Construction management proje ct .pptx

Construction management
project

1. UNIT-II Organization and Planning

2. ORGANIZATION organization is the process of identifying and grouping the work to be performed, defining and delegating responsibility and establishing relationship for the purpose of enabling people to work most effectively together in accomplishing objectives.

3. PRINCIPLES OF ORGANISATION : An organization is a group of person working together to achieve an established goal. It is the relationship which is exists between people taking part in a group activity. It defines the responsibility and authority of individuals in relation to men, materials, money and machineries which is constitute the resource of an organization . An organization is needed because a manager at any level can efficiently manage the function of only a limited number of person working directly under him.

4. Basic principles of organization : Principle of objectives: The organizational object should be clearly defined minimum cost and minimum effect to achieve the goal . The scalar principle : An organizational structure consists of different level of authority arranged in a hierarchical manner. The line of authority should be clearly defined from the chief executive at the top to the first line supervisor at the bottom. This is known as scalar principle. It makes easy relationship between organizations.

5. Principle of balance between authority and responsibility : In order to perform work properly, it is essential that everyone knows his duty, responsibility and authority or powers. Responsibility is the obligation of a subordinate of perform any job allotted him by his superior. Principle of unity of command : Each person in an organization must know to whom he has to report and from whom he has to receive orders. He should also know the persons both upwards and downwards whom he is consult.

6. Principle of span of control : According to this principal, there is a limit to the number of subordinate an executive can effectively supervise. Principle of departmentation : Departmentation means the division of an organization into several distinct departments or sections. It increases efficiency and facility the execution of work. And also it gives optimum result. Principle of specialization : According to this principle activities of the organization should be grouped as per the functions and assigned to individuals according to their specialization.

7. Principle of communication: Communication is the process of transformation of information from one person to another of different levels. It involves the systematic and continuous process of telling, listening and understanding opinions ideas, feelings, information. Principle of flexibility : Organizational structure must be flexible considering the environmental dynamism. Sometimes, dramatically change may occur in the organization and in that condition, organization should be ready to accept the change

8. STEPS IN ORGANISING PROCESS - ORGANISATION AS A PROCESS Fixing the objectives of the organization At the top level, administrative management first fixes the common objectives of  organization. At the middle level, executive management fix the departmental objectives. Lastly, at the lower level, supervisory management fix the day-to-day objectives. All the objectives of the organization must be specific and realistic .

9. Finding activities must for achieving objectives After fixing the objectives, the top-level management prepares a list of different activities (or works) which are required to be carried out for achieving these objectives. This list is prepared at random without following any sequence or order. This is a very important step because it helps to avoid duplication, overlapping and wastage of efforts.

10. Grouping the similar activities: All similar or related activities having a common purpose are grouped together to make departments. For e.g. all activities or works which are directly or indirectly connected with purchasing are grouped together to make the Purchase Department. So various departments such as Purchase, Production, Marketing, Finance, etc. are made. The grouping of similar activities leads to division of labor and specialization.

11. Defining responsibilities of each employee: The responsibilities (duties) of each employee are clearly defined. This will result in the selection of a right person for the right post / job. He / she will know exactly what to do and what not to do. Therefore, it will result in efficiency.   Delegating authority to employees: Each employee is delegated (surrender or given) authority. Without authority, the employees cannot carry out their responsibilities. Authority is the right to give orders and the power to get obedience. The authority given to an employee should be equal to the responsibility given to him.

12. Defining authority relationship: When two or more persons work together for a common goal, it becomes necessary to clearly define the authority relationship between them. Each person should know who is his superior, from who he should take orders, and to whom he will be answerable. Similarly, each superior should know what authority he has over his subordinates. Providing employees all required resources: After defining the authority relationships, the employees are provided with all the material and financial resources, which are required for achieving the objectives of the organization. So in this step, the employees actually start working for a common goal.

13. Coordinating efforts of all to achieve goals: This is the last stage or step in the process of organization. Here, the efforts of all the individuals, groups, departments, etc. are brought together and co-coordinated towards the common objectives of the organization

14. Span of Control in an Organization: Span of Control means the number of subordinates that can be managed efficiently and effectively by a superior in an organization. It suggests how the relations are designed between a superior and a subordinate in an organization. Span of control is of two types: Narrow span of control:  Narrow Span of control means a single manager or supervisor oversees few subordinates. This gives rise to a tall organizational structure. Wide span of control:  Wide span of control means a single manager or supervisor oversees a large number of subordinates. This gives rise to a flat organizational structure.

15. Optimal span of control Organization size:  The size of an organization is a great influencer. Larger organizations tend to have wider spans of control than smaller organizations. Nature of an organization:  The culture of an organization can influence; a more relaxed, flexible culture is consistent with wider; while a hierarchical culture is consistent with narrow. It is important to consider the current and desired culture of the organization when determining. Nature of job:  Routine and low complexity jobs/tasks require less supervision than jobs that are inherently complicated, loosely defined and require frequent decision making. Consider wider for jobs requiring less supervision and narrower for more complex and vague jobs .

16. Skills and competencies of manager:  More experienced supervisors or managers can generally be wider than less experienced supervisors. It’s best to also consider to what degree supervisors and managers are responsible for technical aspects of the job (non-managerial duties ). Employees skills and abilities:  Less experienced employees require more training, direction, and delegation (closer supervision, narrow); whereas more experienced employees requires less training, direction, and delegation (less supervision, wider ). Type of interaction between supervisors and employees:  More frequent interaction/supervision is characteristic of a narrower.  Less interaction, such as supervisors primarily just answering questions and helping solve employee problems, is characteristic of a wider. The type of interaction you want your supervisors and managers to engage in with their employees should be consistent with the control they are given.

17. Authority, Responsibility and Accountability in Management It is necessary to have brief understanding of three terms intimately connected with the concept and process of  delegation. Responsibility Responsibility indicates the duty assigned to a position. The person holding the position has to perform the duty assigned. It is his responsibility. The term responsibility  is often referred to as an obligation to perform a particular task assigned to a subordinate. In an organization, responsibility is the duty as per the guidelines issued.

18. Definitions of Responsibility According to  Davis , "Responsibility is an obligation of individual to perform assigned duties to the best of his ability under the direction of his executive leader." In the words of Theo Haimann , "Responsibility is the obligation of a subordinate to perform the duty as required by his superior ". McFarland  defines responsibility as "the duties and activities assigned to a position or an executive".

19. Characteristics of Responsibility The essence of responsibility is the obligation of a subordinate to perform the duty assigned. It always originates from the superior-subordinate relationship. Normally, responsibility moves upwards, whereas authority flows downwards. Responsibility is in the form of a continuing obligation. Responsibility cannot be delegated. The person accepting responsibility is accountable for the performance of assigned duties. It is hard to conceive responsibility without authority.

20. Authority Authority is the right or power assigned to an executive or a manager in order to achieve certain organizational objectives . According to  Henri Fayol , "Authority is the right to give orders and the power to exact obedience .“ According to  Mooney and Reily , "Authority is the principle at the root of Organisation and so important that it is impossible to conceive of an Organisation at all unless some person or persons are in a position to require action of others."

21. Accountability Every employee/manager is accountable for the job assigned to him. He is supposed to complete the job as per the expectations and inform his superior accordingly. Accountability is the liability created for the use of authority. It is the answerability for performance of the assigned duties . According, to  McFarland , "accountability is the obligation of an individual to report formally to his superior about the work he has done to discharge the responsibility."

22. Authority, Responsibility and Accountability are Inter-related They need proper consideration while introducing delegation of authority within an Organisation . In the process of delegation, the superior transfers his duties/responsibilities to his subordinate and also give necessary authority for performing the responsibilities assigned. At the same time, the superior is accountable for the performance of his subordinate