CONSTRUCTION PROJECT MANAGEMENT (CPM)

2. HRDS
• HRD is an important process. In the engineering
environment ,HRD is usefull to the employees of
an organization in the following ways :
1. To increase their capacity for doing different
activities .
2. To increase general capability of different
employees.
3. To develop such an organization in which team
work and relations between supervisor and
workers to becomes cooperative and strong.

3. THREE IMPORTANT FACT IN HRDS
• In any organization its employees are
considered as important tool.
• Human resource have some specical
charateristics. Therefore ,they cannot be
considered as material resources .
• Human resources are concentrated on other
human units . Such units includes ,person
,team,organization.

4. Features/ Characteristics of HRD
• HRD is a planned learning process:
• Ongoing activity, which is dynamic and
proactive in nature:
• Involves development of employee
competencies and organizational
effectiveness:
• Draws heavily on behavioral science
knowledge:
• Based on systems perspective:

5. Objectives of HRD
• HRD aims at developing:
• Capabilities of all individuals working in an organization in
relation to their present role.
• Capabilities of each employee as an individual
• Capabilities of each employee in relation to his/her
expected future role.
• Dynamic relationship between each employee and his/her
employer.
• Team spirit and functioning in every organizational unit.
• Collaboration among different units of the organization.
Organization's overall health and self renewing capabilities.

6. Benefits of HRD
• HRD has the following benefits:
• Improves the capabilities of employees.
Improves team work.
• Leads to greater organizational development.
• Performance related rewords help employees
realize the importance of utilizing their skills
fully in the service of organizational goals.

7. Evolution of HRD
• The early part of the century saw a concern for
improved efficiency through careful design work.
• In the middle part of the century, emphasis
shifted to the availability of managerial personnel
and employee productivity.
• Recent decades have focused on the demand for
technical personnel, responses to new legislation
and governmental regulations, increased concern
for quality of working life, total quality
management and a renewed emphasis on
productivity.

8. SYSTEM OF HRD
• APPRAISAL SYSTEM
• CARRIER SYSTEM
• TRAINING SYSTEM
• WORK SYSTEM
• CULTURAL SYSTEM
• SELF RNEWAL SYSTEM

9. APPRAISAL SYSTEM
• This system deals with performance of the
employees. There are three methods of
appraisal .
1. Performance appraisal
2. Potential appraisal
3. Performance coaching
In the present environment ,performance
review and performance coaching are more
and more emphasis.

10. 10
Career Development
• Ongoing process by which individuals
progress through series of changes until
they achieve their personal level of
maximum achievement.
–Career planning
–Career management

11. 11
Training and Development (T&D)
• Training – improving the knowledge, skills and
attitudes of employees for the short-term,
particular to a specific job or task – e.g.,
– Employee orientation
– Skills & technical training
– Coaching
– Counseling

12. 12
Training and Development (T&D)
• Development – preparing for future
responsibilities, while increasing the capacity
to perform at a current job
– Management training
– Supervisor development

13. WORK SYSTEM
• Work system has not given much importance
in HRD must include the matters related to
work here are four things are important:
1. Work analysis
2. Work quality
3. Productivity
4. Stress management

14. CULTURAL SYSTEM
• Cultural system is also not given much
importance in HRD . It must include:
1. Culture of an organization
2. Communication
3. Award system

15. SELF –RENEWAL SYSTEM
• An organization must concentrate on its
health along with progress. It must find out
causes of various problems and necessary
remedial steps should be taken.

16. ROLE OF SUPERVISOR AS A TRAINER
AND MOTIVATOR
• In a pyramidic structure of the organization,
supervisors are placed at the lower level of the
management.
• The supervisors are the connecting link between the
higher levels of management and the innumerable
operators in the production department.
• Supervisors pass the instructions and orders of the
higher management to workers or operators and he
submits the demand and expectations of the
operators.
• Sometimes supervisors are put in an awkward and
embarrasing situation especially when the higher
management turns down many of the demands,
requests and expectations of the operators.

17. Supervisor's role as a facilitator
• A supervisor as a facilitator to the operators play the following role :
• To sell his ideas to the higher management about the importance
of the training to the workers. To increase the involvement of the
higher management through reasonable budget allocation for
training. He should possess an excellent and latest technical
knowledge.
• He is ableto impact the technical training to the level of his
technical skill. The operators will receive him as a good trainer only
when he possesses onexcellent skill.
• As a supervisor is in close contact with the operators, he is in a
better position to understand their expectations and aspirations.
Thus, he is in a better position to design the training programme
suitable to them.

18. (b) Supervisor's role as motivator :
1. Supervisor as a manager and leader possesses higher level of
human skills. He is in a better position to plan, organize, assign
and measure the performance of operators through conditions
feed-back.
2. A supervisor serves as a link between the higher management and
operators. A supervisor transmits the broader outlook and
strategic considerations through elevating the narrows and self-
centred approach towards ajob.
3. The business situation is exposed to the continuous changes in
the environment. The business unit has to adjust to such
changing environments. As the operating staff generally resists the
changes, the supervisor plays a crutial role in convincing the
operating staff to adopt the change. Through varied Motivating
techniques he developes a favourable attitude of the workers
towards the change.

19. TECHNIQUES TO DEAL HUMAN
RESOURCES EFFECTIVELY
• It is the common experience that all people in the
group or society, cannot become leader. In fact
effective leadership is a combination of innate traits
and acquired techniques.
• Keith Davis observes that for a successful leadership
instead of traits, the behaviour patterns of the leader
play an important role in the successful leadership. The
behaviour pattern of a leader, changes from situation
to situation.
• Such behaviour skill of a leader is attained through the
training, experience, concern for the people and of
course the broad-based vision of a leader.

20. Some important tricks and techniques
of successful leaders are enumerated
as under :
• To provide apportunities for growth and development through training and
development, and to create an environment to enhance their participation in
such schemes. It is also necessary to provide the periodic feeback about the
incremental change.
• To provide appropriate and sufficient staff and support functions for the basic
operating activities.
• To restructure the jobs so that job performance and feedback about the
performance become efficient and effective.
• To provide the participation of the subordinates and lower level managers in a
decision making process.
• To eliminate the chances of interpersonal conflicts. This can be attained through
measures like independent operations, proper provisions and scheduling of
scares resources, job clarity, role clarity, goal clarity etc. In case, if conflicts are
generated, they should be immediately resolved and their future recurrence
should be avoided throughbringing some long-term resolutions.

21. • To encourage the group morale through effective team-building. As far as
possible to allow the team or group to resolve their problems with least
interference of the higher management.
• To place and transfer the people contributing to the job satisfaction. To take
appropriate steps to enhance the job empowerment.
• To create an environment which will be condusive to co-ordinated and co-
operative efforts. To develop high degree of understanding among group
members through effective communication and group meetings.
• To encourage an environment for the development of individual creativity,
initiatives and innovativeness

22. MADE BY:-
dinesh ahir 156530306002
vinay bhawnani 156530306008
jagdish chhabhadiya 156530306012
vishal dasvani 156530306014
Gudied by:-
Deepak sir

23. THANK U