This document provides an organizational structure and details of responsibilities for a housing colony construction project. It includes:
1) An organizational chart showing the project management team led by a Project Manager overseeing various departments like Engineering, Procurement, Store, and Labor.
2) Descriptions of key roles and responsibilities of positions like the Project Manager, Engineer, and Supervisor to oversee planning, construction, quality control, and worker supervision.
3) Principles of management that guide the organization structure, including clear objectives, unity of command, specialization, and flexibility.
4) Details of establishing productivity standards for workers and determining optimal staffing levels based on work quantity, standards, and schedule.
This document provides definitions and explanations of key management concepts including:
1. Management is defined as the process of organizing work through people to efficiently achieve goals.
2. Problem analysis involves precisely defining problems and potential solutions through steps like stating the problem, objectives, and listing possible causes.
3. Planning is the systematic development of action programs to reach objectives by analyzing opportunities.
4. Organizing involves arranging resources like people, materials, and technology in an orderly way to accomplish plans and objectives.
5. Controlling involves establishing standards, measuring performance against standards, and correcting any deviations to ensure goals are met.
This document provides a summary of various management concepts in the form of questions and answers. It covers topics such as types of departmentation, internationalization strategies, conflict, inventories, job enrichment, budgeting, SWOT analysis, decision making techniques, recruitment sources, leadership, communication, motivation theories and more. The questions range from conceptual definitions to practical applications of management principles.
Managers must effectively manage their organizations in three key ways:
1. Detect and solve problems to make good decisions and ensure employees work toward objectives.
2. Assess the future and plan for it.
3. There are four processes of management: planning, organizing, leading, and controlling. These processes set goals, determine tasks and structure, manage employees, and monitor performance. Organizing further divides work into departments by function, product, territory, customer, or a matrix to specialize work and increase efficiency.
The document discusses various aspects of project planning and management including:
1. The planning process which involves project identification, formulation, and preparation including market analysis, technical factors, and project appraisal.
2. Methods of project budgeting, cost estimation, and risk management.
3. Tools used in project planning such as the work breakdown structure, scheduling, budgeting, and forecasting.
4. The importance of market analysis and demand forecasting in the planning process.
This document provides an answer key for a principles of management exam from November/December 2006. It includes answers to 10 multiple choice questions covering topics like the differences between management and administration, scientific management, decision making, informal organization, limitations of line and staff authority, creativity vs innovation, and uses of computers. It also includes longer answer responses explaining concepts like the nature of management as both a science and art, steps in the scientific management method, Fayol's 14 principles of management, objectives and how to set them, nature and purpose of organization, and qualitative forecasting techniques. Finally, it discusses MBO (management by objectives) with a focus on its application in the IT industry.
The document discusses various project scheduling methods including:
1. Gantt charts which show activity start/duration/completion in a bar chart format.
2. Resource leveling which adjusts work plans to fit staffing constraints.
3. Crashing which aims to accelerate schedules by adding people, increasing productivity, overlapping tasks, removing scope, or innovating approaches.
PERT/CPM networks are also covered as tools to plan, schedule, and monitor complex projects using activities, events, time estimates, critical paths, and other techniques.
This document discusses the concept of planning in management. It defines planning and lists its key characteristics according to experts. The document then elaborates on the nature, importance, objectives, types and process of planning. Specifically, it notes that planning is a goal-oriented, continuous, forward-looking and integrated process that involves choosing between alternatives and aims for organizational efficiency. The document also outlines the scope and importance of planning for focusing attention, reducing uncertainty, guiding decision-making and more.
This document discusses corporate planning and environmental analysis. It defines corporate planning as a systematic process that involves establishing objectives and premises, choosing alternative courses of action, formulating derivative plans, securing cooperation, and following up on plans. It also outlines the key elements of corporate planning like communication strategy, strategic planning task force, vision and mission statements, values, goals, objectives, tasks, and implementation strategy. The document then discusses the internal and external environmental analysis processes, including tools like PEST, SWOT, and analyzing markets, competitors, customers, suppliers, distributors, and publics.
This document provides definitions and explanations of key management concepts including:
1. Management is defined as the process of organizing work through people to efficiently achieve goals.
2. Problem analysis involves precisely defining problems and potential solutions through steps like stating the problem, objectives, and listing possible causes.
3. Planning is the systematic development of action programs to reach objectives by analyzing opportunities.
4. Organizing involves arranging resources like people, materials, and technology in an orderly way to accomplish plans and objectives.
5. Controlling involves establishing standards, measuring performance against standards, and correcting any deviations to ensure goals are met.
This document provides a summary of various management concepts in the form of questions and answers. It covers topics such as types of departmentation, internationalization strategies, conflict, inventories, job enrichment, budgeting, SWOT analysis, decision making techniques, recruitment sources, leadership, communication, motivation theories and more. The questions range from conceptual definitions to practical applications of management principles.
Managers must effectively manage their organizations in three key ways:
1. Detect and solve problems to make good decisions and ensure employees work toward objectives.
2. Assess the future and plan for it.
3. There are four processes of management: planning, organizing, leading, and controlling. These processes set goals, determine tasks and structure, manage employees, and monitor performance. Organizing further divides work into departments by function, product, territory, customer, or a matrix to specialize work and increase efficiency.
The document discusses various aspects of project planning and management including:
1. The planning process which involves project identification, formulation, and preparation including market analysis, technical factors, and project appraisal.
2. Methods of project budgeting, cost estimation, and risk management.
3. Tools used in project planning such as the work breakdown structure, scheduling, budgeting, and forecasting.
4. The importance of market analysis and demand forecasting in the planning process.
This document provides an answer key for a principles of management exam from November/December 2006. It includes answers to 10 multiple choice questions covering topics like the differences between management and administration, scientific management, decision making, informal organization, limitations of line and staff authority, creativity vs innovation, and uses of computers. It also includes longer answer responses explaining concepts like the nature of management as both a science and art, steps in the scientific management method, Fayol's 14 principles of management, objectives and how to set them, nature and purpose of organization, and qualitative forecasting techniques. Finally, it discusses MBO (management by objectives) with a focus on its application in the IT industry.
The document discusses various project scheduling methods including:
1. Gantt charts which show activity start/duration/completion in a bar chart format.
2. Resource leveling which adjusts work plans to fit staffing constraints.
3. Crashing which aims to accelerate schedules by adding people, increasing productivity, overlapping tasks, removing scope, or innovating approaches.
PERT/CPM networks are also covered as tools to plan, schedule, and monitor complex projects using activities, events, time estimates, critical paths, and other techniques.
This document discusses the concept of planning in management. It defines planning and lists its key characteristics according to experts. The document then elaborates on the nature, importance, objectives, types and process of planning. Specifically, it notes that planning is a goal-oriented, continuous, forward-looking and integrated process that involves choosing between alternatives and aims for organizational efficiency. The document also outlines the scope and importance of planning for focusing attention, reducing uncertainty, guiding decision-making and more.
This document discusses corporate planning and environmental analysis. It defines corporate planning as a systematic process that involves establishing objectives and premises, choosing alternative courses of action, formulating derivative plans, securing cooperation, and following up on plans. It also outlines the key elements of corporate planning like communication strategy, strategic planning task force, vision and mission statements, values, goals, objectives, tasks, and implementation strategy. The document then discusses the internal and external environmental analysis processes, including tools like PEST, SWOT, and analyzing markets, competitors, customers, suppliers, distributors, and publics.
This is a an analysis report for the subject: Introduction to Management in Monash University. An interview was conducted with a real life manager from the Airline Industry in the Middle East Region. Then an analysis was done and a final report using various management theories including Katz, Mintzberg was written.
This document provides an introduction to the Balanced Scorecard (BSC) framework for measurement and management. It discusses how the BSC translates an organization's mission and strategy into objectives and performance measures across four perspectives: financial, customer, internal processes, and learning and growth. This allows companies to track both financial results and progress building intangible assets for future growth. The BSC is presented as a key tool for navigating today's complex competitive environments.
principles of management important questions and answers for b.com studentsvaibhi191
This document contains answers to important questions for a 1st year B.Com course. It includes summaries of:
1) Henry Fayol's 14 principles of management, which focus on division of work, authority and responsibility, discipline, unity of command, and others.
2) The 10 step planning process involving analysis, objective setting, forecasting, evaluating alternatives, and review.
3) McGregor's Theory X and Theory Y, where Theory X involves close supervision and Theory Y involves participation, commitment, and realizing human potential.
4) The importance of planning for managing objectives, offsetting uncertainty, securing economy, coordination, and effective control.
This document summarizes the contributions of Henry Fayol and Elton Mayo to management principles. It outlines Fayol's 14 principles of management including division of labor, authority and responsibility, unity of command, and discipline. It then discusses Elton Mayo's Hawthorne Experiments from 1924-1927 which studied how social and psychological factors impact worker productivity, concluding that factors like attention, recognition, and participation increased output more than physical conditions alone. The experiments demonstrated the importance of informal groups and social relationships in the workplace.
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common traditional and contemporary designs are described, including functional, divisional, team, matrix, project, and boundaryless structures.
Planning is setting objectives and targets and formulating an action plan to achieve them. It bridges the gap between the present position and the future desired position. Planning involves deciding in advance what is to be done in the future and selecting objectives, policies, and programs. Effective planning has well-defined objectives, is simple, comprehensive, flexible, achieves objectives at minimum cost, and involves participation of all concerned. Management by objectives is a process where managers set goals with their superiors to be achieved in the upcoming period and is evaluated periodically. It aims to clarify job expectations and relate individual performance to organizational goals.
Planning ppt class 12 business studiesPriyanka Rao
This chapter discusses planning as a key managerial function. It defines planning as deciding in advance what to do and how to do it. The chapter outlines the importance, features, limitations, and process of planning. It discusses setting objectives, developing premises, identifying alternatives, evaluating alternatives, selecting the best option, implementing plans, and follow up actions. The chapter also differentiates between single use plans like programs and budgets, and standing plans like objectives, strategies, policies, procedures, rules, and methods. An example of Mysore Sandal Company planning perfume production is used to illustrate concepts.
The document discusses various concepts related to planning including:
1. Planning involves establishing goals and determining a course of action to achieve those goals through decision making.
2. There are different types of plans like strategic, tactical, and operational plans developed at the corporate, business, and functional levels.
3. Effective planning is goal-oriented, flexible, comprehensive, and economical. Barriers to planning include external factors and resistance to change.
This document discusses planning and decision making. It defines planning as selecting objectives and deciding on actions to achieve them, requiring decision making by choosing among alternatives. Planning is the most basic managerial function involving deciding what, who, how, when and where in advance. Good plans are based on clearly defined objectives, are simple, comprehensive, flexible, balanced and utilize available resources. Planning establishes direction, coordination and helps accomplish budgets. Planning involves establishing objectives, developing premises, determining alternatives, evaluating alternatives, selecting a course, and formulating derivative plans. Management by objectives is a process where management and employees agree on and understand organizational objectives.
This document discusses planning as the fundamental management function that precedes other functions like organizing, staffing, directing, and controlling. It defines planning as anticipating the future and determining a course of action to achieve desired results. The document outlines the key characteristics of planning such as being goal-oriented, primary, all-pervasive, intellectual, continuous, forward-looking, involving choice, and integrated. It also discusses the purpose and principles of planning, including contributing to objectives efficiently. Planning premises are assumptions about the future environment used in planning and are classified as external/internal, tangible/intangible, and controllable/uncontrollable. The document concludes by stating there is no standard planning process and each enterprise develops its own
This document discusses planning concepts including defining planning, the nature of planning, major types of plans like objectives, mission, guidelines for MBO, programs, policies, procedures, budgets, rules, and strategies. It outlines the basic steps in business planning, major types of plans, decision making techniques, the decision making environment and process, planning techniques like forecasting and scheduling, reasons why managers fail in planning, and concludes with defining control techniques.
This is a presentation on Principles of Business Management. This presentation is based on syllabus of Pt. Ravi Shankar University,Raipur and Durg University, Durg. It is a brief presentation of all the aspects, functions and basic principles of business managaement.
Modern management, Today's Manager, Skills and Performanceyousseftharwat
The document discusses modern management and the roles and responsibilities of today's manager. It describes the managerial functions of planning, organizing, directing, and controlling. It explains that planning involves setting goals and objectives, organizing creates structure and allocates resources, directing guides and leads employees, and controlling verifies performance matches plans. Additional sections cover management skills like the planning process, operating guidelines, objective setting, action planning, and problem solving/decision making.
Frederick Taylor and Henri Fayol were early theorists in the field of administrative science and management. [1] Taylor developed the principles of scientific management, which focused on optimizing workplace efficiency through tasks analysis and matching workers to their jobs. [2] Fayol proposed 14 principles of management, which included division of work, authority and responsibility, and unity of command. [3] While some of their specific methods are not used today, Taylor and Fayol made important contributions by introducing concepts like systematic organizational design and employee training that are still relevant to modern management.
Fayol explained what amounts to managers work and what principles should be followed in doing this work. If workers efficiency mattered in the factory system , so does the managerial efficiency.
Fayol was the first to identify four functions-Planning , Organizing ,Directing and Controlling.
The 14 principles of management propounded by him were discussed in detail in his book published in 1917 , ‘Administration industrielle et generale’.
Project-based works, cause of their temporary nature involve some particular problems and challenges that are not normally experienced by operational and functional activities. Project manager, as the highest authority of a project, is exposed to these challenges more than anyone else. This study takes into consideration “authority”, “cross-functional team”, and “workforce motivation challenge” as the three main challenges that are faced by a project manager in interaction with project human resources. Also some solutions are recommended to avoid undesirable effects of mentioned challenges
The fundamentals in this slide presentation are important in understanding the concept of planning, the various types of plans, and the strategic management process
Principles of Management - Business OrganizationGlorena Genovia
Business organizations can be formed when two or more people pool their resources and work together towards a common goal. An organization is a collection of individuals cooperating for a shared purpose. There are several forms of business organizations including sole proprietorships, partnerships, corporations, and cooperatives. Each form has advantages and disadvantages related to aspects like liability, management structure, funding, and operations. Effective organizations establish clear objectives, analyze internal and external factors, determine necessary functions, and select competent leaders for key roles.
This document is a human resource management assignment submitted by a student. It discusses problems occurring on a remote construction site for a 3km tunnel project, such as absenteeism, quarrels, drinking and accidents. The main causes are identified as lack of infrastructure, hygiene, safety practices and motivation. Recommendations are provided to address these issues, including improving housing, medical facilities, discipline, safety training and creating social activities to boost morale. Motivational techniques are also suggested to reduce absenteeism and turnover rates that are lowering productivity. The assignment emphasizes the importance of proper planning, facilities and worker welfare to successfully complete projects in difficult field conditions.
Pgpm13 project procurement and materialssakariya88
This document is a manual on procurement of materials for a construction firm. It covers factors to consider for purchasing such as technical specifications, approved budget cost, and market prices. It also discusses selecting suppliers based on value, quality, reliability and service. The manual provides guidance on bidding documents, evaluating offers, and finalizing purchases. It stresses developing clear purchasing policies and procedures to guide procurement activities in a strategic, compliant manner.
This document provides information on safety grills for windows including specifications, rate analysis, and installation process. It also discusses approximate estimations for various flyover projects. Specifically, it details the process of measuring and fabricating window safety grills through welding, painting, drilling holes, and installing the grills. The rate analysis assumes a 6x6 foot window with 12 horizontal and vertical steel bars spaced 150mm apart. References and rate analysis excel files are also included.
This is a an analysis report for the subject: Introduction to Management in Monash University. An interview was conducted with a real life manager from the Airline Industry in the Middle East Region. Then an analysis was done and a final report using various management theories including Katz, Mintzberg was written.
This document provides an introduction to the Balanced Scorecard (BSC) framework for measurement and management. It discusses how the BSC translates an organization's mission and strategy into objectives and performance measures across four perspectives: financial, customer, internal processes, and learning and growth. This allows companies to track both financial results and progress building intangible assets for future growth. The BSC is presented as a key tool for navigating today's complex competitive environments.
principles of management important questions and answers for b.com studentsvaibhi191
This document contains answers to important questions for a 1st year B.Com course. It includes summaries of:
1) Henry Fayol's 14 principles of management, which focus on division of work, authority and responsibility, discipline, unity of command, and others.
2) The 10 step planning process involving analysis, objective setting, forecasting, evaluating alternatives, and review.
3) McGregor's Theory X and Theory Y, where Theory X involves close supervision and Theory Y involves participation, commitment, and realizing human potential.
4) The importance of planning for managing objectives, offsetting uncertainty, securing economy, coordination, and effective control.
This document summarizes the contributions of Henry Fayol and Elton Mayo to management principles. It outlines Fayol's 14 principles of management including division of labor, authority and responsibility, unity of command, and discipline. It then discusses Elton Mayo's Hawthorne Experiments from 1924-1927 which studied how social and psychological factors impact worker productivity, concluding that factors like attention, recognition, and participation increased output more than physical conditions alone. The experiments demonstrated the importance of informal groups and social relationships in the workplace.
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common traditional and contemporary designs are described, including functional, divisional, team, matrix, project, and boundaryless structures.
Planning is setting objectives and targets and formulating an action plan to achieve them. It bridges the gap between the present position and the future desired position. Planning involves deciding in advance what is to be done in the future and selecting objectives, policies, and programs. Effective planning has well-defined objectives, is simple, comprehensive, flexible, achieves objectives at minimum cost, and involves participation of all concerned. Management by objectives is a process where managers set goals with their superiors to be achieved in the upcoming period and is evaluated periodically. It aims to clarify job expectations and relate individual performance to organizational goals.
Planning ppt class 12 business studiesPriyanka Rao
This chapter discusses planning as a key managerial function. It defines planning as deciding in advance what to do and how to do it. The chapter outlines the importance, features, limitations, and process of planning. It discusses setting objectives, developing premises, identifying alternatives, evaluating alternatives, selecting the best option, implementing plans, and follow up actions. The chapter also differentiates between single use plans like programs and budgets, and standing plans like objectives, strategies, policies, procedures, rules, and methods. An example of Mysore Sandal Company planning perfume production is used to illustrate concepts.
The document discusses various concepts related to planning including:
1. Planning involves establishing goals and determining a course of action to achieve those goals through decision making.
2. There are different types of plans like strategic, tactical, and operational plans developed at the corporate, business, and functional levels.
3. Effective planning is goal-oriented, flexible, comprehensive, and economical. Barriers to planning include external factors and resistance to change.
This document discusses planning and decision making. It defines planning as selecting objectives and deciding on actions to achieve them, requiring decision making by choosing among alternatives. Planning is the most basic managerial function involving deciding what, who, how, when and where in advance. Good plans are based on clearly defined objectives, are simple, comprehensive, flexible, balanced and utilize available resources. Planning establishes direction, coordination and helps accomplish budgets. Planning involves establishing objectives, developing premises, determining alternatives, evaluating alternatives, selecting a course, and formulating derivative plans. Management by objectives is a process where management and employees agree on and understand organizational objectives.
This document discusses planning as the fundamental management function that precedes other functions like organizing, staffing, directing, and controlling. It defines planning as anticipating the future and determining a course of action to achieve desired results. The document outlines the key characteristics of planning such as being goal-oriented, primary, all-pervasive, intellectual, continuous, forward-looking, involving choice, and integrated. It also discusses the purpose and principles of planning, including contributing to objectives efficiently. Planning premises are assumptions about the future environment used in planning and are classified as external/internal, tangible/intangible, and controllable/uncontrollable. The document concludes by stating there is no standard planning process and each enterprise develops its own
This document discusses planning concepts including defining planning, the nature of planning, major types of plans like objectives, mission, guidelines for MBO, programs, policies, procedures, budgets, rules, and strategies. It outlines the basic steps in business planning, major types of plans, decision making techniques, the decision making environment and process, planning techniques like forecasting and scheduling, reasons why managers fail in planning, and concludes with defining control techniques.
This is a presentation on Principles of Business Management. This presentation is based on syllabus of Pt. Ravi Shankar University,Raipur and Durg University, Durg. It is a brief presentation of all the aspects, functions and basic principles of business managaement.
Modern management, Today's Manager, Skills and Performanceyousseftharwat
The document discusses modern management and the roles and responsibilities of today's manager. It describes the managerial functions of planning, organizing, directing, and controlling. It explains that planning involves setting goals and objectives, organizing creates structure and allocates resources, directing guides and leads employees, and controlling verifies performance matches plans. Additional sections cover management skills like the planning process, operating guidelines, objective setting, action planning, and problem solving/decision making.
Frederick Taylor and Henri Fayol were early theorists in the field of administrative science and management. [1] Taylor developed the principles of scientific management, which focused on optimizing workplace efficiency through tasks analysis and matching workers to their jobs. [2] Fayol proposed 14 principles of management, which included division of work, authority and responsibility, and unity of command. [3] While some of their specific methods are not used today, Taylor and Fayol made important contributions by introducing concepts like systematic organizational design and employee training that are still relevant to modern management.
Fayol explained what amounts to managers work and what principles should be followed in doing this work. If workers efficiency mattered in the factory system , so does the managerial efficiency.
Fayol was the first to identify four functions-Planning , Organizing ,Directing and Controlling.
The 14 principles of management propounded by him were discussed in detail in his book published in 1917 , ‘Administration industrielle et generale’.
Project-based works, cause of their temporary nature involve some particular problems and challenges that are not normally experienced by operational and functional activities. Project manager, as the highest authority of a project, is exposed to these challenges more than anyone else. This study takes into consideration “authority”, “cross-functional team”, and “workforce motivation challenge” as the three main challenges that are faced by a project manager in interaction with project human resources. Also some solutions are recommended to avoid undesirable effects of mentioned challenges
The fundamentals in this slide presentation are important in understanding the concept of planning, the various types of plans, and the strategic management process
Principles of Management - Business OrganizationGlorena Genovia
Business organizations can be formed when two or more people pool their resources and work together towards a common goal. An organization is a collection of individuals cooperating for a shared purpose. There are several forms of business organizations including sole proprietorships, partnerships, corporations, and cooperatives. Each form has advantages and disadvantages related to aspects like liability, management structure, funding, and operations. Effective organizations establish clear objectives, analyze internal and external factors, determine necessary functions, and select competent leaders for key roles.
This document is a human resource management assignment submitted by a student. It discusses problems occurring on a remote construction site for a 3km tunnel project, such as absenteeism, quarrels, drinking and accidents. The main causes are identified as lack of infrastructure, hygiene, safety practices and motivation. Recommendations are provided to address these issues, including improving housing, medical facilities, discipline, safety training and creating social activities to boost morale. Motivational techniques are also suggested to reduce absenteeism and turnover rates that are lowering productivity. The assignment emphasizes the importance of proper planning, facilities and worker welfare to successfully complete projects in difficult field conditions.
Pgpm13 project procurement and materialssakariya88
This document is a manual on procurement of materials for a construction firm. It covers factors to consider for purchasing such as technical specifications, approved budget cost, and market prices. It also discusses selecting suppliers based on value, quality, reliability and service. The manual provides guidance on bidding documents, evaluating offers, and finalizing purchases. It stresses developing clear purchasing policies and procedures to guide procurement activities in a strategic, compliant manner.
This document provides information on safety grills for windows including specifications, rate analysis, and installation process. It also discusses approximate estimations for various flyover projects. Specifically, it details the process of measuring and fabricating window safety grills through welding, painting, drilling holes, and installing the grills. The rate analysis assumes a 6x6 foot window with 12 horizontal and vertical steel bars spaced 150mm apart. References and rate analysis excel files are also included.
This document discusses infrastructure development through public-private partnerships (PPPs) like build-operate-transfer (BOT) models. It provides details on BOT structuring, including that a private company builds and operates an infrastructure asset for a set concession period before transferring it to the public sector. The document also examines options for PPPs ranging from short-term service contracts to long-term divestitures. As a case study, it outlines plans for Mumbai's first metro rail corridor to address public transportation needs through a PPP.
Srinivas Gosula was born in 1991 in Hyderabad, India. He is currently pursuing a PGPM degree from 2014-2016 and specialized in management. Some of his projects include detecting flaws in products using image processing, implementing a robotic wheelchair using FPGA modules, and finding the shortest path algorithm. He enjoys swimming, playing basketball, and reading books in his free time.
Final day iv pgpm sem iii 2013 enmvio scanAlok Upadhyay
The document provides an overview of various frameworks for analyzing a company's external environment including Porter's Five Forces model, PESTEL analysis, and a strategic analysis of India's passenger car industry. It discusses macroenvironmental factors like political, economic, social, technological, environmental, and legal influences on the automotive industry. Key points mentioned are the growing Indian market, impact of regulations, raw material costs, technology innovations, and environmental compliance pressures.
This document contains questions and answers related to the subject of Estimation and Quantity Surveying. It includes definitions of key terms like tender, contract, estimate, detailed estimate, abstract estimate, and quantity surveyor. It also provides examples of calculating quantities of materials for constructions like walls, roads, and culverts. Methods for measurement of quantities and types of estimates are described.
This document provides an overview of several classic management theories: Frederick Taylor's Theory of Scientific Management focused on improving efficiency through time and motion studies and paying workers based on productivity. Henri Fayol proposed 14 principles of management including division of work and unity of command. Max Weber distinguished authority from power and described bureaucracy as having division of labor, rules, and impersonal relationships. Elton Mayo found that the Hawthorne Effect led to increased productivity when workers felt important through novel changes even if minor.
The document discusses several definitions and perspectives on management. It provides definitions from scholars such as Koontz, Terry, Follett, and Fayol. Koontz defines management as maintaining an environment where individuals can efficiently accomplish aims through planning, organizing, staffing, leading and controlling. Terry sees management as distinct activities of planning, organizing, actuating and controlling to achieve objectives. Follett views management as the art of getting things done through people. The document also outlines Fayol's 14 principles of management and discusses scientific management approaches from Taylor and Gantt.
The document discusses various aspects of production systems including their characteristics, inputs, outputs, controls, product design process, and process planning. It describes production systems as manufacturing subsystems that design, produce, distribute, and service products. They have specialized functions at different levels and need renovation over time to adapt to changes. The key aspects covered are input-output relationships, types of control like feedback and forward control, objectives and importance of product design, steps in the design process, factors affecting process design decisions, types of process designs, and major process decisions around process choice, vertical integration, resource flexibility, customer involvement, and capital intensity.
The document provides an overview of operations management concepts including:
- The 10 decision areas of operations management including product/service design, quality, and capacity planning.
- Different types of production systems such as job shop, batch, and mass production and factors to consider when selecting a process.
- Key facility location factors and the general procedure for evaluating location alternatives.
The document defines key terms related to industrial disputes and the Industrial Disputes Act of 1947 in India such as industrial dispute, workman, wages, and public utility service. It outlines the objectives of the act to promote amity between employers and workers. It describes features such as encouraging arbitration, setting up works committees, and empowering government authorities to resolve disputes. Finally, it explains the various authorities established under the act to handle different types and levels of disputes, such as conciliation officers, boards of conciliation, courts of inquiry, labour courts, and national tribunals.
Assignment Of Property Asset Management.PdfDustin Pytko
This document discusses the skills required of property professionals working in a corporate environment. It discusses three key skills:
1. Maintaining facilities management systems efficiently under organizational policies by understanding both facilities and property management. This includes developing strategy plans and evaluating organizational performance.
2. Possessing strong communication, problem-solving, and people skills to interact with various stakeholders, negotiate effectively, and motivate teams.
3. Using benchmarking methods to evaluate business processes, costs, quality, and optimize efficiency in line with strategic goals. Developing strategy plans helps forecast needs and schedule management activities.
A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring.
Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls.
It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams.
Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition.
Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com
The document discusses the importance of diagnosis in the early stages of a restructuring project. Key points made include:
1) Diagnosis establishes the purpose, priorities, and scope of the restructuring by asking questions about authority, risks, resources, and financial stability.
2) Initial investigations identify potential problems like cash flow, working capital, profits, customer relationships, and managerial capabilities.
3) Hypotheses about issues like outdated processes, inadequate information, unclear reporting lines, and high fixed costs help shape early thinking.
4) The purpose of restructuring, such as improving performance, integrating an acquisition, or reducing costs, needs to be clear from the start.
This document discusses organizational structures and concepts of departmentalization. It describes the primary forms of departmentalization as function, process, product, market, customer, geographic area, and matrix. Delegation is key to management as it allows managers to accomplish goals through others by assigning responsibilities and authority. Effective delegation provides clear expectations and accountability while avoiding excessive control. Organizational structures exist on a centralization-decentralization continuum depending on factors like an organization's size, complexity, and needs.
This document discusses organizational structures and concepts of departmentalization. It describes the primary forms of departmentalization as function, process, product, market, customer, geographic area, and matrix. Delegation is key to management as it allows managers to accomplish goals through others by assigning responsibilities and authority. Effective delegation requires clear communication of expectations and standards, and development of employees' skills and initiative. The level of authority delegation in an organization determines whether it is more centralized or decentralized.
The vision is to excel in civil engineering education to prepare competent engineers with lifelong learning for society's needs. The mission is to impart quality education through effective teaching, provide a stimulating research environment, develop professional skills and right attitude in students to succeed, and imbue moral and ethical values concerning society and environment. The document then discusses organizing human resources for civil engineering projects, including defining organization, objectives of organization, and principles of organization such as responsibility, authority, and division of work.
Ankit yadav class 12 presentation for office 2007Rao Dhruv
This document provides an overview of key management concepts including:
1. Management is defined as the process of getting work done through others efficiently and effectively to achieve organizational goals.
2. The key functions of management are planning, organizing, staffing, directing, and controlling. Principles like unity of command and discipline help managers perform these functions.
3. Motivation theories like Maslow's hierarchy of needs are important for directing employees. Financial and non-financial incentives also impact motivation.
4. Controlling involves setting standards, measuring performance, analyzing deviations, and taking corrective actions to ensure goals are met.
The document discusses various types of organizational structures for project management including functional, pure project, matrix, line, and line and staff organizations. It also covers management levels, traits of a project manager, and roles of a project manager and coordinator. The classical functional structure groups employees by specialty while the pure project structure gives full authority to the project manager. A matrix structure combines functional and project management.
3The Project Management ProcessGroups A Case StudyAft.docxgilbertkpeters11344
3
The Project Management Process
Groups: A Case Study
After reading this chapter, you will be able to:
1. Describe the five project management process groups, the typical level of
activity for each, and the interactions among them
2. Understand how the project management process groups relate to the project
management knowledge areas
3. Discuss how organizations develop information technology project manage-
ment methodologies to meet their needs
4. Review a case study of an organization applying the project management
process groups to manage an information technology project, and understand
the contribution that effective project initiation, project planning, project
execution, project monitoring and controlling, and project closing make to
project success
OPENING CASE
rica Bell was in charge of the Project Management Office (PMO)
for her consulting firm. The firm, JWD (Job Well Done)
Consulting, had grown to include more than 200 full-time consul-
tants and even more part-time consultants. JWD Consulting pro-
vides a variety of consulting services to assist organizations in
selecting and managing information technology projects. The firm
focuses on finding and managing high-payoff projects and develop-
ing strong metrics to measure project performance and benefits to the
organization after the project is implemented. The firm’s emphasis
Objectives
E
on metrics and working collaboratively with its customers gives it
an edge over many competitors.
Joe Fleming, the CEO, wanted his company to continue to grow
and become a world-class consulting organization. Since the core of
the business was helping other organizations with project manage-
ment, he felt it was crucial for JWD Consulting to have an exemplary
process for managing its own projects. He asked Erica to work with
her team and other consultants in the firm to develop several intranet
site applications that would allow them to share their project man-
agement knowledge. He also thought it would make sense to make
some of the information available to the firm’s clients. For example,
the firm could provide project management templates, tools, articles,
links to other sites, and an “Ask the Expert” feature to help build
relationships with current and future clients. Since JWD Consulting
emphasizes the importance of high-payoff projects, Joe also wanted
to see a business case for this project before proceeding.
Recall from Chapter 1 that project management consists of nine knowledge
areas: integration, scope, time, cost, quality, human resources, communications,
risk, and procurement. Another important concept to understand is that projects
involve five project management process groups: initiating, planning, executing,
monitoring and controlling, and closing. Tailoring these process groups to meet
individual project needs increases the chance of success in managing projects. This
chapter describes each project management process group in detail through.
Mintzberg identified 10 roles that managers fulfill, categorized into informational, interpersonal, and decisional roles. An engineering manager's responsibilities fulfill many of these roles. As an informational role, the engineering manager is responsible for training staff and disseminating information within the organization. As an interpersonal role, the manager leads their department and maintains external contacts. Decisional roles include initiating improvement projects, resolving issues, allocating resources, and participating in negotiations. Effective management requires balancing these various roles.
This document discusses 16 observations for effective workforce management during the project execution stage. The observations are grouped into managing the workforce and physical assets/processes. Key points include hiring the right leaders with project experience, making safety a top priority, developing strong teams, clear communication of roles, and recognizing contributions. Retaining skilled workers, diversity, and adequate facilities are also emphasized. Regular communication and rotating staff to prevent burnout are important.
The document discusses various project estimating techniques including expert judgment, bottom-up estimating, and three-point estimating. It emphasizes that choosing the right estimating technique depends on the available information and how much time and money can be spent on estimating. Accurately estimating a project's cost is crucial to its success or failure, so using the appropriate technique is important.
Session 3-4 Organizing, Leading & Controlling.pptxArchanaPoonia1
Organizing, leading, and controlling are key managerial functions. Organizing involves grouping work, defining roles and responsibilities, and establishing relationships to accomplish objectives effectively. Leading includes motivating employees and communicating regularly to direct their work. Controlling checks that performance matches plans by setting standards, measuring results, and correcting deviations to ensure goals are achieved as intended. It gives purpose to planning and is an ongoing, evaluative process throughout an organization.
Unit no.01 project management and engineering economicsRAMCHANDRA KODAM
This document provides an introduction to project management. It discusses the importance of project management, the project life cycle, categories of projects, causes of project failure, and the Project Management Body of Knowledge (PMBOK). It also describes the Project Management Institute (PMI) and the Certified Project Management Professional (PMP) certification.
The document discusses key concepts related to organization and departmentation. It defines organization as the detailed arrangement of work and working conditions to perform activities effectively. It provides principles of organization like functional definition, specialization, span of control, and scalar chain. The document also discusses different types of organization structures like line, staff, functional, divisional, project, and matrix structures. It defines departmentation as the process of grouping tasks into jobs and combining jobs into work groups and departments. The need for departmentation includes specialization, expansion, autonomy, fixation of responsibility, appraisal, and administrative control. It lists types of departmentation such as by function, product, territory, and customer.
The document discusses different types of project organizations including functional, pure project, matrix, and mixed organizations. It provides details on the structure and advantages and disadvantages of each type. Specifically, it describes the functional organization as housing projects within functional departments led by functional managers. It notes advantages like specialization but disadvantages like lack of coordination. It then explains the pure project organization has a self-contained team fully dedicated to the project, but can result in inconsistencies. Finally, it outlines the matrix organization uses a horizontal structure drawing multi-disciplinary employees to projects without removing them from functions, allowing for better coordination and resource utilization but potentially violating the unity of command principle.
The document discusses a project on the project life cycle. It explains that a project life cycle typically involves five stages: initializing, planning, execution, controlling, and closing. It also describes two common life cycle models - the stretched-S model and exponential model. The stretched-S model involves slow initial progress that speeds up during implementation before slowing again at closure. The exponential model involves continuous activity across numerous aspects. Effective project managers build trust with stakeholders through face-to-face interaction, but this trust can fade over time due to a project's dynamic environment involving uncertainties and rapid changes.
1. Environment scanning and forecasting are techniques used to assess an organization's environment and predict future outcomes. Scenario development and competitor intelligence are examples of environmental scanning.
2. Benchmarking involves identifying best practices among competitors by forming a team to collect internal and external data, analyze performance gaps, and create action plans.
3. Budgeting, scheduling, and other operational planning tools can help managers effectively allocate resources and plan activities.
Presentation of project management (905, scm. rajib ahashan rashel)ferozpatowary
A successful project management includes key elements like capital cost, time, and value. It also involves important processes such as project initiation, planning, execution, control and validation, and closeout and evaluation. There are different forms of project organization including line and staff, divisional, and matrix structures. Project management requires disciplined definition, planning, communication, and control to ensure projects deliver as intended.
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1. PGPM11 Page 1
ASSIGNMENT NO -1
ON
“PRINCIPLE & PRACTICES OF MANAGEMENT”
(PGPM – 11)
SUBMITTED TO:
NATIONAL INSTITUTE OF CONTRUCTION
MANAGEMENT
& RESEARCH (NICMAR) PUNE.
SCHOOL OF DISTANCE EDUCATION (SODE)
By
Mr. xxx
(PGDPM)
Reg.no.-xxx
3. PGPM11 Page 3
CONTENTS
SR.NO. DESCRIPTION PAGE NO.
1 SCOPE OF WORK 4
2 ORGANISATION STRUCTURE FOR THE
PROJECT
5
3 COMMUNICATION FLOW 11
4 RECOMMENDATIONS 13
5 BIBLOGRAPHY/ READINGS 14
4. PGPM11 Page 4
SCOPE OF WORK:
Construction of Housing Colony consists of 10 Bungalows for senior executives, 20Apartments in 5
buildings, 100dwellings forwhitecollarworkersand300dwellings forbluecollaredworkers.Colonywill
havemarket andentertainment complex.
TheKeyfunction requiredto becarriedoutasfollow:
Planning&Scheduling:
Planning involves formulation of a number of alternative realistic work plans for achieving
specified objectives. Finally selecting a plan which is best suited from the stand-point of
available resources and constraints imposed upon the project.
Scheduling is fitting of the final work plan in to a time scale. It shows the duration and
order of various construction activities.
There are basically 2 stages of planning i.e. Pre tender and post tender stages.
Organizing:
Organizing is concerned with division of total project in to manageable
departments/sections and systematically arranging various operations by delegating
specific task to individuals.
Staffing:
Staffing is the provision of people to fill the position so created. It involves Recruitment, Job
planning, Interviews, selection and placement etc. .
Directing:
The directing function is concernedwith the training to the subordinateto carryoutassigned
task, supervising their work and guiding their efforts. The essence of directing lies in the
ability to motivate people individually and as groups.
Controlling:
Controlling is necessary for ensuring effective and efficient working. It involves constant
review of the work plan to check on actual achievement and to discover and to rectify
deviations through appropriate corrective measures.
Coordinating:
Since authority coverage to the top of the organizational pyramid, it is necessary to bring
together and coordinate the work of various department and sections. This requires an
efficient system of communication so that each department and section is aware of its role
and assistance to be expected from others.
5. PGPM11 Page 5
ORGANIZATION STRUCTURE FOR PROJECT:
Directors
of Firms
Administra
tion (HO)
Project
Coordinator
General
Manager
Project
Manager
Electrician
&
Mechanic
SurveyorQA/QC
Engg.
Sr.
Engineer
Billing/
QC
Engg.
Billing/
QC
Engg.
Store
Keeper
Jr.
Engineer
Supervisor
Jr.
Engineer
Supervisor
Labour Finishing
contractor
Other
labour
contractors
Fitter/Carpenter
6. PGPM11 Page 6
Project coordinator/General manager/ Project Manager/ Construction Superintendent/
Planning and Controlling Manager, can be single individual. Project Manager/ resource
Procurement Manager/ Construction Superintendent all can be centralized in one person
depending on mass of project in terms of quantity of project and precision required in work.
However organization structure and number of staff to be deploy directly proportion to
quantum of work and activity required to be carryout in work and inversely proportion
schedule of work in which project has to be complete.
Site Organization:
After having decided the organizational structure in a construction company, the next step
is to spell out the tasks, power and responsibilities of all its functionaries. Telling an
accountant that he is to look after the accounts work or telling the foreman that he is to
supervise the daily wage workers at the site is not enough. Specific job detailing i.e. what is
to be done by whom, at what time and how it is to be done is the starting point of the site
organization. Site organization, in simple terms, means how to organize the construction
activities on site. A typical site organization for a division, headed by an executive engineer.
Important Duties/Roles Executive Engineer: To coordinate the work of various contractors
and to check whether all necessary instructions have been provided to the contractors. To
check the progress of work regularly and to arrange for rectification of faulty workmanship
or inferior quality material. Clearing all bills related to construction work for which he is the
final authority. To carry out technical audit and settlement of final contractual dues.
Important Duties/Role of Project Manager :
To coordinate the entire construction work on site and with the head office.
To direct and control the construction work on site. To employ work force, hire machinery,
engage sub-contractors and material suppliers with or without reference to head office
depending on the size of the project, policy of the firm, distance from head office and also his
standing within the firm. To organize, direct and control men working under him. To check
the Progress of work regularly in orders to avoid delay in construction work. To call
periodically joint meeting of several key personnel working at the site to review progress
and to issue instruction for speeding up work, if required. The duties of the resident
engineer, Site engineer etc. and are similar to those of the executive Engineer, Assistant
Engineer etc.
The setting up of a suitable organization for various civil engineering works is all the more
necessary because the construction industry is a competitive field of endeavors which is
susceptible to many risks, variable labours condition and diverse construction problems. In
order to be effective, an organization has to follow certain basic principle given below:
Principle of Objectives:
The organizational objectives should be clearly defined. The structure of the organization
should be geared to achieve these objectives at minimum cost and effort.
7. PGPM11 Page 7
The Scalar Principle:
An organizationalstructure consistsofdifferent levels ofauthority arrangedina 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. The importance of
scalar principle lies in the fact that the understanding of authority relationships within an
organization becomes easier. It also throws light on how different parts of an organization
are created and held together.
Principle of balance between Authority and Responsibility:
In order to work properly, it inessential that everyone knows his duty, responsibility and
authority of powers. Authority means right to act, decide and command. The delegate will
not be able to perform his task properly unless he is given necessary powers. So, whenever
a task is assigned to a person, he must be given sufficient power to exercise control in order
to achieve desired objectives. Responsibility is the obligation of a subordinate to perform
any job allotted to him by his superiors. A person, who is assigned responsibility to do a
certain job must be given appropriate authority to achieve the same. Thus authority and
responsibility go hand in hand and must be balanced rationally to produce best results. For
example, if a civil engineer in a construction firm is asked to carry out constructions of
differentstructure, andsnot givencorrespondingauthorityto procurethevariousresources,
responsibility given to the civil engineer would be illogical and unbalanced.
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 order. He should also know the persons both upwards and downwards whom he
is to consult. The principle that each subordinate report to only one superior is called the
"Unity of Command". This not only avoids confusion but also helps in maintaining definite
line of commands. In order to avoid indiscipline, delay,
Disorder and undermining of authority, a subordinate should receive orders from only one
superior and not from a number of superiors.
Principle of Span of Control:
According to this principle, there is a limit to the number of subordinates an executive can
effectively supervise. There are many factors on which the span of control depends, such as
the type of work, whether routine or repetitive, level in the organization, type of problems
encounteredandability of personinvolved. The optimum spanofcontrol variesfrom person
to person and job to job. Sometimes number six is taken as the effective span of control.
Principle of Depart mentation:
Depart mentation means the division of an organization in to several distinct departments
or sections. This helps in increasing efficiency and facilitates the execution of work. In order
to obtain optimum results, the function and scope of each department must be clearly
defined.
Principle of Specialization:
8. PGPM11 Page 8
According to this principle, activities of the organization should be grouped as per the
functions and assigned to individuals according to their specialization.
Principle of Communication:
The number of supervisory levels in an organization must be kept as small as possible. This
helps in shortening the line of communication for passing on information, instructions and
suggestions from the chief executive level to the first line supervisor.
Principle of Flexibility and stability:
Flexibility and stability in an organization are closely inter-related. On the one hand, an
organization should be flexible enough to assess the changes which often become necessary
because of internal and external situations. While on the other hand, the organization must
be stable enough to withstand any organizational change which becomes necessary for the
accomplishment of its objectives.
Principle of Motivation and Professional Growth:
The organizational structure should be such that it provides enough opportunities to its
personnel for its professional growth and upward or lateral mobility. Job roles should be
such that each member of an organization achieves professional satisfaction and is
motivated towards loyalty for the organization.
Principle of Continuity:
The organizational structure should be dynamic so that it not only provides for the activities
necessary to achieve its objectives but also for the continuation of such activities in the
future.
This maintains a link between the past and the future. The project management team is led
bya projectmanager,who is theagent ofthe client and actson hisbehalf. Heeither appointed
by the client or is position at sight by the construction management consultant of the client.
Hecoordinatesandcommunicates withal the agenciesengagedin projectwork. In particular,
he is accountable for planning, mobilizing, and motivation directing, coordinating and
controlling all the activities at the project site which are necessary for achieving the project
objectives of time, cost & quality. Loosely, the site in-charge of a major contractor is also
referred as contractor's project manager or general manager or construction manager. The
achievement of these project objectives is closely linked with the skill, effectiveness and
efficiency of the project management team, and how it is organized for conducting its
operations. This team consists of the functional of heads or the body of manager in a project.
To quote example, Turnkey contractor's project management team comprising of heads of
staff and line department of a typical housing units building construction project of
bungalows, Apartments etc. as shown below:
Establishing Workers' Productivity Standards The basic equation for determining the
workers required for accomplishing a specific activity is as
Workers required = Work quantity X Workers' productivity Standards/ Completion Period
Workers' Productivity Standards = Worker's output norms X production efficiency factor
9. PGPM11 Page 9
Workers' productivity standard is defined as the effort in man-days or man-hours needed
for accomplishing a unit quantity of work, while working efficiently but allowing for normal
delays and wastage.
Work quantity of the activity involved is expressed in standard work units.
Completion period is taken as working days or hours planned or earmarked to accomplish
the task.
Workersproductionnormsareexpressedis man-days orman hours,categorywise required
for accomplishing the unit work.
Production efficiency factor is the multiplier used to convert production norms
into productivity standards expected under job condition at the site.
In this basic equation for determining manpower, the quantity of work to be performed
can be accurately estimated from the construction drawings and specifications. If the work
is to be completed within the stipulated period, the variable in assessment of workers
‘requirement is the productivity standard.
Authority to carry out function:
I.S. 10302: 1982, Indian standards on "Unified nomenclature of workman for civil
engineering", published by its construction management section committee includes
around95 categories of labours. The trade categories and crew sizes used for determining
construction output also varies with various agencies publishing output planning norms. On
the whole, for a given project, nomenclature of the trade categories needed for
workers' planning, mobilizing and monitoring productivity, should be identified and
standardized.
Suitable sub junior level Workers
Construction works:
Shuttering Carpenter, wood Polisher, Carpenter helper, concrete Mason, Mason, Tiling
Mason, Mason helper, rebar fabricator, rebar helper, Painter, painter, helper, Electrician,
Electrical helper, Plumber/Pipe Fitter, Plumber Helper, General Helpers.
Mechanical Trade:
Light vehicle drivers, Heavy vehicle drivers, equipment operators, Blacksmith, welder, sheet
fabricator, auto Electrician, Mechanic/operator, Helpers, Riggers and other categories.
Actual strength of workers category wise or construction work adjustment for daily
manpower requirement:
Sr. Engineer:
To check the specifications of construction jobs in regard to the quality of materials, method
of workmanship. To plan and organize construction work in his section in order to avoid
delay in the process of work. To keep a record of all measurements of work done and tests
carried out at site. To report regularly to the executive engineer on all the above matters.
10. PGPM11 Page 10
Junior Engineer/Supervisor/Foremen:
To supervise the execution of work at the site in their respective sections. To place indents
of material well in advance to avoid delay in the progress of construction work. To control
and provide technical guidance to workers. To check and test materials for quality and
quantity. To measure the quantity of work done for the purpose of payment and progress.
To report regularly to the assistant engineer on all matters related to site.
Role of Mistry/Skilled worker:
This category includes carpenters, steel fixers, machine operators, drivers, fitters,
pipe jointers etc. They are usually recruited locally for their respective jobs. Their job is to
keep the work going at the right speed and in the right manner in their sections.
Role of Laborers:
They are the ones who assist skilled workers and performed many unskilled jobs at the site.
The expect the right payment and need to be given clear instructions regarding what to do.
In contractor’s site organization, key persons involved in a project.
11. PGPM11 Page 11
COMMUNICATION REQUIREMENT AND FLOW:
Co-ordinationofworkers their views and finally completion of projectarethe necessarytask
of manager. He has to collect views of various persons at different level and required to
execute the job to be more correct, realistic and feasible. He is also required to co-ordinate
various gangs, persons involved in construction. He has also to co-ordinate various activities
in a project.
Motivation is veryessential in modernmanagement technique. The job ofmanagerial person
is to motivate the workers for effective working. This can be achieved by
economic, psychological and sociological satisfaction of workers. Functional authority is the
common thing in organization. It is the power which an individual or department may have
delegated to it for specific processes, practices, policies and related matters. A Managing
Director may have the complete authority to manage the company subject to the
superintendence and control of board of Directors. But he is not expert in every function in
the company and has officer responsible for technical, production, finance, personnel
matters etc. Theoretically all these officers must give advice to managing Director and the
latter alone will issue instructions. However, Managing Director delegates authority to these
officers to issue instruction directly to the line organization.
On the human level, controls often comes down to telling people what to do and criticizing
them or applying other pressures if they don’t do what they are told. This aspect of
controlling performance is inescapable. It can pose a problem because many people do not
like to be controlled or to be corrected for off-standard performance. To a certain extent, the
difficulty must be simply endured. Part of the unique responsibility of the managerial job is
to exert this control over subordinate and to accept and deal with any negative effects as
expressed in anger, resentment, complaints or temporarily lowered morale. A supervisor
who cannot at least partly offset the human problems of control will be at a distinct
disadvantage becauseperformancestandardsasfarmore successful when they are willingly
accepted by the people who must strive to meet them. The main objective of any
management, i.e. to achieve a time cost balance relationship by proper planning and
scheduling the project has already been explained in previous clauses. Man power and
equipment have been assumed to be available as and when they are needed, which is off
coursenotusual. The basicplanning problemis therefore,howto decidebetween alternative
ways of using resources such that the best profits are obtained. These decision are perhaps
more difficult that the management has to face. The ³resource analysis report´ allows a
manager to best use all means at his disposal. It is a technique to level out the peaks and the
valleys that prevail in the managers industry. In planning resource requirements, therefore,
the following key questions have to be answered. What are the total requirements of
resourceforaprojectoverits duration?If resourceavailable are insufficient than what is the
minimum duration by which the completion period of the project can be delayed?
What is the best utilization of the available resources to carry out the project in a fixed time.
There are two basic problems involved in resource scheduling. Project duration being fixed,
to level or to smoothen the resource demand avoiding peak sand valleys as far as possible. It
12. PGPM11 Page 12
is called resource aggregation, i.e. unlimited resources are available for disposal. With fixed
availability of resources, to minimize the project duration, i.e. Resource allocation. It occurs
when there is scarcity of resources.
13. PGPM11 Page 13
RECOMMENDATIONS
The data available is inadequate, since there are no details regarding the finance available
for the project. If it had been given, it would have been more feasible to decide the strength
of manpower and would also help for better resource allocation of the project.
14. PGPM11 Page 14
BIBLIOGRAPHY / READINGS
MANAGEMENT – A GLOBAL PERSPECTIVE
BY HAROLD KOONTZ
MANAGEMENT IN ORGANISATIONS
THE LESSON BOOK COMPILED BY NICMAR
INTERNET