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ORGANIZATION AND MANAGEMENT

ORGANIZATION AND MANAGEMENT . ORGANIZATION AND MANAGEMENT. ORGANIZATION AND MANAGEMENT . Organization and The Needs for Management.

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ORGANIZATION AND MANAGEMENT

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  1. ORGANIZATION AND MANAGEMENT ORGANIZATION AND MANAGEMENT LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  2. 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 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  3. ORGANIZATION AND MANAGEMENT WHY ORGANIZATION IS NEEDED • Serves society. • Accomplish objectives. • Preserves knowledge. • Organizations provide career. LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  4. WHY MANAGEMENT IS NEEDED • TO SERVE ORGANISATIONS • TO GUIDE ORGANISATIONS • TO PLAN FOR ORGANISATION • TO CONTROL ORGANISATION • TO MONITOR ORGANISATION LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  5. ORGANIZATION AND MANAGEMENT MNAGEMENT IS AN INTELLECTUAL WORK – people in organization MAKING IMPORTANT DECISIONS TYPE, SIZE Organization GOALS • Management • effectiveness • efficiency People Organizations Growth In size, diversity, complexity LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  6. ORGANIZATION AND MANAGEMENT • “Social Technology” – Design and Managing Organization • Effective Management – in our greatest accomplishment. • To date: Number of professional managers? LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  7. 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 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  8. 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 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  9. 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 TO ACHIEVES APPROPRIATE OBJECTIVES LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  10. EFFICIENCY DOING THINGS RIGHT EFFECTIVENESS DOING THE RIGHT THING LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  11. ORGANIZATION AND MANAGEMENT ORGANIZATION 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. LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  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 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  13. ORGANIZATION AND MANAGEMENT CEO MANAGER MANAGER MANAGER MANAGER ORGANIZATION CHART TOP MIDDLE BOTTOM LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  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 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  15. ORGANIZATION AND MANAGEMENT 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. LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  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. LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  17. ORGANIZATION AND MANAGEMENT MANAGEMENT CONCEPT MANAGEMEN T Management Process ForecastingPlanning OrganizingCoordinating ControllingMotivating Resources HumanPlantsMaterials Achieving Organization Goals LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  18. ORGANIZATION AND MANAGEMENT LEVEL OF MANAGEMENT Environment strategic top CEOs coordinative Functional managers middle operative bottom First line Managers LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  19. ORGANIZATION AND MANAGEMENT General Manager(GM) FunctionalManagement Functional Management Functional Management Functional Management FUNCTIONAL & GENERAL MANAGER Functional Management First-line Managers First-line Managers LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  20. 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. LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  21. ORGANIZATION AND MANAGEMENTIS Skills For Effective Performance Top Middle Bottom Conceptual Conceptual Conceptual Human Human Human Technical Technical Technical LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  22. ORGANIZATION AND MANAGEMENT MANAGERIAL ROLES A role consists of the behaviour patterns expected of an individual within a social unit. • Interpersonal Roles • Figurehead Leader Liaison Informational Role Monitor Disseminator Spokesman Decision Role Entrepreneur Resource Allocator Negotiator LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  23. 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 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  24. 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 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  25. 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 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  26. 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 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  27. ORGANIZATION AND MANAGEMENT The Challenge of Management Merger and Acquisitions Mergers and Reorganizations are seen as an Opportunity for Companies to become more efficient. Managers must be flexible to work for New Bosses LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  28. 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. LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  29. MANAGEMENT AND ORGANIZATION Size, diversity, complexity Internal Culture Environment Performance ORGANIZATION Quality Strength GOALS Management Manager - Productivity - Well being Different styles Permanent & Temporary LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  30. CONSTRUCTION LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  31. TENDER PDESIGN DESIGN CONSTRUCTN OCCUPATN PROJECT OBJECTIVE CONSTRUCTION PROCESS CONSTRUCTION – A PROCESS LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  32. OBJECTIVE PROJECT • COST • TIME • QUALITY LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  33. PROJECT SUCCESS/PERFORMANCE • COST • TIME • QUALITY • COMMERCIAL VALUE (PROFIT) • ENVIRONMENTAL PERFORMANCE • USER EXPECTATION/SATISFACTION • PARTICIPANTS SATISFACTION • HEALTH AND SAFETY LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  34. VARIOUS SPECIALISTS & ACTIVITIES PRE DESIGN DESIGN CONSTRUCTION OCCUPATION PROJECT OBJEKTIVE VARIOUS SPECIALISTS & ACTIVITIES MULTIPLE INPUT PROCESS LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  35. PREDESIGN • CLIENT INTENTION • LAND MATTERS • ACQUISITION • CONVERTION • AMALGAMATION CONTRIBUTORS • MARKET STUDY • FEASIBILITY STUDY • DESIGN CONCEPT • PROJECT MANAGER • VALUER • LAND SURVEYOR • QUANTITY SURVEYOR • ARCHITECT • PLANNER • RESEARCHER LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  36. DESIGN STAGE • ·LAYOUT PLAN • ·ARCHITECTURAL DESIGN • ·C & S DESIGN • ·DETAILINGS • ·M & E DESIGN • ·LANDSCAPE DESIGN • ·AUTHORITIES APPROVAL   • oPLANNING • oSUB-DIVISIONS • oBUILDING DESIGNS • oSTRUCTURAL DESIGN • ·M & E DESIGN CONTRIBUTORS • PROJECT MANAGER • VALUER • LAND SURVEYOR • QUANTITY SURVEYOR • ARCHITECT • PLANNER • RESEARCHER LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  37. TENDERING ·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 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  38. CONSTRUCTION • ·TAKE OVER SITE • ·MOBILIZATION OF RESOURCES • oMANPOWER • oMATERIAL AND COMPONENTS • oPLANT AND EQUIPMENT • ·ACTUAL CONSTRUCTION • ·PRACTICAL COMPLETION • ·OBTAINED O.C. CONTRIBUTORS PENGURUS PROJEK JURUUKUR BAHAN ARKITEK C & S M & E CONTRAKTOR LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  39. OCCUPATION • HANDING OVER • DEFECT LIABILITY PERIOD (DLP) • FINAL ACCOUNT CONTRIBUTORS PENGURUS PROJEK JURUUKUR BAHAN ARKITEK C & S M & E CONTRAKTOR LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  40. VARIOUSINPUT PROJECT OBJECTIVE MANAGEMENT PROJECT MANAGEMENT – AN ORGANISATION LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  41. MANAGEMENT PROCESS PREDESIGN DESIGN CONSTRUCTION OCCUPATION OBJEKTIVE PROJECT MANAGEMENT PROCESS PROJECT MANAGEMENT- A PROCESS LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  42. FORECASTING PLANNING ORGANISING PREDESIGN COORDINATION COMMUNICATION MANAGEMENT PROCESS AT PREDESIGN LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  43. ORGANISING PLANNING CONTROL DESIGN COORDINATION MOTIVATION COMMUNICATION MANAGEMENT PROCESS AT DESIGN STAGE LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  44. MANAGEMENT PROCESS AT CONSTRUCTION STAGE ORGANISE CONTROL CONSTRUCTION COORDINATION COMMUNICATION LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  45. PLANNING ORGANISING CONTROL MANAGEMENT PROCESS AT OCCUPATION STAGE OCCUPATION CORDINATION MOTIVATION COMMUNICATION LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  46. HIGH CONTROLLING PLANNING LOW PREDESIGN DESIGN CONSTRUCTION OCCUPATION PLANNING VS CONTROLLING IN CONSTRUCTION LECTURE 1/252/ORG & MANAGEMENT/JAN2006

  47. THANK YOU LECTURE 1/252/ORG & MANAGEMENT/JAN2006

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