1. MANAGEMENT AND ORGANISATION
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ORGANIZATION AND MANAGEMENT
ORGANIZATION AND MANAGEMENT
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RMK 252/LECTURE 1/NOV 04

2. 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
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3. WHY ORGANIZATION IS NEEDED
ORGANIZATION AND MANAGEMENT
WHY ORGANIZATION IS NEEDED
Serves society.
Accomplish objectives.
Preserves knowledge.
Organizations provide career.
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4. WHY MANAGEMENT IS NEEDED
TO SERVE ORGANISATIONS
TO GUIDE ORGANISATIONS
TO PLAN FOR ORGANISATION
TO CONTROL ORGANISATION
TO MONITOR ORGANISATION
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5. 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?
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6. 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
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7. 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
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8. 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
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9. DOING THINGS RIGHT DOING THE RIGHT THING EFFICIENCY EFFECTIVENESS
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10. ORGANIZATION AND MANAGEMENT
GROWTH
TYPE, SIZE
CULTURE
Performance
ORGANIZATION
GOALS
Effective
Efficiency
Management
management style
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11. 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.
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12. 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
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13. ORGANIZATION AND MANAGEMENT
ORGANIZATION CHART
TOP
CEO
MANAGER
MIDDLE
BOTTOM
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14. 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
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15. 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.
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16. 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.
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17. 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
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18. ORGANIZATION AND MANAGEMENT
LEVEL OF MANAGEMENT
Environment
strategic
top
CEOs
coordinative
Functional managers
middle
operative
bottom
First line Managers
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19. FUNCTIONAL & GENERAL MANAGER
ORGANIZATION AND MANAGEMENT
FUNCTIONAL & GENERAL MANAGER
Functional Management
General Manager(GM)
Functional Management
First-line Managers
First-line Managers
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20. 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.
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21. ORGANIZATION AND MANAGEMENTIS Skills For Effective Performance
Top
Middle
Bottom
Conceptual
Conceptual
Conceptual
Human
Human
Human
Technical
Technical
Technical
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22. 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
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23. 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
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24. 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
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25. 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
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26. 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
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27. 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.
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28. MANAGEMENT AND ORGANIZATION
Size, diversity, complexity
Internal Culture
Environment
Performance
ORGANIZATION
Quality Strength
GOALS
Management
Manager
- Productivity
- Well being
Different styles
Permanent &
Temporary
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29. CONSTRUCTION
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30. PROJECT MANAGEMENT – AN ORGANISATION
VARIOUS INPUT
PROJECT
OBJECTIVE
MANAGEMENT
PROJECT MANAGEMENT – AN ORGANISATION
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31. CONSTRUCTION – A PROCESS
TENDER
PDESIGN
DESIGN
CONSTRUCTN
OCCUPATN
PROJECT OBJECTIVE
CONSTRUCTION PROCESS
CONSTRUCTION – A PROCESS
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32. COST TIME QUALITY SATISFACTION OBJECTIVE PROJECT 11/20/2018
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33. MULTIPLE INPUT PROCESS
VARIOUS SPECIALISTS & ACTIVITIES
PRE DESIGN
DESIGN
CONSTRUCTION
OCCUPATION
PROJECT OBJEKTIVE
VARIOUS SPECIALISTS & ACTIVITIES
MULTIPLE INPUT PROCESS
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34. 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
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35. 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
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36. 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
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37. 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
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38. 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
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39. PROJECT MANAGEMENT - A PROCESS
MANAGEMENT PROCESS
PREDESIGN
DESIGN
CONSTRUCTION
OCCUPATION
OBJEKTIVE PROJECT
MANAGEMENT PROCESS
PROJECT MANAGEMENT - A PROCESS
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40. PLANNING VS CONTROLLING IN CONSTRUCTION
HIGH
CONTROLLING
PLANNING
LOW
PREDESIGN
DESIGN
CONSTRUCTION
OCCUPATION
PLANNING VS CONTROLLING IN CONSTRUCTION
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41. THANK YOU
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