Management Principles and Application

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DEFINITION OF MANAGEMENT:

TASK ONE

A: Definition of managementa) Effective utilization and coordination of resources such as capital, plant,

materials, and labour to achieve defined objectives with maximum efficiency.This definition of management not only focusing on man power but the whole

range of compulsory resources to follow the plan. Management not only

approach from start point to end point. It is responsibility of management by

choosing the best and possible way to complete the given task.

b) The act or art of managing; the manner of treating, directing, carrying on, or

using, for a purpose; conduct; administration; guidance; control; as, the

management of a family or of a farm; the management of state affairs.

c) Management in all over business area and organizational activities or task are

the function of getting people to one plate form to fulfill require task and

objectives efficiently and effectively

There are different types of management function which are operates by

management, often classified as planning, organizing, leading/directing, and

controlling/monitoring.i.e

Planning: Deciding what needs to happen in the future (today, next week, next

month, next year, over the next 5 years, etc.) and generatingplan for action. Organizing: (Implementation) making optimum use of the resources required to

enable the successful carrying out of plans.

Staffing: Job analyzing, recruitment, and hiring right people for right jobs.

Leading/Directing: Giving the direction what needs to be done in a situationand convincing people to do it.

Controlling/Monitoring: function of this is controlling and monitoring project

activities to avoid running out from plan.

Motivation: Motivation is too essential function of management, because

without motivation, employees cannot work effectively. If motivation doesnt:

take place in an organization, then employees may not contribute to the other

functions (which are usually set by top level management).

B: Theory of pioneer and founder of m management

HENRY GANTT (1861-191)Henry Gantt worked with Taylor at the Midvalesteel company. According to Gantt that foreman should teach workers to beindustrious and co-operative which, in turn, would f facilitate the acquisition of all

other knowledge. Gantt also highlight the relation between m management and

financial interests. Especially he suggested that:

Anyone does good or bad work public should know, he also suggested that there

should be

Bounces scheme which to be paid supervisor in this way he can controlle and

motivate staff

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Effectively. During the period of scientific management Henry introduce the new

way of showing progression of any kind of task or project in the type of special

chart old way application was the tracking of the progress of ship building whereas

in modern era, Gantt schedule equipment takes the shape of a horizontal bar graph

which is known as a Gantt Chart sample is given below.

Horizontal axis of chart is a time period. Illustrate in relative time or exact time

which give reference to the initial point of project. The period resolutions rely on

project. The time limit could be an in week or month. The row bar in chart clearly

show start date and finish date of any individual activity in the project.

If the more than one activity performing parallel, in this condition Gant chart is veryuseful for communicating the period of different task Gantt chart still accepted in

management as an important tool today.

FREDERICK TAYLOR (1856-1915)

Fredrick is called most famous pioneer of scientific management in other hand he is

father of scientific management. He started study from how worker can produce a

good quality of work Taylor used time studies to break down task into elementary

movements, and designed complimentary piece-rate incentive system. He point out

that in all department people should on base of knowledge, not position. His

assumptions included those workers:

a) He stated that you should motivate the worker to perform their job effectively

and efficiently bye giving them good wages .Its naturally they will work hard to

achieve the objective of work.

b) Everyone have self identification never identify with their work or companies.

c) Can not be trusted to complete their duties without strict supervision;

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d) He mentioned that labour do not have sense of planning to complete their task

in well manner

Taylor's 4 Principles of Scientific Management

After years of various experiments to determine optimal work methods, Taylor

proposed the following four principles of scientific management:

1. Replace rule-of-thumb work methods with methods based on a scientific study

of the tasks.

2. Scientifically select, train, and develop each worker rather than passively

leaving them to train themselves.

3. Cooperate with the workers to ensure that the scientifically developed methods

are being followed.

4. Divide work nearly equally between managers and workers, so that themanagers apply scientific management principles to planning the work and the

workers actually perform the tasks.

I think Taylor did not neglect the human side of work, as often suggested.He

only high light the individual worker not the team or group.

W. EDWARDS DEMING.

Deming, an American, is still known to be father of quality control in Japan.

Deming said if any task of quality is not good do not blame on employees, butthe system. He emphasized the importance of improving quality by suggesting

five-a step chain reaction. These points show how we can improve quality.

He mentioned we can decreased the price if we use time and material

nicely, fewer delays, some mistake and as much less rework as we can

do.

By improving quality and cost in this way market share will rise.

Productivity improves.

When quality is improve the company level of profit rise and company

also exist trade.

When company business increased the volume of job also increased.

Deming 14 Points Summarised1. Create constancy of purpose and continual improvement long term

planning must replace short term reaction

2. Adopt the new philosophy through out whole level with organization.

3. Cease dependence on inspection to gain equality.

4. Select quality suppliers over low cost suppliers .Make a long termrelationship with a one supplier.

5. Improve constantly services should improve constantly.6. Extensive institute should be on the job training.

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7. improve supervision to get people to do a better job.

8. breakdown the barierrs between departments.

9. process make mistake not a people.Eliminate slogans and target for the

workforce.

10. Eliminate fear of expressing ideas and concerns.

11. Drive out numerical targets.12. Take off barreiers that rob workers of their rights to pride of workmanship.

13. institute a programme of education and self improvement.

14. Each of one is responsible to work to accomplish the transformation.

C: Mnagement theories evolve.

In modern era the poineers of management theories are using very widely to run any

types of business especially in civil engineering.

Gantt charts, and their modern equivalent, program evaluation and review technique

(PERT) charts are graphic management tools, providing visual methods of schedulingboth time and resources for work projects. Henry Gantt management theory

incorporates the record of the work that has been done, balanced with the work that still

needs to be completed.

According to Gantt theory, a Gantt chart is a bar chart showing the progression of time

through the phases of a project. The charts can be simple or complex, depending on the

needs of the project manager and the team. As you are deciding on how to manage a

project, consider the following:

1. The management theory of Henry Gantt dictates the use of both resources and time

when evaluating projects. Considering this, how many people will be needed to

complete the project?

2. Henry Gantt scientific management is a theory that incorporates benchmarks in a

project as a way to complete the project efficiently. What

3. How much time is needed to meet each of the milestone deadlines?

Where as in my company where I am employee work is divided equally between

manager and worker.

W Edward Deming theory is involve to much in my one organization to run company

business smoothly and efficiently there is no barrier of communication betweenmanagement and worker, management always encourage worker in this way they

complete work proper and produce quality as well. ACL(where I am employee) never

compromise at quality, quality of work can be seen clearly during pouring concrete and

form work surface and steel binding etc worker and organization focus on quality. As I

see that is why ACL is running business efficiently and smoothly.

D: Management theories in civil engineering management.

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According to my point of view the tree pioneer of management theories which I

have written above are mostly relevant in todays management in civil engineering in

other management as well. Firstly I would like to mention how

HENRYGANTT theory is being use in our company where I work Gantt said their

should be bounses scheme for the supervisor in my one company where i am employee

that management offer bounses for supervisors in order to induce supervisor to controland motivate their staff more effectively.

The most important thing is that which I love to mention is GANTT CHART we are

using Gantt chartto planning the project to avoid running out of time scale any activity

which is veryhelp full for company management to finish the project on time and make

good profit as well as increase the reputation of company in construction market.

FREDERICK TAYLOR as I see Frederick Taylor theory are using as much as other

pioneers theory using in civil engineering. He developed the concept of functional

authority,whereas in our company every one have authorit to give a idea on the base

of knowledge,not position, an other thing that we makr them a worker to plan and

organizing work by giving them instructions.in our company workers are supported

by financial reward to motivate them do work hard and efficiently.W.EDWARDS DEMING The 14 Points pose a challenge for many firms to figure out how

to apply them in a meaningful way that will result in continual improvement. acoording to

my experience and knowledge to studying all the pioneers of managem But the 14Points pose a challenge for many firms to figure out how to apply them in a meaningful way

that will result in continual improvement. The Deming theory are being using in order to

running business smoothly.Athough he emphasized much on quality controlle as I

see if you controlle quality of your product you are success full business man in the

market in my company management are very strict on quality they do not

compromise on quality. Mangement facilitate the staff to enable them producing

good quality of work, there are no barriers between worker and management to

communicate with each other, our management have fix supplier which are supplyquality of material based on low cost. people are encouraging by management to do

work together as a team. If anyone have any problem he/she can share with

management, that is why our company is running business in construction market.

TASK: 2ACL Main market. Associated Constructors Limited is a Civil Engineering and

Construction Company. The Company rapidly gained a reputation for professional

management and high quality workmanship. ACL has an unblemished record in

meeting its commitments on time and to the complete satisfaction of its clients. Over

the years, ACL has been recognized as one of the premier Civil Construction and

Engineering Companys of Pakistan. The Company earned several distinctions duringthis period, including:

First Pakistani company to construct a thermal power plant.

First Pakistani company to construct a pre-stressed concrete bridge.

First Pakistani company to use slip form technology.

ACL is one of the few civil engineering companies of Pakistan who have been granted

a NO LIMIT license by the Pakistan Engineering Council.

The target markets of ACL are public sector development projects and large projects in

the private sector, particularly projects of multinational corporations.

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Activities. ACL has wide range of activities in civil engineering field such as

constructing building , flyover bridges , water supply and sewage system .power and

industrial plant.

Services.ACL provide a management and consultancy services in the field of civil

engineering. ACL basically is a constructing company which take a project from client

or design company and execute the design in real form.

Roles of different discipline

The project manager will be supported by a team to run a successful project

which

comprise of different types of professionals and discipline, its depend on

how big is project and what type of project is. The technical point of view

discipline is divide into three types of activities.

DESIGN: In this discipline to design any sorts of thing according to the

requirements of customer. Which types of accessories require and how they

will be fixed, The overall objective of good design is to ensure thatbuildings, infrastructure, public spaces and places are buildable, fit for

purpose, resource efficient, sustainable, resilient, adaptable and attractive.

Good design is synonymous with sustainable construction.

ARCHITECT: The word "architect" in a generic context is synonymous

with inventor or manager. It is the one who creates and implements a

particular endeavour and carries it through to fruition. Architects have lost

ground in two areas. First, they have compromised their work by providing

incomplete drawings and fewer specifications. Second, they have abandoned

the protect prior to construction in a cooperative effort to save on fees for

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clients. Both of these changes have been to the detriment of a quality end

product.

ROLES OF CONSTRUCTION TEAM.

Construction Engineer, A construction engineer is a vital player in the

construction business. They must survey the area in which the construction

will be taking place, estimate costs involved, submit proper paperwork,

inform others involved and take part in the planning. All of these activities

are vital in the construction process and the process is one which would not

be able to be completed without the construction engineer.

Quantity surveyor, The role of a quantity surveyor is to manage the costs

relating to building projects. This may include new builds, renovations or

maintenance work. From early design costs to final figures, quantity

surveyors seek to minimise the costs of the project and enhance value for

money whilst ensuring that the project meets all legal and quality assurance

requirements.

Quantity surveyor duties typically include:

Conducting feasibility studies to estimate materials, time and labour costs

Preparing, negotiating and analysing costs for tenders and contracts

Coordination of work effort

Advising on a range of legal and contractual issues

Valuing completed work and arranging for payments

Building Surveyor, The building surveyor is responsible for ensuring that

the building control regulations are observed in the planning and

construction stages of new buildings and of most property such as

extensions, conversions etc. He will resolve any queries on the building

regulations and allied legislation presented by staff or other persons.

Installation team role. The role of installation team is different according to

the requirements of project in this team qualified engineers are required in

different categories such as mechanical engineer, electrical engineer andchemical engineer which they know the erection of the equipment at the

customers site they test and ensure that everything is functioning properly.

Compare organizational structureOrganizational structure is a framework used by a company to divide its processes and

activities needed to completeproject activities. In which company I am employee use a

well-defined structure that lists management positions. The following are example of

some alternatives.

Types

1. Common types of organizational structures include functional, geographic, item

and client. Function creates a structure based on activity, geographic on location

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of project or department, product based on lines or items produced in groups

and customer based on individual, business or government consumers.

Considerations

2. Companies may decide to use a matrix organizational structure, which combines

one or more structure bases. For example, combining product and customer

structures allows a company to manufacture and market specific goods orservices for different customer types.

Effects

3. Organization structures will typically fall under a centralized or decentralized

form. Centralized depends on separate to make decisions whereas decentralized

organizations will rely on several individuals for decisions.

LATERAL ORGANISATION STRUCTURE.

Lateral Structural Arrangements in Organizations

In order that to make the organisation enable to achieve its goals and objectives

the task of separate members must be linked into understand way of task andrelationships. This is acquired through the structure of the organization and the

nature of relations. Decision about the future strategy of the organization are

made by people and strategies are implemented by people. The achievements or

collapes of a current strategy will rely not only on decisions made in the past but

also on current taken decision how those decisions are being implemented now

by people employed by the organization.

FUNCTIONAL ORGANISATION STRUCTURE.

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In this formate of structure each functional manager directly report to managing

director who sopervise their avtivities.in this organisation the line of command is

very clear ,career path defined fairly. Functional organizations work best in stable

environments that do not need swift change of strategy .

Advantages.

Specailists can be grouped together

Logical apperance is very easy and understandable

Operates better in small and medium size trade

Co-ordination can be achieved through operating methods

DIRECT LINE ORGANISATION STRUCTURE.

While the line structure would not be appropriate for larger companies, the line-and-

staff structure is applicable because it helps to identify a set of guidelines for the peopledirectly involved in completing the organization's work. This type of structure

combines the flow of information from the line structure with the staff departments that

service, advise, and support them (Boone and Kurtz, 1993, p. 259).

Line departments are involved in making decisions regarding the operation of the

organization, while staff areas provide specialized support. The line-and-staff

organizational structure "is necessary to provide specialized, functional assistance to all

managers, to ensure adequate checks and balances, and to maintain accountability for

end results" (Allen, 1970, p. 63).

An example of a line department might be the production department because it isdirectly responsible for producing the product.

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Based on the company's general organization, line-and-staff structures generally have a

centralized chain of command. The line-and-staff managers have direct authority over

their subordinates, but staff managers have no authority over line managers and their

subordinates

SPAN OF CONTROL: Span of control is the term for the number of subordinateemployees directly accountable to a manager. The larger the number of employees a

manager controls the wider is his span of control. There are two types of span one is

narrow and other is wide span of control.

Narrow span: The manager handle three or fewer employees. This is closesupervision of the employees, tight control and fast communication. However, the

supervision can be too close, in this system manager can control and communicate

easily with employees.

Wide span of control are suitable when the work done by employees

is uncomplicated, when there is solid way of communication withcompany and where employees are well trained and competent thus

requiring less detailed supervision.

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CHAIN OF COMMAND: The line of authority that runs from the apex oforganization to its base. Unity of command occurs throughout the hierarchy,instructions are issued from only one person or department. Example of chain of

command shown by diagram below ,which show which level of employee and

management report to whom

CENTRALISED VERSUS DECENTRLISED: In a centralizedorganization head of department keep the power and responsibility in own hand,

major decision are taking by them. Centralised organisation faces the problem of

lower motivation levels among workforce.

The success of organisation totally rely on top level management

which is quite risky.It give a chance of top level management todevelop a strong co-ordinates. There is similar of policies and ideas

across the organisation.Whereas in decentralised organisation decision are taken by local

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manager with expert knowledge of immediate operational conditions

and circumstances will be taken into account when policies and plan

are being determined. It give chance of subordinates to exercise their

own judgment.

JOB DESIGN: Job-design analysis starts by looking at a job with a

open perspective and fast moves toward recognising the specifictasks required to do the job. job design mean the variation of the

duties , responsibilities, degree of authority which are attached to job in

order to make worker involvement, personal interest and commitment

of the worker. The word job extension embraces the following

criteria.

Job enlargement its involves giving the more responsibilities of worker

Its expand the scope of job.

Job Enrichment is the addition to a job of activities that enhance the

number of employee control or responsibility. It is a vertical expansion of the job as

against to the horizontal expansion of a job.Examples:

We use job enrichment to assign extra decision making duties, use of additional skills

and effort is expected from worker to make work more challenging and rewarding for

our employees to make it easier to keep them.

MISSION STATEMENT

Mission statement is a concise summary of the basic objectives of the company.

The role or contribution that the business makes - is it a voluntary organisation

or a charity? Are you in business to supply goods and services and make a

profit?

A definition of the business - this should be given in terms of the benefits youprovide or the needs that you satisfy.

An outline of yourdistinctive competencies - the factors that differentiate your

business from the competition.

The indications for the future - what the business will do. What it might do in

the future and what it will never do

STRATEGY

Strategy is a such type of scheme which elaborate and systematic plan of action

and formulation of overall objective goals.

The purpose of strategy is to achieve a goal which are set by the organisation

management by making a good decision at the right time. It include getting back your

every day operations which tell you where your business is reached and what ispriorities should be .

CORPORATE PLANINGCorporate planning is a systematic approach to clarifying corporate objectives ,takingstrategic decision and checking progress toward objectives, organising systematically

the efforts needed to carry out these decisions, and measuring the results of these

decisions against .

Every corporation in the world have limited financial or human resources, no one have

a unlimited resources this process of planning make them enable to generate a such type

of system of allocating these resources in the most effective and better way, providing

the company such path to achieve its objectives. The main aspects of planning process

are determining goals for every departments of the company and taking the

responsibility to full fill the tasks necessary to reach these goals.

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POLICY Policies areprinciples, rules, and regulation formulated or adopted by an

organization to reach itslong-termgoals. They are designed toinfluenceand determine

all main decisions and actions, and all tasktake place within the limit set by them.

OBJECTIVES Something the trade require to get in order to complete its mission ,

purpose ,standard within timetable limit and with the available resources. The following

rule s should be in mind when any management set objectives.

Provide and engage stakeholders with opportunities that elaborate and leverage their

combine knowledge and experiences

Provide career essentials for facility management professionals to advance their careers

Magnify the value of the facility management professional across the world

Ensure appropriate governance, systems and processes are in place

Understand and respond to stakeholder needs

Strengthen and build collaborative relationships that advance the FM profession

Motivate and inspire members to become committed and involved volunteer leaders

provide a culture plate form and give resources that create a innovation, passion,

challenge environment with staff and volunteers

Maintain viable fiscal position through good financial management .

Procurement Method.

However with the acquisition of a building or construction facility there are significant

factors associated with your choiceof procurement method which will impact on thesuccess of your building project.

These include:

_ having a clear understanding of project objectives andconstraints

_ defining the roles of the various contracting parties

_ considering the fair allocation of risks and obligationsbetween the contracting

par ties.

If these issues are managed properly, your project is likely to achieve its time, cost and

quality objectives.

If these issues are managed poorly, they may give rise to:

_ claims and disputes

_ additional costs

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_ delays in completion

_ a failure to achieve project objectives.

R I

Management Contracting. This is a fast track strategy which overlaps the design and

construction stages and allows early elements of the construction process to becommenced before design has been completed. The Management Contractor is engaged

to manage the overall contract in return for a fee. The Management Contractor can

therefore be appointed early in the design and can advise on build ability and

programming. In addition to the contract with the Management Contractor, the

contracts for the individual work packages are between the Management Contractor and

the individual sub-contractors. A cost plan is utilised to control the development costs

although actual costs cannot be obtained until the final work package has been awarded.

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Management Principles and Application