The application and organization of management in construction

1. 3. Organizational
Management
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Behailu Z. (Ph.D. Cand.)
Behailu Z. (Ph.D. Cand.)

2. Behailu Z. (Ph.D. Cand.)
3. Organizational Management

3. Behailu Z. (Ph.D. Cand.)
3. Organizational Management
activities
Steps to Design and Organization

4. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

5. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

6. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

7. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

8. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

9. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

10. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

11. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

12. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

13. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

14. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
Process departmentalization is when an
organization groups its activities by the production
process.
This is common in manufacturing and production
companies where there is a need for coordination
between different processes.
3. By Process

15. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

16. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

17. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
an organizational structure where employees are
grouped based on their geographical location or
territory.
For example, a company may divide its
operations into different regions, such as North
America, Europe, and Asia, with each region
being a separate department.
4. By Territory or Geographical Location

18. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

19. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

20. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
Grouping activities on the basis of common
customers or types of customers.
Jobs may be grouped according to the type of
customer served by the organization.
The assumption is that customers in each
department have a common set of problems and
needs that can best be met by specialists.
5. By Customer Wise

21. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
5. By Customer Wise

22. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
5. By Customer Wise

23. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
Departmentalization by time is when the creation
of departments is based on the working time such
as morning shift, day shift, and night shift.
It is done to provide flexible and timely service to
the customers in order to increase their
satisfaction level and also the employees.
6. By Time – Based

24. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
6. By Time – Based

25. Departmentation in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
6. By Time – Based

26. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
A classic theory on management principles was written by Henry Fayol
 Principles of an organization are basic statement or a
fundamental truth that provides understanding and guidance
to thinking and practice..
 The principles of organization are a set of fundamental
concepts that guide the design and operation of
organizations.

27. Behailu Z. (Ph.D. Cand.)
3. Organizational Management

28. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
 The authority flows downward in the line. Every individual is given authority to
get the work done.
 Though authority can be delegated but responsibility lies with the man who has
been given the work.
 If a superior delegates his authority to his subordinate, the superior is not
absolved of his responsibility, though the subordinate becomes liable to his
superior. The responsibility cannot be delegated under any circumstances.
1. Authority and Responsibility

29. Behailu Z. (Ph.D. Cand.)
3. Organizational Management

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3. Organizational Management

31. Behailu Z. (Ph.D. Cand.)
3. Organizational Management

32. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
 Span of control means how many subordinates can be supervised by a
supervisor.
 The number of subordinates should be such that the supervisor should be able
to control their work effectively.
 Moreover, the work to be supervised should be of the same nature. If the span
of control is disproportionate, it is bound to affect the efficiency of the workers
because of slow communication with the supervisors.
2. Span of Control

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3. Organizational Management

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3. Organizational Management

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3. Organizational Management

36. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
Effective delegation has two elements: delegating
work to team members who have skills in that area,
and giving team members opportunities to develop
new skills.
To do this, make sure you clearly understand each
team member's strengths—as well as their interests.
3. Effective Delegation

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3. Organizational Management

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3. Organizational Management

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3. Organizational Management

40. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
 The principle means that assignment of work should be such that every
person should be given only that much work which he can perform well.
 Some person is over worked and the other is under-worked, then the work
will suffer in both the situations.
 The work should be divided in such a way that everybody should be able to
give his maximum.
4. Balance and Stability

41. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
The organization should be amendable according to the changing
situations.
Everyday there are changes in methods of production and
marketing systems.
The organization should be dynamic and not static. There should
always be a possibility of making necessary adjustments.
4. Balance and Stability

42. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
4. Balance and Stability

43. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
5. Communication

44. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

45. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
5. Communication

46. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
5. Communication

47. Principles of Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
5. Communication

48. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

49. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

50. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
1. Sole Proprietorship

51. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
1. Sole Proprietorship

52. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

53. Forms of Ownership in Organization
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3. Organizational Management

54. Forms of Ownership in Organization
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3. Organizational Management
2. Partnership Business

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Behailu Z. (Ph.D. Cand.)
3. Organizational Management
2. Partnership Business

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Behailu Z. (Ph.D. Cand.)
3. Organizational Management
2. Partnership Business

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Behailu Z. (Ph.D. Cand.)
3. Organizational Management
3. Joint Stock Business

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Behailu Z. (Ph.D. Cand.)
3. Organizational Management
3. Joint Stock Business

59. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
3. Joint Stock Business

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Behailu Z. (Ph.D. Cand.)
3. Organizational Management
4. Cooperative Society Business

61. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
4. Cooperative Society Business

62. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
4. Cooperative Society Business

63. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management

64. Forms of Ownership in Organization
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3. Organizational Management

65. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
5. Government – Sector Business
These are autonomous entities that sell commodities to
individuals and other organizations.
In formal terms, they have the features of both public and
private companies, because it can act like both public and
private organizations.
4. Cooperative Society Business

66. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
5. Government – Sector Business
Types of Government Sector Business
I. Governmental Department
II. Public Sector
III.Government Company

67. Forms of Ownership in Organization
Behailu Z. (Ph.D. Cand.)
3. Organizational Management
5. Government – Sector Business
i. Public Sector

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Behailu Z. (Ph.D. Cand.)
3. Organizational Management
5. Government – Sector Business

69. Forms of Ownership in Organization
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3. Organizational Management
5. Government – Sector Business
i. Governmental Department

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3. Organizational Management
5. Government – Sector Business
ii. Public Cooperation

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3. Organizational Management
5. Government – Sector Business
iii. Government Company

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3. Organizational Management
5. Government – Sector Business
Comparison

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3. Organizational Management
5. Government – Sector Business
Comparison

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