Professional Documents
Culture Documents
Project Man Slide 3
Project Man Slide 3
Efficiency
The ability to get things done correctly. Ratio of output to input. Efficient manager achieves higher outputs (results, performance) with less inputs (materials, labour, money). Minimise cost of resources and maximise output for given imput.
Effectiveness
The ability to do things right. Effective managers select the right things to do as well as the right method to use. Concentrate resources and efforts on the right things to do.
Organisational structures
Organisational structure must facilitate or improve company performance. Various types of structures:
Entrepreneurial Bureaucratic Matrix
Bureaucratic structures
Hierarchical structures with multi-layers of supervisors and subordinates Authority of superior is legal or rational and is linked to level of office. Pyramid shaped providing line and staff structure (see figure 3.2) Organisational control exerted through CEO Main features See list on p27.
Leaderhip
Leaders are born not made..? . Plato Styles of leadership (fig 3.4, 3.5 & 3.6)
Authoritarian leader controls amount and nature of work of subordinates Democratic group determines own work schedule and methods Laissez-faire abdication of responsibility. Subordinates make decisions Charismatic leader attracts a personal following who puts great faith in quality of leader.
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Key managerial skills for Construction Site Managers See table 3.1 for rankingwhy is this?
Forecasting Planning Organising Controlling Motivating Co-ordinating Communicating
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Key issues for attaining an efficient & effective construction site (Study Table 3.2)
Managing people = respect and courtesy Enforcement of rules = fairly and consistent Innovation = create correct environment Lead by example Plan all work activities = co-ordinated and safe working practices Communication = all involved IT = be familiar and make best use of IT Training = undergo and ensure adequate training Delegation = be prepared to delegate
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Summary
See text block on page 39
Future extremely prosperous Shortage of skilled workers Contracts are under-staffed Contract periods too tight Site-based paperwork ever-increasing Extremely long working hours Evolvement of site managers role Position of immense responsibility Training crucial
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Steps required
Current objectives Internal appraisal External appraisal
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Management Theory
Fayols approach
Activities of the organisation Elements of management Principles of management
Webers ideas
Distinguished between power and authority Three categories of leaders
Charismatic Traditional (custom) Bureaucratic
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Management theories
Taylor
Obsessed with maximising efficiency Assumed people to be essentially lazy, disinterested in organisation, basically irrational, incapable of self-control. Founder of O&M (organisation and method studies) Proposed Scientific Management
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Motivational theories
Maslow
Pyramid of ascending needs (fig 3.16) Need acts as motivators as long as it remains unsatisfied. Motivators subject to change depending on circumstances Workers as capable of self-motivation and control Management has role of catalyst and facilitator (see table 3.6 for implementation)
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Motivational theories
F Herzberg (Fig 3.17 & Tables 3.7 & 3.8)
Demotivators & motivators Differentiate between factors that lead to jobsatisfaction and those leading to job dissatisfaction Satisfaction and dissatisfaction are not opposites Motivator factors and hygienic factors Motivators primary cause of satisfaction Hygienic factors primary cause of unhappiness
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Motivation
Influences
External influences (community, family, social class) Social comparison Expectations Individual differences
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Morale Morale is the attitude of individuals and groups towards their work and the working environment. Morale determines how well or how badly people perform Factors to identify and measure
Labour turnover Level of absenteeism Timekeeping Number of accidents Quality of work Number of grievances & disputes
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Influences on Morale
Adequacy of Supervision
Lack of leadership Poor delegation Inadequate knowledge of job Poor interpersonal skills Lack of caring and support Victimisation Excessive disciplinary measures Personality conflict
Organisational climate
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Group Dynamics
Formal and informal groups Group processes (table 3.9) Group pressure
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Organisational culture
Vital aspect for motivation, morale and change management Can be formed or influenced by:
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Society culture Dominant leader Company history Competition Customers Legislation Goals, values and beliefs
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Case Study
Carefully read the case study and answer questions 1 3.
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Summary
Crucially important to ensure maintenance and improvement of construction site efficiency and effectiveness. Importance of motivations and morale on a construction site has been demonstrated. Case study highlights most of the theory covered.
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