Management Principles in the Construction Industry

Management Principles in the Construction IndustryTask 1 Management Techniques (1.1, 1.2, 1.3)Define and attri plainlye three established definitions of concernFredrick Taylor detect that deformers were practically working beneath their potential and he designed a four stage method to overcome this problemBreak the trade into its sm every last(predicate)est elementsSelect the most qualified employees to do the job and train them to do it.Monitor the employees to reckon that they follow the prescribed methods.Continue in this mood, simply only champion-valued function the employees that perform the work salutary.In 1911, Taylor published dogmas of scientific circumspection in which he described methods of work designed to make for up productiveness. M any studies were performed at the Bethlehem leaf blade companionship in Pittsburgh where he examined the while and motion details of work operations. He developed split up methods for execute specific tasks and tr ained the workers to perform them.In one experiment he increased the make of a worker loading pig campaign onto a rail car. He broke the task d experience into its sm each(prenominal)est operations, clock each one with a stopwatch. The task was so redesigned, reducing the itemize of movements as well as the effort required and the potential sources of error. land breaks were introduced at specific intervals for a specified duration and a derivative pay scale was in any case used to improve the production pass judgment.The workers specify upput rate increased from 12 to 47 tons per dayTaylor was cognize as the father of scientific circumspection.Frank (1868 to 1924) and Lillian (1878-1972) GilbrethThe Gilbreths, a husband and wife multitude, developed federal agencys to increase workers output. They believed that it was possible to design work methods whose durations could be estimated in advance, quite than utilise time studies found on observation. oneness of his studies related to bricklaying. He filmed all of the required movements to perform the task. This enabled him to tempt the tasks that made up each stage of the process.As a result, he designed and patented special scaffolding to reduce the amount of diversion and reaching. This changed an 18 stage process into a five stage process, increase productiveness by around 200%.The Gilbreths defined motion take in as breaking work down into its fundamental elements, studying the elements both(prenominal) separately and both in relation to each other so as to minimise waste.They defined time study as a scientific analysis of methods and equipment used for a task, development of the high hat way of doing it and determination of the time required to perform it.Frank Gilbreth is bopn as the father of time and motion studies.Administrative ManagementAdministrative perplexity considers the running of the total organisation. Some of the study contributors arHenri Fayol (1841 to 1925) was a cut engineer.Fayol was the first to distinguish the four management functions homeworkOrganisingLeading imperativeFayol was known as the father of modern managementHis principles of management included, category of work, authority and responsibility, discipline and genial club, sensation of bid and straightawayion, subordination of individualist lodge ins to general goals, job security and remuneration of personnel.Max Weber (1864 to 1920) was a German sociologist and economistWeber outlined the model of bureaucratism. He saw bureaucracy as the most logical and appropriate structure for large organisations. Bureaucracies be based on authority which comes from justness, procedures, rules, etc.He believed that efficiency in bureaucracies comes fromHierarchical structureClearly defined and specialised job functions physical exercise of strict and taxonomic rules and proceduresAppointment of employees to job based and technical expertisePromotions of employees based on c ompetenceClearly defined c argoner pathsHis work is the foundation of con jury-rigged organisation theory.Mary parker Fol allowt (1868 to 1933) was an Ameri butt joint lecturer and management consultantFollets concepts includedThe universal goalThe universal goal of organisations is an integration of individual effort into that of the whole company.The universal principleThe universal principle involves reciprocal response emphasising feedback to the sender, ( the concept of two way communication).The law plazaThe law of the mooring emphasises that in that compliance is non a single best way of doing anything, but that it all depends on the situation.Behavioural or human relationsManagement, which appe atomic number 18d in the 1920s, dealt with the human aspects of the organisations. Initially, it was a reaction to the shortcomings of the classical theories of management.Behavioural research began with the Hawthorne studies which were conducted between 1924 and 1933 at the Hawt horne plant of the western electric company in Cicero, Illinois by Elton mayo and his colleagues.Elton Mayo (1880 to 1949)Mayo believed that work satisfaction depends to a greater extent on working conditions and attitudes than on the level of remuneration. He rejected Taylorism and that work should be considered as a group application.He proposed that workers needed recognition of their efforts and tnat a gumption of belonging was more important than the physical working conditions.Mayo place the Hawthorne effect. This is the bias that occurs when populate know that they argon existence observed.The Hawthorne studiesThe Hawthorne studies included the b regenerateness experiments.The aim of these studies was to investigate the effect of operating conditions on productivity. Illumination experiments were carried out to establish whether better lighting conditions would lead to increased productivity.It was found that employees productivity increased whether the light were tu rned up or down. However, the increased productivity was found to be a result of the attention received by the group, not the working conditions.Another study found that employees do not work as fast as they can when they atomic number 18 being paid piece rate wages. Instead, they pull up stakes perform informally to a level set by the group.The conclusion was that there was no direct cause and effect between operating conditions and productivity. Worker attitude and confederate pressure was found to be more important.1.2Explain the principles and processes of management foretellingThe Principles and forecasting of ManagementPrinciples of ManagementThe principles areTo commandMaintain the activity among the personnel.ForecastingTo be able to predict the outcomes of line of business behaviour or persistence sector finished the use of experience, qualification or with the use of statistics or other previous records.(The go to place for management)Forecasting is an strong reci tal use as a starting point for management cooking and finish making. General types of forecasting include trend examination, regress analysis, Delphi technique, time series analysis, correlation, exponential smoothing, and input-output analysis.Daily business intend readiness is an incredibly effective way for handlers to stay focused on achieving their own goals and the goals of the organization for which they represent.OrganisingBuild up the structure, both material and human, of the undertaking.MotivatingTo push and inspire other to carry out tasks or jobs to be immaculate and principal(prenominal)tain momentum or the working pace of the operatives.Controlling comprehend that e precisething occurs in conformity with established rule and expressed command.Coordinating covering fire together, unifying and harmonizing all activity and effort.CommunicatingHenri Fayol published 14 principles of management these principles are(Fayol)Division of Work. Specialization allows the individual to build up experience, and to unceasingly improve his skills. Thereby he can be more productive.Authority. The right to issue commands, along with which essential go the balanced responsibility for its function.Discipline. Employees must(prenominal) obey, but this is two-sided employees will only obey night clubs if management ply their part by providing good leading. agreement of Command. Each worker should take a shit only one boss with no other conflicting lines of command.Unity of Direction. People engaged in the same kind of activities must moderate the same objectives in a single plan. This is essential to ensure unity and coordination in the enterprise. Unity of command does not exist without unity of heed but does not of necessity flow from it.Subordination of individual interest (to the general interest). Management must see that the goals of the firms are always paramount.Remuneration. salary is an important motivator although by analyzing a number of possibilities, Fayol points out that there is no such thing as a perfect system.centralisation (or Decentralization). This is a matter of degree depending on the condition of the business and the tint of its personnel.Scalar chain (Line of Authority). A hierarchy is necessary for unity of direction. only lateral communication is also fundamental, as long as superiors know that such communication is taking place. Scalar chain refers to the number of levels in the hierarchy from the ultimate authority to the lowest level in the organization. It should not be over-stretched and consist of too-many levels.Order. Both material order and social order are necessary. The former minimizes lost time and use slight handling of materials. The last mentioned is carry outd through organization and selection.Equity. In running a business a combination of kindliness and justice is needed. Treating employees well is important to achieve equity. constancy of Tenure of Personnel. Employees work b etter if job security and career shape up are assured to them. An insecure tenure and a high rate of employee turnover will affect the organization adversely.Initiative. Allowing all personnel to show their initiative in some way is a source of enduringness for the organization. Even though it may well involve a devote of individualised vanity on the part of many managers.Esprit de Corps. Management must foster the morale of its employees. He further suggests that real talent is needed to coordinate effort, encourage keenness, use each persons abilities, and reward each ones be without aro exploitation possible jealousies and disturbing harmonious relations.1.3 notice the motivational needfully of individuals and groups, attractership styles and concepts of team working.motivational NeedsOrganization of goals, function within increment to ideals among employees, teams and company is the generally essential part of motivation. The better the arrangement and person-to-person union with organizational aim, the healthier the podium for incentive.Anywhere persons find it severely to support and unite with the organizational aims, and then mainly motivational ideas and actions will have a reduced level of success.Motivation is a uncorrectable subject. It differentiates for each person.Motivational receptivity and potential in everyone differs from day to day, from situation to situation. Get the alignment and values right, and motivational methods work out better. Motivational methods of every sort will not work if some people or organisations are not aligned. People are more interested or gravitate towards something they can relate to and something they can believe in. clock have changed. People want more.Motivational and inspirational quotes, poems, posters, motivational speakers and stories, team building games and activities, all develop employee motivation for sales and business faculty in all kinds of organizations. Motivational and inspirational experiences improve employees attitudes, confidence and performance. lead stylesCharismatic leadingCharismatic attracters use a full range of methods to manage their image and, if they are not naturally charismatic, may practice assiduously at developing their skills. They may engender aver through visible self-sacrifice and taking personal risks in the call forth of their beliefs. They will show great confidence in their followers. They are very persuasive and make very effective use of body languageas well as verbal language.Participative LeadershipA Participative Leader, rather than taking ascendent lasts, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. The question of how much capture others are given thus may vary on the managers preferences and beliefs, and a whole spectrum of participation is possible, as in the table below.Situational leadershipThe best action of the leader depends on a range of situational factors.When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactionalor transformationalmethods. In practice, as they say, things are not that simple.Factors that affect situational decisions include motivation and capability of followers. This, in turn, is bear upon by factors within the finical situation. The relationship between followers and the leader may be another factor that affects leader behaviour as much as it does follower behaviour.Transactional LeadershipThe transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for avocation orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place.The early stage of Transactional Leadership is in negotiating the take on whereby the subordinate is given a salary and other benefits, and the company (and by implication the subordinates manager) gets authority over the subordinate.When the Transactional Leader allocates work to a subordinate, they are considered to be fully answerable for it, whether or not they have the resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding).Transformational LeadershipTransformational Leadership starts with the development of a vision, a view of the future day that will incline and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker.The undermentioned step, which in fact never stops, is to constantly sell the vision. This takes energy and commitment, as few people will immediately buy into a nucleotide vision, and some will join the show much more tardily than others. The Transformational Leader thus takes every opportunity and will use any(prenominal) works to convince others to climb on board the bandwagon.In order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. In effect, they are selling themselves as well as the vision.The quiet LeaderThe approach of quiet leaders is the antithesis of the classic charismatic(and often transformational) leaders in that they base their success not on ego and force of shell but on their thoughts and actions. Although they are strongly task-focused, they are neither bullies nor unnecessarily unkind and may persuade people through rational blood line and a form of benevolent Transacti onal Leadership. handmaid LeadershipIt is easy to drop down servant leadership as soft and easy, though this is not necessarily so, as individual followers may be expected to make sacrifices for the good of the whole, in the way of the servant leader.The focus on the less privileged in society shows the servant leader as component not just their followers but also the whole of society.Servant leadership is a natural model for working in the humanity sector. It requires more careful interpretation in the private sector lest the unavoidably of the shareholders and customers and the rigors of mart competition are lost.Task 2 Leading by Example (2.1, 2.5, 4.3, 4.4, 4.5)2.1Describe in outline the main securities manufactures, activities and services provided by the mental synthesis and built environment sector.The Main MarketsNew build accommodateThe trapping market is the supply and demandfor homes, normally in a particular country or county, a primary element of the housing m arket is the average house prices and activity in house prices.The availability of housing and the amount of housing stock fluctuates house prices sectors include the rented sector. Buy to let investment and the requirement from tenants, government intervention controls and Influences the Housing market elicit rates also influence the cost of erratic mortgages market conditions and mortgage activity, plays an important part in whether people are eligible for mortgages pecuniary occur, incomes and unemployment rates population and geographic trends also have influences in this market placeThe UK Housing Market is habitually unpredictable because of a human body of factors. The UK Housing market often has influence over wider deliverance. E.g. when house prices are decreasing, consumer spending tends to fall because the housing market always dictates for the economy and individual homeowners, it is essential to try and predict or foresee the future movements in the housing market. Industrial Commercial MarketsThis industry consists of units generally set-aside(p) in the construction and development of commercial-grade and industrial non-residential buildings. This category also consists of elements occupied in carrying out additions, alterations or renovations or general repairs or remodelling to commercial and industrial buildings or in organising or managing the construction. Establishments mainly engaged in the construction of institutional non-residential buildings such as schools hospitals and other government buildings. al-Qaida MarketsThe general dependable systemsof a community or countries population, including utilities, water, sewage, roads, etc. These systems are considered paramount for enabling growthin an economy. Building and developing an basis often requires extensive investment, but the economies of scaletend to be significant.2.5Define and explain the application of a cathexis statement, strategy, corporate planning, policy and object ives to the activities of a practice or firmA mission statement is a formal short statement of the intention of a company or organisation. The mission statement should guide the actions of the organisation, mend out its overall goal, provide a sense of direction, and guide decision making. It provides the framework or context within which the companys strategies are formulated.Historically it is associated with Christian religious groups indeed, for many years a missionary was assumed to be a person on a specifically religious mission. The rule book mission dates from 1598, originally of Jesuits sending members abroad.Corporate planningCorporate planning is the continuas process of making present risk-taking decisions systematically and with the greatest knowledge of their future tense organising systematically the efforts needed to carry out these decisions, and measuring the results of these decisions against the expectations through cabald, systematic feedback. mean at the hi ghest level in an organisation, involving an analysis of the current situation, the backing of objectives, the formulation of strategies and tactics, implementation and evaluation.4.3Describe what is meant by multi discipline non adversarial working in image teams (Lathem Report).Multi discipline means a person firm of group offering multiple disciplines in which they specialize. If a task requires more than one type of specialist/function, it requires multi-disciplined group or person.Non- adversarialmeans there is a gist of co operation, a passive stance, the parties are willing to reach a mutually satisfying resolution to a problem. There is persuasion rather than coercion.The Lathem fieldThe Lathem narration was an influential report written by sir Michael Lathem. outfit by the United Kingdom Government and industry to review procurance and contr unfeigned arrangements in the construction industry. It tackled the most controversial issues facing the industry during a peri od of lapse in growth as a whole.The Lathem report of July 1994 was sponsored by UK Government and industry following several under the weather performing bulges. The inefficiencies identified pointed to the need for partnering and collaboration in the construction sector. The Lathem report 1994 constructing the team a joint industry government report was based on a simple concept that through teamwork the construction industry could delight its consumers. The report acted as a wake up with all the urgency of an emergency siren. This was a report that had to be listened to, the industry couldnt but help but hear the cries for reform. The industry was ineffective, adversarial, fragmented, and incapable of delivering for its customers and lacking respect for its employees more than just ringing alarm bells the Lathem report set the agenda for reform and gave the industry targets. From this a raft of initiatives flowed. The report led to the disposal of the construction industry bo ard to oversee reform and subsequent initiatives were the Egan report 1998 Rethinking construction the construction best practice programme, The movement for innovation and construction excellence all designed to drive the industry forward.4.4Evaluate the concept of sharing best practice and benchmarking the performance of a practice/firms activities outdo practice is a method or technique, method, process, activity, incentive, or reward that is believed to be more effective at delivering a particular outcome than any other technique, method, process, etc. When applied to a particular condition or fact. The idea is that with proper processes, check, and testing, a desired outcome can be delivered with fewer problems or unforeseen circumstances, best practice can also be defined as the most efficient and effective way of accomplishing a task , based upon repeatable procedures that have proven themselves over time for large numbers of people.A given best practice is only applicable t o a particular condition or circumstance and may have to be modified or adjusted for identical circumstance. In addition, a best practice can evolve to shape better as improvements are discovered.Despite the need to improve on processes as the environment changes , best practice is considered by some as business buzzword used to describe the process of developing and following a standard way of doing things that multiple organisations can use for managements, policy, and packet systems.As a team becomes more popular, some organisations have begun using the term best practices to refer to what are in fact that rules causing a linguistic drift in which a modern term such as good ideas is needed to refer to what antecedently would have been called best practice.4.5Explain how sustainable Construction and environmental Management/Conservation Issues impact on the organisation and operation of a project/organisation.Sustainable construction Environmental managementThe strategy for sustainable construction is a joint industry and government initiative intend to promote leadership and behavioural change, as well as delivering benefits to both the construction industry and the wider economy.The output of the construction industry has a major impact on our ability to maintain a sustainable economy overall and has a major impact on our environment, moreover, it is clear that we cannot befitting our declared environmental targets without dramatically reducing the environmental impact of buildings and infrastructure construction, we have to change the way we design and build.The business case for sustainable construction agenda is based upon increasing profitability by using resources more efficiently, firms who offer sustainable products and ways of working are more likely to secure building contracts, by enhancing their company image and compose in the market place by breeding issues related to corporate and social responsibility, and sustainable construction. Construction companies competing in this market place must address issues such asDesign qualityEnergyHealth and sentry goMaterialsProcurementSkillsSocial responsibilitySurface water management tempestuousWater useFacilities managementTask 3 Organisation (2.2, 2.3, 2.4)2.2Identify the roles of the different professions/disciplines within the design construction and installation team and the main cycle of work activity.DesignClient, lead consultant, CDM coordinator, Cost consultant, Lead designer, intriguer structural engineer, services engineer, contractorConstructionPrinciple contractor, managing director, contracts manager, project manager , billet manager, assistant site manager, foreman. Labourer.Installation teamsSurveyor, setting out engineer, groundworks subcontractor, brickwork subcontractor, steel frame subcontractor, concrete slab subcontractor, floor screed subcontractor, carpentry subcontractor, mechanical and electrical subcontractor, cladding contractor roofing co ntractor, telecoms contractor, scaffolding contractor, dry lining subcontractor, British sport southern electric.2.3Produce an organisation structure that includes examples and explanations of direct line, lateral functional and staff relationships and also explain with examples, span of control chain of command centralised versus decentralised and job design.Directors managersManagers sectionalisation headsSection headsSection headsSection headsSection headsSection headsManagersExplanations of direct line.The directorDirectors have many business responsibilities for ensuring the success of their company, in areas such as health and safety, employment law and tax.The contracts ManagerHe / she will be responsible for the successful procurement, proceed and completion of several contracts at any time.Planning and ControlPlanningDesigning a methodical process for accomplishing the goals of the organisation / preparing the organisation for the futureOrganisingArranging the resources to carry out the plan / the process of creating the company structure, establishing relationships and allocating resources to achieve the organisational goals.DirectingGuiding, leading and supervising employees to achieve the organisational goalsControllingVerifying that actual performance matches the plan/ if it does not match the actual plan then corrective action needs to be taken.Lateral functionsThere are also lateral functions in the job functions and personal roles in the areas of design, planning and construction there are senior managers and operative in all areas who need to liaise and work together to achieve the goals of the organisation.2.4Identify project based organisation structures.Health Safety ConsultantCDM CoordinatorSubcontractors EmployeesSubcontractorsSubcontractorsSubcontractorsSubcontractorsSubcontractorsSubcontractorsAssistant ManagerSite ManagerProject ManagerSection headsCDM CoordinatorThe CDM co-ordinator is there to evoke and assist with CDM dutieson notifiable jobs. They willadvise on selecting capable designers and contractorshelp identify what information will be needed by designers and contractorsco-ordinate the arrangements for health and safety during the planningphaseensure that HSE is notified of the projecttell if the sign construction phase plan is suitable and piss a health and safety file (this contains useful informationneeded to enable future cleaning, maintenance and alterations to be carried outSafely).The appointment of the CDM co-ordinator is better done soon as possible, but no later than the sign design/preparation stage.Health and Safety consultantNormally familiar with working within a construction site environment, roaming mingled sites to ensure that health and safety standards are being met according to statuary regulations and company and client standards.The Project ManagerA project manager is often a client representative and has to determine and implement the exact needs of the client, based on k nowledge of the firm they are representing. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the propose representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.The Site ManagerHe /She will be responsible for the day to day running of the site the job normally involvesProducing the site layout planSetting up the dimensional control of the works interpretation the drawings and specificationsLiaising with the architects and engineersChecking the quality of the workEnsuring a safe site environmentPlanning3.1Describe techniques used to organise the layout, resourcing and accommodation of the projectThe techniques used to organise the layout of the project is called a site layout plan.All construction projects of any renowned size require the provision of substantial amounts of temporary facilities (TF). One of the initial tasks to be undertaken on any construction site is the construction of the temporary accommodation and associated site compound. The compound is required for safety and security whilst various types of temporary facilities are required the most common being,Office fitting (Reception, General Office, Engineers Office, Project Managers Office etc.)Welfare Facilities Accommodation (Canteen, Toilets, Showers, Drying Rooms etc.) store Accommodation (Valuable and Hazardous Materials storage facilities)3.2Describe with examples, methods of work planning, monitoring and progress control u