MANAGEMENT AND ORGANISATION 11/20/2018 ORGANIZATION AND MANAGEMENT ORGANIZATION AND MANAGEMENT 11/20/2018 RMK 252/LECTURE 1/NOV 04

Organization and The Needs for Management ORGANIZATION AND MANAGEMENT Organization and The Needs for Management we are members of one organization or another - a sport team - a musical group - a civic organization - a religious organization - arm forces - business some are formal - army - business Informal - sports team - musical group common elements - goals - plan + mobilization of resources - managers/leaders 11/20/2018 RMK 252/LECTURE 1/NOV 04

WHY ORGANIZATION IS NEEDED ORGANIZATION AND MANAGEMENT WHY ORGANIZATION IS NEEDED Serves society. Accomplish objectives. Preserves knowledge. Organizations provide career. 11/20/2018 RMK 252/LECTURE 1/NOV 04

WHY MANAGEMENT IS NEEDED TO SERVE ORGANISATIONS TO GUIDE ORGANISATIONS TO PLAN FOR ORGANISATION TO CONTROL ORGANISATION TO MONITOR ORGANISATION 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT In size, diversity, complexity Management is an intellectual work – people in organization TYPE, SIZE Organization GOALS Organizations Growth In size, diversity, complexity Management effectiveness efficiency “Social Technology” – Design and Managing Organization Effective Management – in our greatest accomplishment. To date: Nunber of professional managers? 11/20/2018 RMK 252/LECTURE 1/NOV 04

Organization and Internal Culture ORGANIZATION AND MANAGEMENT Organization and Internal Culture A set of values, belief, understanding Commonly shared Management Role:- to shape up culture – management style. Organizational Culture & Management Style Have significant impact on 2 fundamental values; Productivity Well being Increase performance 11/20/2018 RMK 252/LECTURE 1/NOV 04

Managerial and Organizational Performance ORGANIZATION AND MANAGEMENT Managerial and Organizational Performance Organizational goal/objectives Performance is a measure of goals/objective accomplishment. Managerial Performance How well managers do their jobs 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT ORGANISATIONAL PERFORMANCE LARGELY DEPEND ON MANAGERIAL PERFORMANCE THE MEASURE OF HOW EFFECTIVE AND EFFICIENT A MANAGER IS – HOW WELL HE OR SHE DETERMINES AND ACHIEVES APPROPRIATE OBJECTIVES 11/20/2018 RMK 252/LECTURE 1/NOV 04

DOING THINGS RIGHT DOING THE RIGHT THING EFFICIENCY EFFECTIVENESS 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT GROWTH TYPE, SIZE CULTURE Performance ORGANIZATION GOALS Effective Efficiency Management management style 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT DEFINITION Structuring and integrating activities. People and task and cooperation in interdependent relationship. So Organisation is: goal oriented arrangement Psychosocial system – people interact in groups Technological system An integration of structured activities. 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT EVOLUTION OF ORGANIZATION LARGE COMPLEX MULTIPLE OBJECTIVES SMALL FAMILIES VILLAGES COMMUNITEE FEUDAL NATION OTHER SOCIAL ORGANIZATIONS BUSINESS ORGANIZATIONS MANAGERS & ADMINISTRATORS MANAGERS SMALL SIMPLE SINGLE OBJECTIVE 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT ORGANIZATION CHART TOP CEO MANAGER MIDDLE BOTTOM 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT ENVIRONMENT ENVIRONMENT 2 1 INPUT OUTPUT 5 4 3 ENVIRONMENT Goal & values sub-system Technical sub-system Structural sub-system Pschosocial sub-system Managerial sub-sistem ORGANIZATION AS A SYSTEM 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT DEFINITION Many authors defined management differently due to differ in perceptive and backgound. Till today there is no definition that can be regarded as comprehensive and totally acceptable at all situation. As a process where a group of people cooperate and coordinate their actions to achieve the same goal. - Massie, J.L., Essentials of Management…. As a process that responsible for effective planning and organizing a firm operations. - Brech. Is mental (thinking, intuiting and feeling) work performed by people in an organizational context. - Kast & Rosenzweig, 1979. 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT (iv) As the art of getting thing done through other people. - Mary P. Follet (v) As a process of planning, organizing, leading and controlling the work of organization members and of using all available resources to reach stated organizational goals. - J.A.F. Stoner, Management, 1982. (vi) And many more All the above definitions shows that: They are different; Emphasize different things; Overlapping term; But, The keyword is: A PROCESS. Management is a process of integrating resources (human, plants, materials) which are unrelated to become a system so that organizational goals can be achieved effectively. 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT Achieving Organization Goals MANAGEMENT CONCEPT M A N A G E M E N T Management Process Forecasting Planning Organizing Coordinating Controlling Motivating Resources Human Plants Materials Achieving Organization Goals 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT LEVEL OF MANAGEMENT Environment strategic top CEOs coordinative Functional managers middle operative bottom First line Managers 11/20/2018 RMK 252/LECTURE 1/NOV 04

FUNCTIONAL & GENERAL MANAGER ORGANIZATION AND MANAGEMENT FUNCTIONAL & GENERAL MANAGER Functional Management General Manager(GM) Functional Management First-line Managers First-line Managers 11/20/2018 RMK 252/LECTURE 1/NOV 04

Percentage Spent on Functional Activities by Organizational Level ORGANIZATION AND MANAGEMENT Percentage Spent on Functional Activities by Organizational Level Top Managers Planning 28% Organizing 36% Leading 22% Controlling 14% Middle Managers Planning 18% Organizing 33% Leading 36% Controlg 13% First-line Managers Planning 15% Organizing 24% Leading 51% Controlg 10% Mahoney et. al., 1965. 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENTIS Skills For Effective Performance Top Middle Bottom Conceptual Conceptual Conceptual Human Human Human Technical Technical Technical 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT The Challenge of Management Preparing for the Future Management may rely heavily on Human Skills & Conceptual Skills Major Changes Includes: Paradigm Shifts Chaos Theory Workplace Diversity Merger & Acquisition Not-for-profit Organization Globalization 11/20/2018 RMK 252/LECTURE 1/NOV 04

The Challenge of Management ORGANIZATION AND MANAGEMENT The Challenge of Management Paradigm Shifts It is a mind-set that presents a fundamental way of thinking, perceiving and understanding the world. Watch Technology Travel Technology Construction Procurement System 11/20/2018 RMK 252/LECTURE 1/NOV 04

The Challenge of Management ORGANIZATION AND MANAGEMENT The Challenge of Management Chaos Theory The Existence of Randomness & Disorder Unpredictable Shifting Paradigm from Predictable and control future events To Flexible, adaptable & stay connected with customers and environment. Managers concern more on Facilitating teams and managing overall pattern Than Detailed planning and controlling 11/20/2018 RMK 252/LECTURE 1/NOV 04

ORGANIZATION AND MANAGEMENT The Challenge of Management Workplace Diversity Organization must learn to Welcome Diverse people at the Upper Ranks Different Sex Different Race Different Nationality Internet 11/20/2018 RMK 252/LECTURE 1/NOV 04

The Challenge of Management ORGANIZATION AND MANAGEMENT The Challenge of Management Merger and Aquisitions Mergers and Reorganizations are seen as an Opportunity for Companies to become more efficient. Managers must be flexible to work for New Bosses 11/20/2018 RMK 252/LECTURE 1/NOV 04

The Challenge of Management ORGANIZATION AND MANAGEMENT The Challenge of Management Globalization Managers need to think Globally because are enmeshed with Foreign competitors, suppliers, and customers. AFTA NAFTA EU Successful managers of tomorrow will be able to cross borders, will be good at language, and will Understand cultural differences. Global experience is a prize asset of the managers of tomorrow. 11/20/2018 RMK 252/LECTURE 1/NOV 04

MANAGEMENT AND ORGANIZATION Size, diversity, complexity Internal Culture Environment Performance ORGANIZATION Quality Strength GOALS Management Manager - Productivity - Well being Different styles Permanent & Temporary 11/20/2018 RMK 252/LECTURE 1/NOV 04

CONSTRUCTION 11/20/2018 RMK 252/LECTURE 1/NOV 04

PROJECT MANAGEMENT – AN ORGANISATION VARIOUS INPUT PROJECT OBJECTIVE MANAGEMENT PROJECT MANAGEMENT – AN ORGANISATION 11/20/2018 RMK 252/LECTURE 1/NOV 04

CONSTRUCTION – A PROCESS TENDER PDESIGN DESIGN CONSTRUCTN OCCUPATN PROJECT OBJECTIVE CONSTRUCTION PROCESS CONSTRUCTION – A PROCESS 11/20/2018 RMK 252/LECTURE 1/NOV 04

COST TIME QUALITY SATISFACTION OBJECTIVE PROJECT 11/20/2018 RMK 252/LECTURE 1/NOV 04

MULTIPLE INPUT PROCESS VARIOUS SPECIALISTS & ACTIVITIES PRE DESIGN DESIGN CONSTRUCTION OCCUPATION PROJECT OBJEKTIVE VARIOUS SPECIALISTS & ACTIVITIES MULTIPLE INPUT PROCESS 11/20/2018 RMK 252/LECTURE 1/NOV 04

PREDESIGN CONTRIBUTORS CLIENT INTENTION LAND MATTERS ACQUISITION  CONVERTION AMALGAMATION CONTRIBUTORS MARKET STUDY FEASIBILITY STUDY DESIGN CONCEPT PROJECT MANAGER VALUER LAND SURVEYOR QUANTITY SURVEYOR ARCHITECT PLANNER RESEARCHER 11/20/2018 RMK 252/LECTURE 1/NOV 04

CONTRIBUTORS DESIGN STAGE · LAYOUT PLAN · ARCHITECTURAL DESIGN ·        C & S DESIGN ·        DETAILINGS ·        M & E DESIGN ·        LANDSCAPE DESIGN ·        AUTHORITIES APPROVAL   o       PLANNING o       SUB-DIVISIONS o       BUILDING DESIGNS o       STRUCTURAL DESIGN ·        M & E DESIGN CONTRIBUTORS PROJECT MANAGER VALUER LAND SURVEYOR QUANTITY SURVEYOR ARCHITECT PLANNER RESEARCHER 11/20/2018 RMK 252/LECTURE 1/NOV 04

CONTRIBUTORS TENDERING BILL OF QUATITIES SPECIFICATION RATES ·      DRAWINGS BILL OF QUATITIES SPECIFICATION RATES CALL FOR TENDER SUBMISSION OF TENDER EVALUATION OF TENDER AWARD OF CONTRACT   CONTRIBUTORS PROJECT MANAGER QUANTITY SURVEYOR  ARCHITECT PLANNER 11/20/2018 RMK 252/LECTURE 1/NOV 04

CONTRIBUTORS CONSTRUCTION · TAKE OVER SITE · MOBILIZATION OF RESOURCES o       MANPOWER o       MATERIAL AND COMPONENTS o       PLANT AND EQUIPMENT ·        ACTUAL CONSTRUCTION ·        PRACTICAL COMPLETION ·        OBTAINED O.C. CONTRIBUTORS PENGURUS PROJEK JURUUKUR BAHAN  ARKITEK C & S M & E CONTRAKTOR 11/20/2018 RMK 252/LECTURE 1/NOV 04

CONTRIBUTORS OCCUPATION HANDING OVER DEFECT LIABILITY PERIOD (DLP)   HANDING OVER DEFECT LIABILITY PERIOD (DLP) FINAL ACCOUNT CONTRIBUTORS PENGURUS PROJEK JURUUKUR BAHAN  ARKITEK C & S M & E CONTRAKTOR 11/20/2018 RMK 252/LECTURE 1/NOV 04

PROJECT MANAGEMENT - A PROCESS MANAGEMENT PROCESS PREDESIGN DESIGN CONSTRUCTION OCCUPATION OBJEKTIVE PROJECT MANAGEMENT PROCESS PROJECT MANAGEMENT - A PROCESS 11/20/2018 RMK 252/LECTURE 1/NOV 04

PLANNING VS CONTROLLING IN CONSTRUCTION HIGH CONTROLLING PLANNING LOW PREDESIGN DESIGN CONSTRUCTION OCCUPATION PLANNING VS CONTROLLING IN CONSTRUCTION 11/20/2018 RMK 252/LECTURE 1/NOV 04

THANK YOU 11/20/2018 RMK 252/LECTURE 1/NOV 04