Construction Management
Introduction to Management
Definition of Management
Management is a distinct process involving:
Planning
Organizing
Actuating
Controlling
Utilizing both science and art to accomplish predetermined objectives (George R. Terry)
Management is the art of getting things done through others and with formally organized
groups (Harold Koontz).
Management is a set of activities (planning, decision making, organizing, staffing, leading,
and controlling) directed at organizational resources (human, financial, physical, and
informational) to achieve organizational goals efficiently (doing things right) and effectively
(doing the right things).
Features of Management
Goal-oriented
Integrates human, physical, and financial resources
Continuous
Pervasive/universal
Management Development
What is Management Development?
A process used to create effective managers.
A manager is anyone who works between executive and entry-level personnel, helping them
perform labor to ensure the company reaches its goals.
Management development programs enhance existing skills (e.g., resolving conflicts,
communicating).
Management Development Programs
Internal:
Individual mentorship
Instruction from HR
Management assignments
External:
Conferences
Seminars
University graduate programs
Importance of Management Development
Helps new managers understand their roles and gain necessary soft skills.
Teaches experienced managers new ideas and reminds them of existing techniques.
Benefits
More effective communication
Motivated team members
Cost-efficient leadership (promoting from within)
Wide knowledge of company policies
Long-term management availability
Key Principles of Management Development
Knowledge, skills, and abilities development
Focus on building skills.
Personal process
Individuals must be willing to develop skills and be accountable for their progress.
Programs should adapt to individual skills.
Time investment
Focus on long-term skill and knowledge improvement.
Longer timelines allow for implementation and better retention.
Organized process
Provides specific objectives, paths, and accomplishments for participants.
Components of a Management Development Program
Knowledge
Provides information for wise decision-making.
Topics include:
Company business model
Company structure
Company scope
Internal policies and codes
Labor laws
Management theories
Skills
Teaches soft skills for everyday and occasional use.
Skills include:
Scheduling
Individual performance management
Hiring, interviewing, and termination
Conflict management
Team motivation
Communication
Decision-making
Functions of Management
Management functions integrate resources to achieve organizational objectives.
Henri Fayol's Functions of Management
Planning
Organizing
Staffing
Leading / Directing
Controlling
Other Perspectives
George and Jerry: Planning, organizing, actuating, and controlling.
Newman and Summer: Organizing, planning, reading, measuring, and controlling.
Common Functions Explained
Planning: Setting organizational goals and deciding how to achieve them.
Determines:
What is to be done?
Why is it to be done?
When is it to be done?
How will it be done?
Who is to do the job?
Where should it be done?
Organizing: Dividing and grouping activities and resources.
Each job must be carefully defined.
Establish delegation of authority.
Staffing: Sourcing, developing, and utilizing human resources.
Right quality, quantity, cost, source, time, and job.
Involves recruitment, selection, training, compensation, appraisal, etc.
Leading: Influencing, inspiring, and empowering employees.
Involves:
Setting direction
Influencing people at work
Bringing innovation and change
Controlling: Measuring performance, comparing it with objectives, and making adjustments.
Purposes:
Adapting to changes
Minimizing consequences of errors
Helping cope with complexities
Improving efficiency
Managerial Roles
Behaviors adopted to perform various management functions (leading, planning, organizing,
strategizing, problem-solving).
Managers at different levels have different, often overlapping, responsibilities.
Henry Mintzberg classified 10 managerial roles into 3 categories.
Categories of Managerial Roles
Interpersonal Roles: Interactions with people inside and outside the organization.
Figurehead: Represents the organization.
Leader: Leads a team, department, or organization.
Liaison: Develops and maintains internal and external relationships.
Informational Roles: Creating, receiving, or sharing information.
Monitor: Identifies problems and opportunities.
Disseminator: Shares data and communicates it effectively.
Spokesperson: Speaks for the organization, defending its interests.
Decisional Roles: Action-oriented roles.
Entrepreneur: Organizes and runs business processes.
Disturbance Handler: Fixes problems, maintaining productivity.
Resource Allocator: Determines how and where to apply resources.
Negotiator: Participates in negotiations.
Levels of Management
Levels of Management refers to the line of demarcation between various managerial
positions in an organization.
Three Broad Categories
Top-level (Administrative)
Middle-level (Executory)
Low-level (Supervisory/Operative/First-line)
Descriptions
Top Level:
Small group of executives who manage the entire organization.
Includes board of directors, executive committee, chief executives, general managers, etc.
Functions:
Establish broad objectives, vision, mission, and values.
Design major policies, strategies, and organizational structure.
Provide overall leadership and direction.
Provide overall organizational control.
Deal with the external environment.
Middle Level:
Managers acting as intermediaries between top and first-line managers.
Functional area heads (marketing, production, HRM, finance, etc.).
Supervise and coordinate activities of lower-level managers.
Functions:
Translate long-term plans into medium-term plans.
Develop specific targets in their areas.
Develop specific schedules to guide actions and facilitate control.
Coordinate inputs, productivity, and outputs of operating management.
Lower Level:
Managers acting as intermediaries between middle management and operating
employees.
Frontline managers.
Functions:
Link between middle management and workers.
Plan daily and weekly activities.
Assign employees to specific tasks.
Supervise and coordinate activities of operating employees.
Issue instructions, coach, motivate, counsel, evaluate, and report results.
Skills of Managers
Technical skill
Human relations skill
Conceptual skill
Skill Descriptions
Technical Skill:
Ability to accomplish or understand specific work.
Knowledge of machines, methods, processes, procedures.
Ability to use tools and operate equipment.
Especially important for first-line managers.
Human Relations Skill:
Knowledge about human behavior.
Ability to communicate with, understand, and motivate individuals and groups.
Ability to get along with subordinates, peers, and those at higher levels.
Important across all managerial levels.
Conceptual Skill:
Ability to view the organization as a system.
Ability to define problems, obtain and analyze information, and reach decisions.
Ability to scan the environment for opportunities, threats, weaknesses, and strengths.
Skill Importance by Management Level
Top Level: High Conceptual, Medium Human, Low Technical
Middle Level: Medium Conceptual, High Human, Medium Technical
Lower Level: Low Conceptual, High Human, High Technical
Management Levels and Functions
Top management spends more time planning.
Lower management spends more time leading and controlling.