ASSIGNMENTON
MANAGEMENT IN ORGANISATIONSPGPM 11
ASSIGNMENT
NICMAR/CODE OFFFICE
1. Course No : PGPPM 11
2. Course title : Management in Organisations
3. Assignment No : 01
4. Date of dispatch : 15-03-2012
5. Last date of receipt of
Assignment at CODE office :
ASSIGNMENT
Your company has bagged a lucrative contract to construct a housing colony for an industrial group to be located in western Maharashtra in a coastal belt. You as a project manager have been asked by the company to evolve organisation structure with following conditions.
i. Organisation should be as lean and thin as possible with bare minimum of personnel on company roll up to junior level.
ii. All supervisors to down below will be temporary for project duration only to be recruited locally from 100km radius.
Suggest and discuss an organisation structure denoting responsibility, authority, communication control for all facets of construction work and management functions as visualised by you.
Housing colony consists of 10 bungalows for senior executives, 20 apartments in 5 buildings, 100 dwellings for white collar workers and 300 dwellings for blue collar workers. Colony will have market and entertainment complex.
ABSTRACT
This paper proposes a structure for an organisation for a residential
project in their construction processes. This structure aims at integrating the
knowledge that is found scattered among the several branches related to the
construction system. This paper starts from a survey on the literature about the
organisation of knowledge, particularly about the system of facets classification,
and includes the directives proposed by the ISO norms for the classification of
information in the civil construction industry according to the concept of
process.
This assignment is about management in an organisation for a
residential project. A housing colony generally comprises of blocks which is
categorized based upon the grade or designation of the personnel working in the
firm. As it is for industrial company, proposed in the assignment, the
designation of the personnel varies from senior executives to blue collared
workers.
INTRODUCTION
Management of materials and information flows are key strategic
priorities for construction firms. Sound performance in these two areas can
provide them with significant benefits and allow the adding of value for clients.
The introduction of supply chain management in construction is intended
to integrate processes, manage interfaces between companies in projects, reduce
uncertainties and weed out inefficiency as much as possible. The elimination of
waste and inefficiency from the supply chain builds in value in the process.
Similarly, Sir John Egan reaffirmed the aforementioned recommendations
in his report title “Rethinking Construction’’ (Egan, 1998: 16). The report
identified five key drivers of change, namely:
Committed leadership;
Focus on the customer;
Integrated processes and teams;
Quality driven agenda, and
Commitment to people.
The present assignment paper is done by keeping in mind the above factors
for attaining the best and profitable output.
SCOPE OF WORK
The project is about construction of a housing colony for an industrial
group in Western Maharashtra in a coastal belt. There are three main aspects to
be studied in the course of project namely man power, materials and expectance
of the clients.
Considering the fact that the local labours can be engaged in the field of
work due to the following facts
a. No accommodation is must for local workers,
b. Only travel arrangements can be made on demand as the people are
around 100km radius from the work site and
c. The number of labours can be altered in the work load.
Apart from these as all the materials and are purchased from the local
surroundings the availability of materials can be made on demand and there
will be an assured supply of materials.
Apart from the housing it is also proposed to build an entertainment
complex and a market.
Entertainment complex comprises of a theatre and a multi-purpose hall
and a small park at the entrance. Considering on the economical basis the
market can be also kept inside the complex as a shopping mall.
BREAKDOWN IN MANAGEMENT
The above chart is the outline for the breakdown for the management in
the organisation. The top most position in any project is the project manager.
The orders are executed by the junior engineers through their senior engineer
who is guided by the construction manager. The functions of the personnel are
discussed briefly below
I. PROJECT MANAGER:
The project manager is a leader of the team.
The project manager will have clear idea about all the process that
takes place in the project.
He should be influencing the team to follow in the achievement of
a common goal.
He should be able to identify the delay if it is occurred and should
be able to rectify it. He is answerable to the top level management
of the firm and to the clients.
PROJECT MANAGER
PROJECT CONTROLS MANAGER
SCHEDULERS
DOCUMENT CONTROLLERS
COST SPECIALISTS
DESIGNMANAGER
QC INSPECTOR
SAFETY INSPECTORS
CONSTRUCTION MANAGER
SENIOR ENGINEER
ENGINEERS
II. PROJECT CONTROL MANAGER
The function of a project control manager is to regularise the work
flow in the project.
He forms a planning department under which all the essentials of
the project are been maintained and recorded.
The project control manager being the head of the planning
department has to keep up the above mentioned functions. He is
assisted by:
SCHEDULERS: prepares the work flow for a project.
DOCUMENT CONTROLLERS: maintains all the records of the
project
COST SPECIALISTS: analysis the day to day change in field of
construction financially and run the project economically.
III. DESIGN MANAGER:
The design manager makes the plan and does the design of every single
member of a structure that has to come in the project.
As for the residential project, he does prepare the layout of the entire
colony with specification of the every single apartment and bungalow
allocated as per the specification proposed by the clients.
He prepares the drawings which provide all the essentials for the
structure.
QC INSPECTOR: He takes care in examining the quality of the all the
products from reinforcement, concrete to a completed building.
SAFETY INSPECTORS: He assures the safe working condition
prevails in the site to all the people working in the site. Thus he assures that the
risk factors in the site are minimized and a safe working environment is
provided.
IV. CONSTRUCTION MANAGER
He is the head of the execution department.
The main function of the execution department is to execute the orders
received from the planning department.
The most active post in the organisation is the construction manager
since he decides upon the plans proposed on assumed working conditions
and executes them under the actual working conditions.
He has a team consisting of engineers’ ad his sub ordinates for various
works in the field.
Assigning responsibility
The table below gives the outline for the entire assignment as a precise for the above all discussions:
TASKS THAT HAS TO BE PERFORMED WHO PERFORMS
THE TASK
Measuring and laying-out site; calculating requirements; cutting
and aligning bricks; applying and finishing mortar
Brick layer
Studying requirements; measuring site; setting forms; preparing
grading and base
Cement mason
Establishing methods, procedures, sources, and models for
analyzing construction cost information; verifying weekly
critical path balancing; comparing construction budget with
variance calculations
Construction
accountant
Preparing residential closing work papers; completing monthly
job closing routine; preparing financial statement data;
preparing sales commissions, overhead, and marketing journal
entries
Construction
Accounting
Coordinator
Completing building permit requirements; maintaining sub-
contractor relationships; assigning project numbers; noting
phase completion dates
Construction
Administrative
Assistant
Establishing construction financial data methods, procedures,
sources, and models; collecting, tracking, and calculating cost
information; identifying and analyzing variances; maintaining
job cost system
Construction Cost
Analyst
Producing and improving architectural plans; reducing
construction costs; resolving design and construction problems;
resolving differences between designers and sales personnel
Construction Design
Services Supervisor
Operating computer-aided design system; forwarding blueprints
to requesting parties; analyzing design options; evaluating
construction
Construction Design
Technician
Establishing and enforcing purchasing policies; identifying Construction
resources; negotiating quality, delivery, and price agreements
and leases; maintaining ethical standards
Director
Identifying suitable parcels and locations; negotiating
purchases; planning land development; developing building
sites
Construction
Division President
Collecting and studying reports, maps, drawings, blueprints,
aerial photographs and tests on soil composition, terrain,
hydrological characteristics, and related topographical and
geologic data; preparing engineering design and documents;
confirming specifications; inspecting construction site
Construction
Engineer
Studying home plans; updating specifications; identifying and
projecting costs for each elevation; costing changes, additions,
and site adjustment requirements
Construction
Estimator
Studying blueprints; scheduling materials, equipment; preparing
cost estimates; monitoring expenses
Construction
Foreman
Assembling and disassembling scaffolding; checking schedules;
determining materials requirements; locating, loading,
unloading, and moving materials.
Construction
Laborer
Planning construction requirements; ; resolving land
development issues; building quality homes
Construction
Manager
Understanding and analyzing construction objectives;
interviewing “people” who understand goals; studying position
and product statements; diagnosing/analyzing needs and
requirements
Construction
Operations Vice
President
Analyzing materials, supplies, tools, and equipment
requirements; requisitioning and approving purchase of
materials, supplies, tools, and equipment; providing project
estimates; monitoring project expenditures
Construction Planner
Advising clients regarding project objectives and requirements;
Directing development of, and verifying, project drawings,
specifications, details, and budgets; controlling expenses;
guiding project operations
Construction Project
Controller
Interviewing customers; following warranty guidelines;
scheduling work with subcontractor; monitoring and evaluating
Construction Quality
Assurance
subcontractor work Coordinator
Recording surveys; tracking warranty claims; obtaining and
investigating complaints; compiling and updating customer
satisfaction information
Construction Quality
Manager
Providing administrative services; representing builder;
identifying and correcting customer complaints; resolving
warranty issues
Construction
Secretary
Identifying new acreage; obtaining and analyzing development
bids; determining development profitability negotiating land
purchase; obtaining utilities
Construction
Services Vice
President
Defining project purpose and scope; calculating resources
required; establishing standards and protocols; allocating
resources
Construction
Supervisor
Reading blueprints; estimating and ordering requirements;
measuring and laying-out reference lines; measuring, cutting,
fitting, and finishing dry-walls
Dry-Wall Installer
Preparing bid documents and contracts; coordinating contract
execution; maintaining contract records; maintaining materials
and sup preparing material bids
Engineering
Construction
Administrative
Completes construction projects by verifying estimates, project
drawings, and specifications; establishing and disseminating
schedules; awarding contracts; obtaining tools and equipment
Engineering
Construction Project
Manager
Identifying suitable parcels and locations; negotiating
purchases; planning land development; developing building
sites
Home Construction
manager
Constructs pipeline by studying demand estimates; assessing
Sites and watercourse crossings; preparing specifications and
logistics; completing impact studies
Pipeline
Construction
Manager
Laying-out project; gathering materials; preparing roof;
installing roofing
Roofer
Developing staking sheets; completing and filing forms and
sketches; requesting payment of permit and easement fees;
Staking Aide
defining staking requirements
Planning surveys; verifying construction location; defining lines
and grades, typography, underground facilities, cut and fill;
providing maps, calculations, documentation, and illustrations
Surveyor
Training laborers on how to properly handle and dispose of
hazardous materials according to procedures and policies set by
personal corporation regulations and state laws.
Safety Supervisor
Direct safety programs in an attempt to reduce any hazards or
injuries possible during and after the site’s construction
Safety Director
Studying blueprints; calculating requirements; measuring and
laying-out site; measuring, cutting, and attaching laths
Tile Setter
INPUT/COMMUNICATION REQUIRETMENT AND FLOW
As discussed above the breakdown in an organisation can be categorized
precisely under four departments namely,
i. Planning & Infrastructure department,
ii. Finance department,
iii. Quality department and
iv. Execution department.
The functions of all the above departments are explained elaborately
below
PLANNING & INFRASTRUCTURE DEPARTMENT:
The Planning team would work on the Layout, Town Planning and
Connectivity.
The Infrastructure team would ensure that the basic infrastructure
like Water and Electricity is made available to the units.
The intention to club these two divisions is based on logical
interpretation of the basic tenets on which the two teams work.
A coordinative effort between these two divisions will ensure that
that the product is ready for the execution team to deliver.
FINANCE DEPARTMENT:
The team will work around the year to ensure that the required
cash flows are maintained and also to ensure that the work doesn’t
get affected due to the inherent issues of managing the project.
Employees in the Manager level will ensure that all the required
books are to do the book keeping and also execute the plans of the
General Managers.
The General Managers are to ensure that the plans are made
keeping in mind the vision and direction set by the Project
Manager.
QUALITY DEPARTMENT:
The Quality Team will have a structure as follows: Quality Control
plays a very vital role in a project. Hence, it would be critical to
have a Quality team member involved in every critical aspect of
the project.
A team member would be involved in the Planning and
Infrastructure, one team member in Architecture and one in
Execution.
A team member of the cadre of an AGM would ensure that the
Managers who look after the individual portfolios execute the plans
according to the vision and direction of the Program Manager.
EXECUTION DEPARTMENT:
The primary thing that has to be realized is that execution is a very
critical team for the success of the organization.
This team has to be closely monitored and should also be given
enough flexibility to allow intelligent deviations from the plan and
also should be flexible enough to incorporate the changing
conditions in the environment.
The above discussion is precisely shown in the flow chart below,
Thus it is very clear from the flow chart that in the field of construction
there is no unidirectional flow of orders or communication it is a must that a for
an efficient project there is a must that all should be knowing the happenings
around them so as that the problems can be discussed and hurdles are overcome.
So as a result the client is pleased and at the same time the work progress
is also maintained at the same ratio. As a result for the company time efficiency
is gained which at the day’s end earns a lot of profit and fame for the concern
BREAKDOWN IN ORGANISATION:
The following are the number of people required –
White collared workers – 100
Blue collared workers – 300
BLUE COLLARED WORKERS
Job Title No. of workers
Brick layers 30
Cement Masons 30
Construction Foreman 36
Construction Laborer 100
Construction Supervisor 15
Dry-Wall Installer 2
Pipeline/ Plumber 10
Roofer 15
Staking Aide 20
Surveyor 2
Safety Supervisor 15
Tile Setter 15
Electrician 10
TOTAL 300
WHITE COLLARED WORKERS
Job title No. of workers
Construction accountant 3
Construction Accounting Coordinator 3
Construction Administrative Assistant 10
Construction Cost Analyst 2
Construction Design Services Supervisor 5
Construction Design Technician 15
Construction Director 1
Construction Division President 1
Construction Engineer 15
Construction Estimator 5
Construction Manager 3
Construction Operations Vice President 1
Construction Quality Assurance coordinator 3
Construction Quality Manager 3
Construction Secretary 1
Construction Services Vice President 1
Safety Director 3
Chief Operating Officer 1
Construction Project Manager 15
Account officer 4
Store Managers 5
TOTAL 100
CONCLUSION
The task of organizing the information in the building field is difficult
due to the nonexistence of a national classification system with a general
consensus, nor is there anational norm for the classification and organization of
this information. As a solution tothis problem, the structure of the existing
(hierarchical and facets) classifications wasapproached and the choice was
made for the classification by facets.
The structure proposed for the organization of the knowledge based on
the Document, Processes, Elements and Basic Materials trees for a small
building company has enabled the relation to be made among Materials,
Services and Suppliers. A real example was used based on the quality
documents obtained from one company. Later, other documents used by the
company may be included. This will allow for the registration of experiences.
The organized and integrated knowledge originated from a classification
structure can work as a professional habilitation/updating tool, capable of
integrating the knowledge of the area under consideration. Moreover, it can
contribute to the strengthening of the technical history of the company and work
as a channel to disseminate this knowledge to its collaborators.
RECOMMENDATIONS
Having stated that the non-integration of the construction supply chain
hinders the creation and improvement of value for money in the construction
process.Specifically the recommendations are anchored on collaboration and
supply chain management. The recommendations include:
Ensuring the early involvement of key project team members that have
expert knowledge so that an appropriate level of client satisfaction and
value can be defined;
Establishing of subcontractor and supplier relationships by selecting
teams based on value rather than lowest price;
Integrating pre-construction and construction activities and adopting
common processes such as ICT;
Managing the project parameters of cost, schedule, quality, and H&S in
unison;
Working together as a team to agree mutual goals and devise dispute
resolution mechanisms;
Developing and monitoring continuous improvement programmes;
Developing and implementing sound risk management processes;
Dealing with risks and rewards equitably by using modern commercial
arrangements such as collaborative contract forms, target cost and open
book accounting;
Using non-adversarial forms of contract and ensuring that contractual
relationships are appropriate for expected project objectives;
Using cost-plus and design and build forms on contract and
deemphasising the use of management contracting as well as traditional
forms of contracting and
Mobilising and developing people in order to ensure employee
satisfaction through integrated teams.
BIBLIOGRAPHY
Hinks, J., Aouad, G., Cooper, R., Sheath, D., Kagioglou, M. and Sexton, M. (1997) IT
and The Design and Construction Process: A Conceptual Model of Co-Maturation,The international journal of construction IT, July
Construct IT report. (1995) Occasional Paper No. 1: A Process-Based Study of an ITResearch Work Plan, University of Salford.
Hughes, W. (1991) Modelling the Construction Process Using Plans of Work,Construction Project Modelling and Productivity - Proceedings of the InternationalConference CIB W65, Dubrovnik.Glaser, E.M. & Backer, T.E. (1973). A Look atParticipant Observation, Evaluation, 1: 3: 46-49.
Banwell, H. (1964) Report of the Committee on the Placing and Management ofContracts for Building and Civil Engineering Works, HMSO.
Love, P.E.D., Smith, J., Treloar, G. and Li, H. (2000a). Some empirical observations of service qualityin construction. Engineering Construction and Architectural Management