ORGANIZATION AND MANAGEMENT

04/22/23 LECTURE 1/252/ORG & MANAGEMENT/JAN2006

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ORGANIZATION AND MANAGEMENT


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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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WHY ORGANIZATION IS NEEDED

Serves society.

Accomplish objectives.

Preserves knowledge.

Organizations provide career.



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WHY MANAGEMENT IS NEEDED

•TO SERVE ORGANISATIONS•TO GUIDE ORGANISATIONS•TO PLAN FOR ORGANISATION•TO CONTROL ORGANISATION•TO MONITOR ORGANISATION


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MNAGEMENT IS AN INTELLECTUAL WORK – people in organization

MAKING IMPORTANT DECISIONS

OrganizationTYPE, SIZE

GOALS

Organizations Growth

In size, diversity, complexity

Management

effectiveness

efficiency


People


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• “Social Technology” – Design and Managing Organization

• Effective Management – in our greatest accomplishment.

• To date: Number of professional managers?



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Organization and Internal Culture

A set of values, belief, understanding

Commonly shared

Management Role:- to shape up culture – management style.

1. Productivity

2. Well being

Organizational Culture & Management Style Have significant impact on 2 fundamental values;

Increase performance



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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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THE MEASURE OF HOW EFFECTIVE AND EFFICIENT A MANAGER IS –

HOW WELL HE OR SHE DETERMINES TO ACHIEVES APPROPRIATE

OBJECTIVES



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DOING THINGS RIGHT

DOING THE RIGHT THING


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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.



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EVOLUTION OF ORGANIZATION

SMALL FAMILIES VILLAGES COMMUNITEE FEUDAL NATION

OTHER SOCIALORGANIZATIONS BUSINESS ORGANIZATIONS

MANAGERS & ADMINISTRATORS

MANAGERS

•SMALL•SIMPLE•SINGLE OBJECTIVE

•LARGE•COMPLEX•MULTIPLE OBJECTIVES


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ORGANIZATION CHART

CEO

MANAGER MANAGER MANAGER MANAGER


TOP

MIDDLE

BOTTOM


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ENVIRONMENT

1 2

4 3

5INPUT

OUTPUT

1. Goal & values sub-system

2. Technical sub-system

3. Structural sub-system

4. Pschosocial sub-system

5. Managerial sub-sistem


ENVIRONMENT

ENVIRONMENT

ORGANIZATION AS A SYSTEM


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MANAGEMENT

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. (i) As a process where a group of people cooperate and coordinate

their actions to achieve the same goal. - Massie, J.L., Essentials of Management….

(ii) As a process that responsible for effective planning and organizing a firm operations. - Brech.

(iii) Is mental (thinking, intuiting and feeling) work performed by people in an organizational context. - Kast & Rosenzweig, 1979.


DEFINITION


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(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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MANAGEMENT CONCEPT

MANAGEME

N T

Management Process

ForecastingPlanning

OrganizingCoordinating

ControllingMotivating

Resources

HumanPlants

Materials

Achieving Organization

Goals



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LEVEL OF MANAGEMENT

First line Managers

Functional managers

strategic

coordinative

operative

top

middle

bottom


CEOs

Environment


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FUNCTIONAL & GENERAL MANAGER

General Manager(GM)

Functional Management






First-line ManagersFirst-line Managers


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TopManagers

MiddleManagers

First-lineManagers

Planning28%

Organizing36%

Leading22%

Controlling14%

Planning18%

Organizing33%

Leading36%

Controlg13%

Planning15%

Organizing24%

Leading51%

Controlg10%

Mahoney et. al., 1965.

Percentage Spent on Functional Activities by Organizational Level


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Skills For Effective Performance

Top

Human

Conceptual

Technical

BottomMiddle

Human

Conceptual

Technical

Human

Conceptual

Technical

ORGANIZATION AND MANAGEMENTIS


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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

MANAGERIAL ROLESORGANIZATION AND MANAGEMENT


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The Challenge of ManagementPreparing 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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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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The Challenge of ManagementChaos Theory

•The Existence of Randomness & Disorder•Unpredictable

Shifting Paradigm from

Predictable and control future eventsTo

Flexible, adaptable & stay connected with customers and environment.

Managers concern more on Facilitating teams and managing overall pattern

ThanDetailed planning and controlling


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Workplace Diversity

Organization must learn to Welcome Diverse people at the Upper Ranks

• Different Sex• Different Race• Different Nationality• Internet


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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


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Globalization

Managers need to think Globally because are enmeshed withForeign 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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MANAGEMENT AND ORGANIZATION

Internal Culture

Size, diversity, complexity

ORGANIZATION

Management

GOALS

- Productivity

- Well being

Different styles

Manager

Quality Strength

Performance

Permanent &Temporary


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TENDER

CONSTRUCTION – A PROCESS


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COSTTIMEQUALITY


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PROJECT SUCCESS/PERFORMANCE

• COST• TIME• QUALITY• COMMERCIAL VALUE (PROFIT)• ENVIRONMENTAL PERFORMANCE• USER EXPECTATION/SATISFACTION• PARTICIPANTS SATISFACTION• HEALTH AND SAFETY


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MULTIPLE INPUT PROCESS


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•CLIENT INTENTION• LAND MATTERS• ACQUISITION• CONVERTION• AMALGAMATION• MARKET STUDY• FEASIBILITY STUDY• DESIGN CONCEPT

•PROJECT MANAGER•VALUER•LAND SURVEYOR•QUANTITY SURVEYOR•ARCHITECT•PLANNER•RESEARCHER


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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

• PROJECT MANAGER• VALUER• LAND SURVEYOR• QUANTITY SURVEYOR• ARCHITECT• PLANNER• RESEARCHER


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PROJECT MANAGER

QUANTITY SURVEYOR

ARCHITECT

PLANNER

DRAWINGS BILL OF QUATITIES SPECIFICATION RATES CALL FOR TENDER SUBMISSION OF TENDER EVALUATION OF TENDER AWARD OF CONTRACT


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TAKE OVER SITE MOBILIZATION OF RESOURCES o MANPOWER

o MATERIAL AND COMPONENTSo PLANT AND EQUIPMENT

ACTUAL CONSTRUCTION PRACTICAL COMPLETION OBTAINED O.C.

PENGURUS PROJEK

JURUUKUR BAHAN

ARKITEK

C & S

M & E

CONTRAKTOR


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– HANDING OVER– DEFECT LIABILITY PERIOD

(DLP)– FINAL ACCOUNT PENGURUS PROJEK

JURUUKUR BAHAN

ARKITEK

C & S

M & E

CONTRAKTOR


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PROJECTOBJECTIVEMANAGEMENT

VARIOUSINPUT

PROJECT MANAGEMENT – AN ORGANISATION


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PROJECT MANAGEMENT - A PROCESS


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FORECASTINGPLANNING ORGANISING

COORDINATION COMMUNICATION

MANAGEMENT PROCESS AT PREDESIGN


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PLANNINGORGANISING

COORDINATIONCOMMUNICATION

MANAGEMENT PROCESS AT DESIGN STAGE

MOTIVATION

CONTROL


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ORGANISE

COORDINATION COMMUNICATION

MANAGEMENT PROCESS AT CONSTRUCTION STAGE CONTROL


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PLANNINGORGANISING

CORDINATIONCOMMUNICATION

MANAGEMENT PROCESS AT

OCCUPATION STAGE

MOTIVATION

CONTROL


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PLANNING VS CONTROLLING IN CONSTRUCTION

PLANNINGCONTROLLING

HIGH

LOW


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