new President has assigned you to a team tasked with recommending a new organization for tasked with recommending a new organization for the company. the company.

• You have 10 minutes to come up with a plan for You have 10 minutes to come up with a plan for how you would recommend he organize the how you would recommend he organize the functions listed on the next slide.functions listed on the next slide.

• Prepare a chart and a short briefing on your Prepare a chart and a short briefing on your recommendations.recommendations.

• You must name the positions and show You must name the positions and show recommended lines of authority and recommended lines of authority and communications.communications.

• You may group functions for efficiency, however if You may group functions for efficiency, however if you do you must indicate who is the person you do you must indicate who is the person responsible for sub-functionsresponsible for sub-functions

Problem-2…Problem-2…• Tasks that need to be accomplished by the companyTasks that need to be accomplished by the company

CEO/General ManagerCEO/General Manager Chief Estimator - 3Chief Estimator - 3Accountant - 2Accountant - 2 Office ManagerOffice ManagerExecutive SecretaryExecutive Secretary Chief Surveyor - 5Chief Surveyor - 5Legal Advisor - 2Legal Advisor - 2 Purchasing Manager - 3Purchasing Manager - 36 Field Superintendents 6 Field Superintendents 3 Construction Managers3 Construction ManagersChief of Logistics - 2Chief of Logistics - 2 Chief of Human Chief of Human

Resources - 2Resources - 2Chief of OperationsChief of Operations Chief of Marketing & Chief of Marketing &

Sales – 2Sales – 2Financial ManagerFinancial Manager Chief of AdministrationChief of AdministrationChief of Data ProcessingChief of Data Processing Chief of SafetyChief of Safety6 Field Secretaries6 Field Secretaries 12 Labor Foreman12 Labor ForemanChief Engineer – 3Chief Engineer – 3 Chief of Contracting - 3Chief of Contracting - 3

A Solution…A Solution…CEO/Gen. Manager

Const Manager

Chief of Construction Operations

Const ManagerConst Manager

Financial Mgr

Accountant – 2Purchasing - 3

Marketing - 1Sales -2

Field Superintendents – 2Labor Foreman – 4Field Secretary - 1

Field Superintendents – 2Labor Foreman – 4Field Secretary - 1

Field Superintendents – 2Labor Foreman – 4Field Secretary - 1

Chief Engineer

Contracting

Contract Specialist - 3

Legal AdvisorExec Secretary

Office Manager

Chief of AdministrationPurchasing Mgr - 3Chief of Logistics – 2Chief of Data Processing

Personnel Administrator -1Records Keeper - 1

Human Res

Marketing Mgr

Class Problem-1…Class Problem-1…

• The setting is Egypt in 2000BC.The setting is Egypt in 2000BC.• The pharaoh, who is 40, has ordered The pharaoh, who is 40, has ordered

that a pyramid be built for his that a pyramid be built for his burial.burial.

• Your team is assigned the task of Your team is assigned the task of organizing the construction force.organizing the construction force.

• You have 20 minutes to come up You have 20 minutes to come up with a plan for how you will with a plan for how you will command and control the workforce command and control the workforce of about 5000 slaves.of about 5000 slaves.

• Life expectancy in Egypt is about 60.Life expectancy in Egypt is about 60.

Problem-2…Problem-2…• From the last pyramid that was built by From the last pyramid that was built by

CVE4070… you know that the following CVE4070… you know that the following activities must be accomplished:activities must be accomplished:

• Prep const site Prep const site Construct coreConstruct coreTrim exterior Trim exterior Open quarryOpen quarryHire workforceHire workforce Train WorkersTrain WorkersBuild/Demob CampBuild/Demob Camp Cut core blocksCut core blocksCut trim blocks Cut trim blocks Inspect Inspect workworkConstruct interior roomsConstruct interior rooms Finish Finish interiorinteriorFinal inspection Final inspection Demob siteDemob siteBury pharaohBury pharaoh