e c t O r g a n i z a t i o n

P r i n c i p l e s
of organizatior
39
nisation tobe effective it
or ay has to
follow certain (Nov. 2017)
have identified the
a n a g e m e n t

following principles principles. Scholars in the field

Unity of command important for any organis
isation.
1.
Span of management
2.
Delegation of authority
.
Unity of job assignment
4.
Division of work
5.
Separation of work
6.
Job definition
.
Contact

Ultimate authority and

responsibility
10. Continuity of activity
. Flexibility and stability

1. Motivation and professional growth

Unity of command:
r this principle, each
should know employee
anwerable to him. The clearly to whom he is answerable and
principle under which one
un AS the unity of
person has to report only to one
command. At each level there boss
should be one boss. If
evercise their authority over the same person or two superior
department there will be confusion.
Span of management:
The span of the management is the small number of workers which a
ise. Thus for a sound organisation the
span of the management should be
manager has to

ger can supervise their work efficiently. small so that a

The number of sub-ordinates that a

supervisor can control depends upon
capacity of individual to work
nature of work

place of work
definite and clear
lhe ratio between
responsibilities.
aODetween supervisor and subordinates may vary from 1:4 tol:5 at higher level
gement and 1: 15 to 1: 20 at lower level of
managenient.
44
(a) Line or military organization onstruct
)
(b) Line and staff organization

Line or Military organization

araeme
This is the earliest, simplest and most
important form of oraon:
Tanisation, the authority descends from the
top of the structure to anisation Inn hi.
this e
its
n through downward delegation of authority. Al major
a
ottom level sen
and
decisions are
top passed
on to their immediate subordinates for
Js a direct relationship of authority and responsibility is
necessary action at
subordinates. established hets ther e
the
This type of organisation is based
upon earlier military
hief has full control over the entire army of the country formation. As in :
my, command
manders and so on. Excatly the same through his major genert
pattern is followed in line
rn is followed in public works organisation The
departments as shown in fig. 2.5. Fig. 2.5 showe t
nisation of a division of the public works
department (PWD)
of a ,ine
state.
Executive Engineer
(Oet. 201

Dy. Executive Dy. Executive Dy. Executive

engineer-1 engineer-2 engineer-3

Assistant engineer Assistant engineer Assistant engineer

Technical assistant

Muster clerk

Labours
Fig. 2.5 Line organisation of a divislon of the PWD in a state
s shown in figure the Dy-executive engineer receives orders regarding wo
s enginer
ive engineer. Similarly assistant engineer receives orders from Dy. execurives
on.
oject organlzation

Chief Engineer
45
(May 2016)
Superintending

Superintending
engineer

circle-1
engineer Superintending Superintending
circle-2 engineer
Vadodara cirçle engineer
Surat circle

utive engineer Executive engineer

Division-1 Executive engineer
.Division-2 Executive engineer
Division-3
Division-4
Dy.Executive
Dy.Executive
engineer
engineer Dy.Executive Dy.Executive
sub-division-1
Sub-division-2 engineer
engineer
Sub-division-3 Sub-devision-4
Assistant
Assistant
engineer(AE) Assistant
engineer (AE) Assistant
Fig. 2.6 engineer (AE)
Line
organisation of PWD of engineer (AE)
thief Engineer (CE) a state
Superintend ing Engineer (SE)
Executive Engineer (EE)
puty Executive Engineer
(Dy. EE)
usistant Engineer (AE)
Adtional Assistant Engineer
(AAE)
ilvantages of line
It is organisation :

simple to work and easy to understand

t
permits quick by the employees.
"S
decisions.
most effective and economical.
provides strong discipline.
erson
inimum
work.
ganisation
The
has
All
idea
staff
to
can
similar
perform
behind
be
depending
useful
and
a
this
and
and
Construction MaManan
staff are
sta
nagem
48 upon
type
between
line persons
there as the
minimum
of
conflict

Possibilities

and
related
authority
whennot
are
of
others
well defined.

is conveyed to workers through the

workers
Tesponstbit
advise the
available
line
misunderst.autstandihortnyg »
The expert work Thu is likelyhood of
3. lengthy numberrhus there
route.

is a quite
misinterpretation.
organisation
for
is
owner
of will inerease due to high
4. The overhead cost of the product
grouped
functional
salaries of staff p
salas:

5 The slackness
of any section will is
himself
affect the
functions
to
whole system personne
ORGANIZATION FOR PROJECT MANAGEMENT
acts
divide
together
2.5 and
expertise.
as
(May 2017
is level and
In a construction company the organization at project
the and at
at co
the corporate leveli
fully
the same. The primary function of a construction company under
is to execute construect
work
This function is performed by companies following different organizational structures
construction projests
manager
in
one
level.
responsible
such
Depending on the extent to which the of manager and
authority is delegated to a project
person.
project management structurethe
a
mode in which the power is delegated, the
forbe divided
can
three categories manner
The
project
those
(a) Functional organization (classical) tuncu
that
aspea
(b) Matrix organization
(c) Pure project or product organization.
(a) Functional organization (Classical Organization):
The basis of functional
a
organisation is specialisation.
organisation In such an work a
carried out on a functional basis and each function is carried out by a specialist. According t
W. Taylor, the ideal situation in such an
organisation would be when each person
pecifiedfunction only. This removes the staff performs
im authority and
personnel from his assisting capacity and gvs
responsibility for supervision and administration.

ona

wih a

For
example, the work of data
collection and irigatier-
preparation of maps for varo.
emes of a state is done
by Irrigation Investigation Circle. Similarly design
design
of iigatiorm
emesand large buildings is done
o
by Central Design Organisation.
praject o r g a n i z a t i o n

Cauiarat
I nthe Gujarat. State, PWD
irrigation department
-

n o w nb e l o w

work as
per functional
Project Manager
organisation

Site Engineer
Account Officer
Foreman
Foreman 2
Store Keeper
Fig. 2.8
Functional organisation of
Table 2.1 Functional a
construction company
Organisation of Irrigation
Name of Functional
Organisation Department
Inrigation Investigation circle Functions
To collect
necessary information data-
irrigation schemes and prepare
Central Design Organisation estimates. plans
To design various
scheme components of an
irrig
Sujarat Engineering Research Institute testing of construction materials
ERI, Vadodara.
road research

model testing of irrigation schemes

perintending Engineer Quality control To control
quality of irigation schemes
with GERI
nief Engineer
Co-ordination of various funct
ancial Advisor organisations
To control financial matter
COuntant General To maintain financial account and audits=
retary
Ister Principal controller of the line organisat
Principal controller of all the three ty
organisations

. (B.E.)
Sem-8\ 2017 \7
 is available
50

Advantages of
o r g a n i s a t i o n
expert
advise
through specialist
Thethis
entire work is divided on the basis of functional ecialisation. Thus e
type
In

2 w i l l i n c r e a s e .

enhanced due on.

to specialisation.
is
ofwork
Quality
3 separated
from mental work,
work is
Mahual as each person has to .
4.
The efficicncy of the
work will increase
erform limited
5.
of functions.

isadvantages:

clear cut line of authority.

. There is no

Co-ordination is difficult.
2.
2.
It is difficult to
fix responsibility.
3.
number of specialists.
4. Overhead costs are increased due to a
Each sub-ordinate is accountable to a number of bosses. It may weakens the d
5. dis
in the organisation.

0.
The system is too complicated. It is unsuitable for lower level departments o

organisation.
Matrix Organization
Corporate Corporate
Accountability Accountability

Owner

Chief design Const. Project Chief Engineer

Engineer Manager (Const.)

Design Const.
Engineer Engineer
Fig. 2.9 Matrix Organisation for construction company
his type of organisation strong and good points of line and staff organisatlOu retaner

the
sthe power into functional and
project responsibilities. In this ype organisation
type of
oo
 52

Using consensus nmanagement.

Constructlon Managem
Hiring top quality people having integrity and
the
willingness
client, the fim and other people before their
to place
ace tha
the interest
own
interests.
(c) Pure Project or Product Organization
Pure project or product organizations can be formed to (May 2
projects. In this type support steady flow ofan
a
of organization employees are
grouped by project. The ong
organizations resources is directed towards
successful majority
managers enjoy a great deal of completion of projects. The
independence and prc
organizational units called departments either report authority.toInthesuch structures, the dift-
supporting roles to the projects. Fig. 2.10 Shows a directly project manager or
typical pure project organization. pro-
General Manager|

Human
Resources Construction Engineering| Tendering Material
|Accounts
Procurement

Project A Project B Project C

Fig. 2.10 Pure project organization

Advantages
1.The project manager hascomplete control over the project.
2. The lines of communication are
strong and open.
3. The system is highly flexible and capable of
rapid reaction times.
4. The project is the only real concern of the
project employees. It brings toge
the administrative, technical and support personnel needed to bring a frc
the early stages of development proje
to
5.
operational use.
The appraisal of employees is based upon the
performance of the project.
Disadvantages:
1. There could be a
duplication cf efforts.
 59
matons

enthosias
Capability to motiva integrate his team
Adaptability
refers to propensity to be flexible where necessary and avoid rigid patterns of thinking

ODehaviour and to adapt to the requirement of the project, the needs ot the sponsors, its
cvironment and people working on it. He should be adapt to change.
5
Inventiveness:
This refers to an ability to discover innovative strategies and solutions either from within
one selt or through interaction with other members of the project team and to identify ways of
working With disperate resources to achieve the project objectives.
2.8 TRAITS OFA PROJECT COORDINATOR: (May 2017, May 2018)
A project coordinator is a person who is responsible for coordination among personnel of
different departments and various stakeholders of a project. Although a project manager is also
responsible for project coordination to an extent, in a large project the project manager needs
assistance from a project coordinator.
A typical large multidisciplinary project needs coordination among the personnel of different
departments such as civil, mechanical, electrical, plant and
machinery, accounts, materials, design,
quality control, safety, HRD etc. Besides a number of designers, subcontractors, consultants and
specialists from different disciplines are also involved in these projects, making coordination
even more complex. Under these circumstances the role of a project coordinator is considered
vital. In terms of hierarehy, a project co-ordinator is placed between project administrator and
technical assistants.
Jha(2004) identified 24 traits (skills) of a project coordinator in terms of three categories
as under
(a) Team building skills
Concern for conciliation - the act of placing and overcoming animosity.

2 Concern for other's ego Not to remain

-
self centred Respect other's individuality
3. Under standing ofhuman psychology
 60

4 Analytical skills ability to look logically at a technicat Construction

5. Motivating skills - ability to influence other to contribute
tribute to attaining
Managemert
6. Team playing spirit ability to integrate people from
team.
many disciplines intoim ga
into an eftes
7. Timeliness ability to
mange multiple tasks within given
time
8. Facilitaing skills Skill to make the-

task easy. constrai

9. Inter personal skills Skill to mix in,
being friendly.
10. Communication skill ability to interact effectively
organization.
with others at
11. Technical knowledge of the subject
12. Resource utilization skills
(b) Contract implementation skills

13. Reliance on
systematic approach skill to do things methodically.
14. Under
standing of contract clauses
15. Concern for safety, health and welfare of labour and other
employee
16. Monitoring skills ability observe something
to

17. Maintaining records skill of keeping diary and keeping notes.

18. Follow up quality - Pursuance or skill for the continuance
19. Forcasting skills - skill of predicting about the future

20. Planning skills Cie

(c) Project organization skills

21. Relationship with client, consultant and contractor
22. Coordination for achieving quality
23. Liasion skills ability to channelize communication between groups.
24. Knowledge of project finance

9 ETHICAL CONDUCT FOR ENGINEERS:

An engineer faces a number of situation in his day to - day life, in which he na*
200se between the well being of the project he is working on and well being of tne s
asystem
ge. An action taken by him may be beneficial for the project but it may endanger tne c *

and construct
anu
passing through dense forest
example the alignment of a highway may be a
 64

The
fact that the
importance of the parameter 'supportiv top onstruc
dynamic, project based nature of
the mangement' can
fluctuations in construction
organization workload and requires teams to ction industr
quickly. Timely help from top management in from, devel
can have far
reaclhing implications on the getting the resources.
The parameter
performance of the organizo
'Acquring Proper and adequate
given more importance due to fact that the equipments for equipments c
.

Droiects and the quality of the affect the

the seh
sched
work, which in turn affect the
organization. performane
2.11 CAUSES OF PROJECT
FAILURE
For successful
completion of a
project four basic resources
Manpower (4-M) rea
Money
Materials
In addition
this planning,
to
Machinery
he key elements for the success oforganising, directing, controlling and co
a
project.
The followings are the
causes of failure of a
1. project :
Improper planning of a project.
2. Defect in the survey carried out before
Excessive increase in the project cost. implementation
3 of a
proj.
4 Sudden increase in materials and labour
rates in the
5. Defective structural design. market.
6. Poor quality
of construction at site.
7. Use of inferior quality of construction
materials.
8. Lack of technical skill of
9. Inexperienced contractor.
supervisors/engineers.
10. Insufficient finance with the contractor.
11. Insufficient plants, equipments and
manpower.
12. Poor relations among owner,
engineer and labours.
13. Lack of co-ordination between various
deparments like administr
account, materials store etc.
14. Inadequate water, electricity
and approach road.
15. Change in government policies / laws.
16. Lack of planning for mainteance after
completion of the project.