An introduction to management

1. An introduction to management • One definition The creation of conditions that allow the effective use of resources (human, financial, material, equipment, technical …) to achieve a specified goal. • A functional definition Planning role Executive role Forecasting Motivating Planning Controlling Organising Coordinating CommunicatingAfter Henri Fayol (1841-1925) ARBE 121 – INTRODUCTION TO MANAGEMENT

2. The development of modern (western) management • A 20th Century phenomenon The concept of management as a separate discipline Though earlier work e.g. Machiavelli now recognised as “management” theory • Dominance of US & European work on UK practices Though more recently far eastern work from earlier and recent times has had an impact – China and Japan Even non English language work from Europe ignored for many years ARBE 121 – INTRODUCTION TO MANAGEMENT

3. The development of modern management theory • The early aims The search for the “one best way” Universally applicable rules for effective management Manager’s role largely limited to establishing physical conditions and pay levels for efficient production • The current view A “contingency” or “situational” view Particular circumstances will influence what constitutes effective management Manager’s role extended to include social, psychological, organisational and environmental issues ARBE 121 – INTRODUCTION TO MANAGEMENT

4. Management roles in the construction industry • Three basic roles All managers may be called upon to fill – sometimes simultaneously! • Business management Financial, strategic, legal, personnel etc… • Project management Meeting time, cost and quality targets • Personal management Time management, career development, CPD etc… ARBE 121 – INTRODUCTION TO MANAGEMENT

5. Management roles in the construction industry • Some management roles Architect leading design team, contractor’s MD & site agent, subcontractor’s foreman, window manufacturer’s factory manager for, self-employed jobbing builder etc, … • The contingent variables Who and how many they manage – relative status, “span of control”, stability of workforce, authority/sanction etc… Tasks and functions they manage – technical demands, creative vs routine, strategic vs tactical, location etc… Structures within which they manage – formality of organisation, communication paths, depth of hierarchy, social and group effects etc… ARBE 121 – INTRODUCTION TO MANAGEMENT

6. Further reading General management texts cover the development of theory as applied to various aspects of the manager’s roles e.g. Management, John Naylor and Management, Robert Kreitner For a construction specific view of these issues look at the early chapters of e.g.: The practice of construction management, Barry Fryer andManagement for the construction industry, Stephen Lavender ARBE 121 – INTRODUCTION TO MANAGEMENT