1. An introduction to management

One definition
The creation of conditions that allow the effective use of
resources (human, financial, material, equipment, technical
…) to achieve a specified goal.

A functional definition
Planning role
Forecasting
Planning
Organising
Executive role
Motivating
Controlling
Coordinating
Communicating
After Henri Fayol (1841-1925)
ARBE 121 – INTRODUCTION TO MANAGEMENT

2. The development of modern (western) management

A 20th Century phenomenon
The concept of management as a separate discipline
Though earlier work e.g. Machiavelli now recognised as
“management” theory

Dominance of US & European work on UK practices
Though more recently far eastern work from earlier and
recent times has had an impact – China and Japan
Even non English language work from Europe ignored for
many years
ARBE 121 – INTRODUCTION TO MANAGEMENT

3. The development of modern management theory

The early aims
The search for the “one best way”
Universally applicable rules for effective management
Manager’s role largely limited to establishing physical
conditions and pay levels for efficient production

The current view
A “contingency” or “situational” view
Particular circumstances will influence what constitutes
effective management
Manager’s role extended to include social, psychological,
organisational and environmental issues
ARBE 121 – INTRODUCTION TO MANAGEMENT

4. Management roles in the construction industry

Three basic roles
All managers may be called upon to fill – sometimes
simultaneously!

Business management
Financial, strategic, legal, personnel etc…

Project management
Meeting time, cost and quality targets

Personal management
Time management, career development, CPD etc…
ARBE 121 – INTRODUCTION TO MANAGEMENT

5. Management roles in the construction industry

Some management roles
Architect leading design team, contractor’s MD & site
agent, subcontractor’s foreman, window manufacturer’s
factory manager for, self-employed jobbing builder etc, …

The contingent variables
Who and how many they manage – relative status, “span of
control”, stability of workforce, authority/sanction etc…
Tasks and functions they manage – technical demands,
creative vs routine, strategic vs tactical, location etc…
Structures within which they manage – formality of
organisation, communication paths, depth of hierarchy,
social and group effects etc…
ARBE 121 – INTRODUCTION TO MANAGEMENT

6. Further reading
General management texts cover the development of theory as
applied to various aspects of the manager’s roles e.g.
Management, John Naylor and Management, Robert Kreitner
For a construction specific view of these issues look at the early
chapters of e.g.:
The practice of construction management, Barry Fryer and
Management for the construction industry, Stephen Lavender
ARBE 121 – INTRODUCTION TO MANAGEMENT

7. Further reading
General management texts cover the development of theory as
applied to various aspects of the manager’s roles e.g.
Management, John Naylor and Management, Robert Kreitner
For a construction specific view of these issues look at the early
chapters of e.g.:
The practice of construction management, Barry Fryer and
Management for the construction industry, Stephen Lavender
ARBE 121 – INTRODUCTION TO MANAGEMENT