NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH

MANAGEMENT IN ORGANISATION SUBMITTED BY: MALIM NIDA LIYAQAT REG. NO. 212-07-31-10773-2141

PGPM 11

ASSIGNMENT NICMAR/CODE OFFFICE

1.COURSE NO : PGPM 11 2.COURSE TITLE : MANAGEMENT IN ORGANISATION 3.ASSIGNMENT NO : 01 4.DATE OF DISPATCH : 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 M AHARASHTRA 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 100 KM 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 . H OUSING COLONY CONSISTS OF 10 BUNGALOWS FOR SENIOR EXECUTIVES ,

20APARTMENTS IN 5 BUILDINGS, 100 DWELLINGS FOR WHITE COLLAR WORKERS AND 300DWELLINGS FOR BLUE COLLAR WORKERS . COLONY WILL HAVE MARKET AND ENTERTAINMENT COMPLEX .

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. COMMITTED LEADERSHIP ; FOCUS ON THE CUSTOMER ; INTEGRATED PROCESSES AND TEAMS; QUALITY DRIVEN AGENDA , AND COMMITMENT TO PEOPLE . MAIN PILLARS ON WHICH A CONSTRUCTION PROJECT IS LAID ARE PROPER , EFFECTIVE AND EFFICIENT PLANNING AND MANAGEMENT OF MATERIAL FLOW . M ATERIALS RIGHT FROM THE RAW FORM TO SEMI
FINISHED AND THEN FINALLY IN TO FINISHED STATE MUST BE PLANNED AND MANAGED IN SUCH A WAY THAT NO WASTAGE OR MISUSE COMES IN TO SCENE . 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 . T HE ELIMINATION OF WASTE AND INEFFICIENCY FROM THE SUPPLY CHAIN BUILDS IN VALUE IN THE PROCESS . ALL THE AUTHORITIES GUIDING PERSONNEL AT DIFFERENT LEVEL OF CONSTRUCTION PROJECT SHOULD BE IN A PERFECT SYNC AND WELL COORDINATED . FLOW OF INFORMATION FROM THE TOP LEVEL OF MANAGEMENT TO BOTTOM AND VICE - VERSA MUST BE SMOOTH , LUCID AND CLEAR AVOIDING ANY CONFLICT AND MISGUIDANCE . M ANPOWER SHOULD BE AS LEAN AS POSSIBLE AVOIDING ANY OVER NUMBERED PEOPLE SITUATION AT PROJECT SITE .

FOR PLANNING , MANAGING AND EXECUTING A CONSTRUCTION PROJECT FOLLOWING KEY AREAS ARE THE AXIS AROUND WHICH A PROJECT MANAGER EMPHASIS AND CONCERN SHOULD REVOLVE :COMMITTED LEADERSHIP . DETERMINING BOTTLENECKS AND THEN METHODS TO GET RID FROM IT. FRAMING GUIDELINE EASY TO FOLLOW. QUALITY DRIVEN AGENDA MAKING A TASK SCHEDULE CLEARLY INDICATING START AND FINISH DATE OF PROJECT ALONG WITH TIME TAKEN TO COMPLETE DIFFERENT INDIVIDUAL TASKS AT DIFFERENT LEVELS AND STAGES OF PROJECT . INTELLIGENT PLANNING OFF FINANCES AND CASH FLOW .

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 . C ONSIDERING 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 100 KM 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.

1.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

WHAT IS ENTERPRISE
THE BUSINESS ENTERPRISE IS A WORK ORGANIZATION ESPECIALLY CREATED TO PRODUCE GOODS AND SERVICES FOR THE COMMUNITY . IT PRODUCES GOODS FOR THE MARKET AND CONSUMERS THAT YIELD PROFITS FOR THE OWNERS OR DIVIDENDS FOR SHARE HOLDERS . IT GENERATES SERVICES FOR EMPLOYEES IN TERMS OF JOBS , CAREERS, INCOME , AND PERKS AND WELFARE . THE ENTERPRISE PROVIDES A FRAME WORK FOR CONTROL AND CO- ORDINATION OF DIVERSE SKILLS NECESSARY FOR THE ACHIEVEMENT OF THE COMMON GOAL .

FOUR BASIC FEATURE OF BUSINESS ENTERPRISE

1)A STATEMENT OF AIMS AND OBJECTIVES, THE PURPOSE FOR WHICH THEENTERPRISE HAS BEEN CREATED. THIS MAY BE STATED IN THE FORM OF M EMORANDA OF THE ARTICLES OF ASSOCIATION IN THE CASE OF LIMITE D COMPANIES TRUSTS ETC. OR PARTNERSHIP DEED OF A FIRM . 2) AN ENTERPRISE HAS A CULTURE OF ITS OWN WHICH MAY BE INFLUENCED BY PERSONAL PHILOSOPHY AND VALUES OF PROMOTERS AND OWNERS, SOCIALENVIRONMENT AND SOCIETAL ETHOS EXPRESSED THRO
UGH METHODS ANDPROCEDURES OF WORK AND CONVEYED THROUGH BUSINESS POLICY ANDCOMMUNICATION SYST EM .

3) EVERY ENTERPRISE HAS A DECISION MAKING AND IMPLEMENTATION MACHINERY TO TRANSLATE POLICIES INTO ACTIONS . 4)THERE IS A MECHANISM OF SOCIALIZATION OF NEW MEMBERS STRUCTURED INTO RECRUITMENT ,
SELECTION AND TRAINING PROGRAM WHICH GIVES THE NEWCOMERS THE REQUIRED BEHAVIOUR PATTERN .

STRATEGIES AND IMPLEMENTATION OF STRATEGIES

IT IS ONE THING TO DEVELOP CLEAR AND MEANINGFUL STRATEGIES. IT IS ANOTHER MATTER , AND ONE OF VERY GREAT PRACTICAL IMPORTANCE , TO IMPLEMENT STRATEGIES EFFECTIVELY . IF STRATEGIC PLANNING IS TO BE SUCCESSFUL , CERTAIN STEPS MUST BE TAKEN TO IMPLEMENT IT . 1.COMMUNICATING STRATEGIES TO ALL KEY DECISION-MAKING MANAGERS. IT DOES LITTLE GOOD TO
FORMULATE MEANINGFUL STRATEGIES UNLESS THEY ARE COMMUNICATED TO ALL THOSE MANAGERS WHO ARE IN POSITION TO MAKE DECISIONS ON PROGRAMS AND PLANS DESIGNED TO IMPLEMENT THEM .

NOTHING HAS BEEN COMMUNICATED UNLESS IT IS CLEAR TO THE RECEIVER. STRATEGIES

MAY BE CLEAR TO THE EXECUTIVE COMMITTEE MEMBERS AND THE CHIEF EXECUTIVE WHO PARTICIPATED IN DEVELOPING THEM .

HOWEVER, STRATEGIES SHOULD BE

COMMUNICATED IN WRITING , AND TOP EXECUTIVES AND THEIR SUBORDINATES MUST MAKE SURE THAT EVERYONE INVOLVED IN IMPLEMENTING STRATEGIES UNDERSTANDS THEM .

2.DEVELOPING AND COMMUNICATING PLANNING PREMISES MANAGERS DEVELOP PREMISES CRITICAL TO PLANS AND DECISIONS, EXPLAIN THEM TO ALL THOSE IN THE DECISION MAKING CHAIN, AND GIVE INSTRUCTIONS TO DEVELOP PROGRAMS AND MAKE DECISION IN LINE WITH THEM . IF PREMISES DO NOT INCLUDE KEY ASSUMPTIONS ABOUT THE ENVIRONMENT IN WHICH PLANS WILL OPERATE , DECISIONS ARE LIKELY TO BE BASED ON PERSONAL ASSUMPTIONS AND PREDILECTIONS . THIS WILL CERTAINLY LEAD TO A COLLECTION OF UNCOORDINATED PLANS . 3.ENSURING THAT ACTION PLANS CONTRIBUTE TO AND REFLECT MAJOR OBJECTIVES AND STRATEGIES. ACTION PLANS ARE TACTICAL OR OPERATIONAL PROGRAMS AND DECISIONS , MAJOR OR MINOR, WHICH TAKE PLACE IN THE VARIOUS PARTS OF AN ORGANIZATION . IF THEY DO NOT REFLECT DESIRED OBJECTIVES AND STRATEGIES , THE RESULT WILL BE VAGUE HOPES OR USELESS INTENTIONS. I F CARE IS NOT TAKEN IN THIS AREA , STRATEGIC PLANNING IS NOT LIKELY TO HAVE BOTTOM - LINE IMPACT , THAT IS AFFECTION THE PROFITS . THERE ARE VARIOUS WAYS OF MAKING SURE THAT ACTION PLANS CONTRIBUTE TO MAJOR GOALS. IF MANAGER UNDERSTANDS STRATEGIES, ALL MANAGERS CAN CERTAINLY REVIEW THE
RECOMMENDATIONS OF STAFF AND LINE SUBORDINATES TO SEE THAT THEY CONTRIBUTE AND ARE CONSISTENT , IT IS A GOODIDEA FOR MAJOR DESIGNS TO BE REVIEWED BY AN APPROPRIATE SMALL COMMITTEE , SUCH AS ONE INCLUDING A MANAGER S SUPERIOR AND STAFF SPECIALIST . ALSO BE REVIEWED WITH OBJECTIVES AND STRATEGIES IN MIND .

BUDGET SHOULD

4.REVIEWING STRATEGIES REGULARLY EVEN CAREFULLY DEVELOPED STRATEGIES MAY CEASE TO BE SUITABLE IF CONDITIONS CHANGE . THEREFORE , THEY SHOULD BE REVIEWED FROM TIME TO TIME . FINANCIAL PERFORMANCE ALONE IS AN INSUFFICIENT INDICATOR OF COMPANY SUCCESS; IT REQUIRES
SCANNING OF EXTERNAL ENVIRONMENT FOR NEW OPPORTUNITIES AND THREATS AND REVALUATING INTERNAL STRENGTHS AND WEAKNESSES . THE COMPETITIVE SITUATION MAY BE CHANGED BY NEW FORCES REQUIRING REGULAR REVIEW OF STRATEGIES.

5.DEVELOPING CONTINGENCIES STRATEGIES AND PROGRAMS IF CONSIDERABLE CHANGE IN COMPETITIVE FACTORS OR OTHER ELEMENTS IN THE ENVIRONMENT OCCUR, STRATEGIES FOR SUCH CONTINGENCIES SHOULD BE FORMULATED . EVEN IF THERE IS CONSIDERABLE UNCERTAINTY AND EVENTS MAY OCCUR THAT MAKE A GIVEN SET OF OBJECTIVES , STRATEGIES , OR PROGRAMS OBSOLETE , A MANAGER HAS NO CHOICE BUT
TO PROCEED ON THE MOST CREDIBLE

SET OF PREMISES HE / SHE CAN COME UP WITH THAT GIVEN TIME FRAME .CONTINGENCY PLANS CAN PROVIDE A DEGREE OF PREPARATION .

6.MAKING THE ORGANIZATION STRUCTURE FIT PLANNING NEEDS. THE ORGANIZATION STRUCTURE , WITH ITS SYSTEM OF DELEGATIONS , SHOULD BEDESIGNED TO HELP MANAGERS ACCOMPLISH GOALS AND MAKE DECISIONS NECESSARY TO PUT PLANS INTO EFFECT . I F POSSIBLE , ONE PERSON SHOULD
BERESPONSIBLE FOR THE ACCOMPLISHMENT OF EACH GOAL AND FOR IMPLEMENTATION OF STRATEGIES TO ACHIEVE THIS GOAL . THE RESPONSIBILITY OF THE VARIOUS POSITIONS IN THE MATRIX ORGANIZATION SHOULD BE CLEARLY DEFINED .

7.CONTINUING TO EMPHASIZE PLANNING AND IMPLEMENTING STRATEGY EVEN IF AN ORGANIZATION HAS A WORKABLE SYSTEM OF OBJECTIVES AND STRATEGIES AND THEIR IMPLEMENTATION, THE SYSTEM CAN
EASILY FAIL UNLESS RESPONSIBLE MANAGERS CONTINUE TO STEER THE NATURE AND IMPORTANCE OF THESE ELEMENTS. THE PROCESS MAY SEEM TEDIOUS AND UNNECESSARILY REPETITIOUS, BUT IT IS THE BEST WAY TO MAKE SURE THAT MEMBERS OF AN ORGANIZATION LEARN ABOUT THEM . TEACHING DOES NOT NECESSARILY MEAN CONDUCTING SEMINARS; RATHER , MUCH OF TEACHING CAN TAKE PLACE IN DAY - TO- DAY INTERACTION BETWEEN SUPERIORS AND SUBORDINATES.

8.CREATING A COMPANY CLIMATE THAT FORCES PLANNING PEOPLE TEND TO ALLOW PROBLEMS AND CRISES OF TODAY TO INTERFERE WITH EFFECTIVE PLANNING FOR TOMORROW . THE ONLY WAY TO ENSURE
THAT PLANNING WILL BE DONE IS TO DEVELOP STRATEGIES CAREFULLY AND TO TAKE PAINS TO IMPLEMENT THEM .

WHAT IS MANAGEMENT AND REQUIREMENT OF MANAGEMENT

ONE OF THE MOST IMPORTANT HUMAN ACTIVITIES IS MANAGING . EVER SINCE PEOPLE BEGAN FORMING
GROUPS TO ACCOMPLISH AIMS THEY COULD NOT ACHIEVE ASINDIVIDUALS , MANAGING HAS BEEN ESSENTIAL TO EN SURE THE CO- ORDINATION OF INDIVIDUAL EFFORTS . AS SOCIETY HAS COME TO RELY INCREASINGLY ON GROUP EFFORT , AND AS MANY ORGANIZED GROUPS HAVE BECOME LARGE , THE TASK OF MANAGERS HASBEEN RISING IN IMPORTANCE . M ANAGEMENT IS THE PROCESS OF DESIGNING AND MAINTAINING AN ENVIRONMENT IN WHICH INDIVIDUALS , WORKING TOGETHER IN GROUPS, EFFICIENTLY ACCOMPLISH SELECTED AIMS .

THIS BASIC DEFINITION NEEDS TO BE EXPANDED:

I)AS MANAGERS, PEOPLE CARRY OUT THE MANAGERIAL FUNCTIONS OF PLANNING , ORGANIZING , STAFFING , LEADING , AND CONTROLLING . II)M ANAGEMENT APPLIES TO ANY KIND OF ORGANIZATION III)IT APPLIES TO MANAGERS AT ALL ORGANIZATIONAL LEVELS IV)THE AIM OF ALL MANAGERS IS THE SAME : TO CREATE A SURPLUS . V)M ANAGING IS A CONCERN WITH PRODUCTIVITY : THIS IMPLIES EFFECTIVENESS AND EFFICIENCY M ANAGEMENT IS THE PROCESS OF UTILIZING PHYSICAL AND HUMAN RESOURCES TO ACCOMPLISH DESIGNED OBJECTIVES. M ANAGEMENT IS THE PROCESS OF DESIGNING AND MAINTAINING AN ENVIRONMENT IN WHICH INDIVIDUAL WORKING TOGETHER IN

GROUPS, EFFICIENTLY ACCOMPLISH SELECTED GOALS. M ANAGEMENT INVOLVES THE ORGANIZATION, DIRECTION COMMUNICATION , CO ORDINATION , AND EVALUATION OF PEOPLE TO ACHIEVE THESE GOALS.

MANAGEMENT IS MOTIVATING , PERSUADING AND INFLUENCING OTHERS PROVIDING LEADERSHIP , PROMOTING TEAM WORK , EXERCISING AND DELEGATING AUTHORITY AND MAKING DECISION . BEFORE ANY ATTEMPTS TO IMPLEMENT A PROJECT, THE PLANNERS AND IMPLEMENTERS SHOULD SET UP GOALS AND OBJECTIVES . A GOAL DEFINES BROADLY , WHAT IS EXPECTED OUT OF A PROJECT . A GOAL
EMERGES FROM THE PROBLEM THAT NEEDS TO BE ADDRESSED AND SIGNALS THE FINAL DESTINATION OF A PROJECT . OBJECTIVES ARE FINITE (LIMITED ) SUB- SETS OF A GOAL AND SHOULD BE SPECIFIC , IN ORDER TO BE ACHIEVABLE .

THE OBJECTIVES SHOULD BE : SPECIFIC : CLEAR ABOUT WHAT , WHERE, WHEN, AND HOW THE SITUATION WILL BE CHANGED ; MEASURABLE : ABLE TO QUANTIFY THE TARGETS AND BENEFITS ; ACHIEVABLE : ABLE TO ATTAIN THE OBJECTIVES; REALISTIC : ABLE TO OBTAIN THE LEVEL OF CHANGE REFLECTED IN THE OBJECTIVE ; AND TIME BOUND : STATING THE TIME PERIOD IN WHICH THEY WILL EACH BE ACCOMPLISHED . TO ACHIEVE THE OBJECTIVES OF A PROJECT , IT IS ESSENTIAL TO ASSESS THE RESOURCES REQUIRED / AVAILABLE . THE
PLANNERS AND IMPLEMENTERS SHOULD ALSO IDENTIFY THE CONSTRAINTS THEY MAY FACE IN EXECUTING THE PROJECT AND HOW THEY CAN OVERCOME THEM . THE GOALS AND OBJECTIVES PROVIDE THE BASIS FOR MONITORING AND EVALUATING A PROJECT . THEY ARE THE YARDSTICKS UPON WHICH PROJECT SUCCESS OR FAILURE IS MEASURED .

ACTIVITIES AT MOBILIZATION STAGE DEPLOYMENT OF PLANT & MACHINERY , STAFF, LABOUR, MATERIAL, MONEY FOR INITIAL SET -UP AND CONSTRUCTION OF SITE INFRASTRUCTURE AS PER SCHEDULE, AGREED DURING TENDER . ARRANGEMENT & SUBMISSION OF PERFORMANCE GUARANTEE , B ANK GUARANTEE FOR MOBILIZATION & MACHINERY ADVANCE , LABOUR LICENSE AND WORKMEN COMPENSATION AND OTHER RELEVANT INSURANCE POLICIES (LIKE CAR POLICY ). INITIAL ARRANGEMENT OF STAFF & LABOUR ACCOMMODATION AND THEIR TRANSPORTATION, TELECOMMUNICATION FACILITIES AND BANK ACCOUNT. ACTIVITIES AT CONSTRUCTION STAGE T HE PROJECT ACTIVITIES ARE NOT INDIVIDUALISTIC , ONE TIME EVENTS ; THEY DO OVERLAP AT VARYING LEVELS THROUGHOUT THE PROJECT . STUDY : NATURE OF THE PROJECT, SCOPE OF WORK IN BOQ, COMMERCIAL CONDITIONS , TECHNICAL SPECIFICATIONS, SITE INVESTIGATION REPORT . QUANTITY ESTIMATION FROM DRAWINGS AND BOQ.

PREPARATION OF : CONSTRUCTION SCHEDULE , SITE INFRASTRUCTURE PLAN, ESTIMATION & SCHEDULING OF MANPOWER, ESTIMATION & SCHEDULING OF MATERIALS, ESTIMATION & SCHEDULING OF EQUIPMENTS, COST ESTIMATION AND CASH FLOW, QUALITY ASSURANCE & CONTROL PLAN SAFETY, HEALTH AND ENVIRONMENTAL PLAN,
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 WORK PROCEDURES. CARRY OUT : PRELIMINARY SITE SURVEY (LIKE ESTABLISHING BENCH MARK), SITE CLEARANCE, SOIL INVESTIGATION (IF REQUIRED ), MIX DESIGNS. PROCEED WITH CONSTRUCTION .

CHECK DESIGN ASPECTS

WHETHER SOIL INVESTIGATION CARRIED -OUT BY CUSTOMER. IF YES, STUDY THE BORE LOG DATA AND IF NOT , CONDUCT THE SOIL INVESTIGATION , WHERE REQUIRED . CHECK THE SOIL CONDITION . WHETHER FOUNDATION IS DESIGNED ACCORDING TO SITE S SOIL CONDITION OR OTHER SUITABLE / ECONOMICAL OPTIONS CAN BE WORKED - OUT . WHETHER SLOPE PROTECTION IS REQUIRED DURING OPEN EXCAVATION . WHETHER SUB-SOIL DE-WATERING ARRANGEMENTS ARE REQUIRED . IF BOULDERS ARE AVAILABLE, CAN IT BE CRUSHED AND USED AS AGGREGATES FOR CONCRETE WORKS OR FOR BOULDER PITCHING / ROAD WORKS. (CHECK ROYALTY CLAUSE ALSO ).WHETHER PROJECT FALLS IN SEISMIC ZONE . IF YES, IN WHICH ZONE. WHETHER ITS EFFECTS ARE CONSIDERED BY DESIGNER WHILE DESIGNING . WHETHER ANY SUPPORT IS REQUIRED TO GET THE IN - HOUSE DESIGN FOR F ORMWORK , STAGING , D ETAILED FABRICATION DRAWINGS, PRE-CAST YARD, CULVERT TO APPROACH SITE ETC.CHECK THE SOURCE OF STONE AGGREGATES, SAND, CONSTRUCTION WATER AND TYPE OF CEMENT. WHETHER ANY RECOGNIZED AGENCY AVAILABLE NEAR -BY TO CHECK THE SUITABILITY OF THESE MATERIALS. WHETHER INITIAL DESIGN MIXES CAN BE CARRIED - OUT NEAR- BY BY ANY RECOGNIZED AGENCY . WHETHER IT IS POSSIBLE TO CARRY -OUT THE STEEL FABRICATION ON SITE. IF YES, ARRANGE WELDER PRE QUALIFICATION PROCESS. CHECK THE AVAILABILITY OF WELDING EQUIPMENTS . CHECK THE AVAILABILITY OF TESTING FACILITIES . RESOURCE BASED PLANNING & SCHEDULING RESOURCE BASED PLANNING AND SCHEDULING HELPS IN ADVANCE , ALL ACTIVITIES OF THE PROJECT UNDERTAKEN . IT ALSO HELPS TO PLAN , IN ADVANCE , THE INPUTS REQUIRED FOR THE PROJECT , AND ALSO, TAKE EFFECTIVE STEPS TO MAKE THESE INPUTS AVAILABLE A TTHE REQUIRED TIME . IT HELPS IN FIXING TARGETS FOR ACHIEVEMENT IN TERMS OF MILESTONE EVENTS, INVOICING AND CONTRIBUTION . THE RESOURCE BASED SCHEDULING SYSTEMS CONSISTS OF FOLLOWING TEN SCHEDULES : 1) CONSTRUCTION SCHEDULE 2) QUANTITY SCHEDULE 3) SCHEDULE OF INVOICING 4) SCHEDULE OF STAFF REQUIREMENT 5) SCHEDULE OF LABOUR REQUIREMENT 6) SCHEDULE OF MATERIAL REQUIREMENT 7) SCHEDULE OF EQUIPMENTS REQUIREMENT 8) SCHEDULE OF DIRECT COSTS 9) SCHEDULE OF OVERHEADS (INDIRECT COSTS) 10) CASH INFLOW AND OUTFLOW THESE SCHEDULES ENABLE TIMELY MOBILIZATION OF THE REQUIRED
RESOURCES AND HELP IN IDENTIFICATION OF BOTTLENECKS IN THE EARLY STAGES OF PROJECT DURATION .

THEY ALSO ACT AS REFERENCES FOR COMPARISON WITH ACTUAL PROGRESS, COST OF CONSTRUCTION AND CONTRIBUTION AT ANY TIME DURING THE COURSE OF PROJECT CONSTRUCTION .

SCHEDULING, EXECUTION AND MONITORING

IN CONSTRUCTION S CHEDULE , THE EXECUTION OF THE PROJECT IS DETAILED ACCORDING TO WORK SEQUENCE AND THUS THIS FORM THE BASIS OF DAY TO DAY ACTION PLAN. IT ALSO FORMS A MAJOR INPUT FOR OTHER SCHEDULES I.E . S CHEDULE OF I NVOICING , M ANPOWER SCHEDULE , M ATERIAL SCHEDULE , EQUIPMENT SCHEDULE, SCHEDULE OF DIRECT COST AND SCHEDULE OF INDIRECT COST. HENCE THIS IS OF VITAL IMPORTANCE . THE PROCEDURE TO BE FOLLOWED IN PREPARATION OF CONSTRUCTION S CHEDULE ARE : STUDY THE SCOPE OF WORK IN DETAIL FROM TENDER DRAWINGS / MOST RECENTLY AVAILABLE DRAWINGS, DECIDE ON THE SEQUENCE OF CONSTRUCTION INCLUDING METHODS TO BE ADOPTED AND EQUIPMENT TO BE USED , A MAJOR PROJECT IS CUT DOWN INTO A NUMBER OF ACTIVITIES (TASKS) , ALL THESE ACTIVITIES ARE ARRANGED IN A LOGICAL SEQUENCE , IT SHOULD BE PREPARED, TAKING INTO CONSIDERATION MILESTONE EVENTS IN EACH STRUCTURE AND ALSO INTER DEPENDENCY OF ACTIVITIES BETWEEN STRUCTURES , BEFORE AN ACTIVITY MAY BEGIN, ALL ACTIVITIES PRECEDING IT , MUST BE COMPLETED , ORGANIZE ACTIVITY CONCURRENTLY (PARALLEL) TO MAKE OPTIMAL USE OF RESOURCES. MINIMIZE ACTIVITY DEPENDENCIES TO AVOID DELAYS CAUSED BY ONE ACTIVITY WAITING FOR ANOTHER TO COMPLETE . ESTIMATE RESOURCES FOR ACTIVITIES IDENTIFY ACTIVITY DEPENDENCIES IDENTIFY ACTIVITIES ALLOCATE RESOURCES TO ACTIVITIES CREATE CONSTRUCTION SCHEDULE INTER DEPENDENCIES ARISES DUE TO THE SEQUENCING OF ACTIVITIES, CONSTRAINTS SUCH AS
UTILIZATION OF A COMMON RESOURCES OR STRUCTURAL ORIENTATION WHEN THE PRODUCT OF A PRECEDING ACTIVITY MUST BE AVAILABLE TO THE SUCCEEDING ACTIVITY ,

IT SHOULD ALSO TAKE INTO ACCOUNT COMMENCEMENT DATES OF ALL INPUTS AND OTHER FACTORS AFFECTING THESE ACTIVITIES, PREPARE SCHEDULE ASSUMING MOST LIKELY TIME PERIOD FOR EACH ACTIVITY EACH ACTIVITY IS ASSIGNED TIME AND OTHER NECESSARY RESOURCES LIKE QUANTITY , MANPOWER, PLANT AND COST , RESOURCES SHOULD BE ASSIGNED IN ALL ACTIVITIES AND IN PARTICULAR ON THE CRITICAL PATH, ON A REVIEW, IF IT IS FOUND , THAT THE CRITICAL PATH IS TOO TAXING ON THE RESOURCES, THEN ALTERNATIVE METHODS , ALTERNATIVE RESOURCES AND RE - WORKING OF THE SCHEDULE MAY BECOME NECESSARY , INITIALLY THE DURATION ARRIVED AT , AS DESCRIBED ABOVE MAY NOT FIT IN THE DESIRED TIME OF COMPLETION AS PER CONTRACT , THE WHOLE EXERCISE IS TO BE REPEATED TO REVIEW AND FIT IN , THE UNEXPECTED ALWAYS HAPPENS. ALWAYS ALLOW CONTINGENCY IN PLANNING , DO RESOURCE LEVELLING :O IF RESOURCE FITS WITH MINIMUM IDLE TIME IN BETWEEN THE DEPLOYMENT AND DOES NOT CONTAIN PEAKS AND TROUGHS, THEN THE LEVELLING IS ALREADY DONE IF IT DOES CONTAIN PEAKS AND VALLEYS THE , IDLE TIMES ARE TO BE ELIMINATED FIRST BY REVIEWING THE LOGIC IN THE PROGRAM SO AS TO ENSURE CONTINUOUS DEPLOYMENT THEN RESHUFFLE UTILIZATION OF THE RESOURCES TO AVOID PEAK REQUIREMENTS BASED ON THE FLOATS IN THE ACTIVITIES . WHILE UTILIZING THE FLOATS, CARE ISALSO TO BE TAKEN NOT TO MAKE THE ENTIRE PROGRAM CRITICAL . THE C ONSTRUCTION SCHEDULE WILL FORM THE BASIS OF ALL MONTHLY / WEEKLY PROGRAMMES MADE AT
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SITE .SUBMIT THE CONSTRUCTION SCHEDULE AND WORK PROCEDURES TO

CLIENT FOR

APPROVAL .PROCEE

D FOR C ONSTRUCTION ON THE BASIS OF APPROVED SCHEDULE AND WORK PROCEDURE . PREPARE M ONTHLY

CONSTRUCTION SCHEDULE FOR EXECUTION PURPOSE. MONITOR CONSTRUCTION ACTIVITIES ON DAY -TODAY BASIS AND EVALUATE RESOURCE UTILIZATION . IN CASE OF SLIPPAGE IN CONSTRUCTION SCHEDULE , AT ANY STAGE : IDENTIFY THE CAUSE OF FAILURE , SCRUTINIZE AND ANALYZE THE GAP, UPDATE CONSTRUCTION SCHEDULE , AS PER PROJECT REQUIREMENT /S FOR ALL BALANCE ACTIVITIES , PLAN MOBILIZATION OF ADDITIONAL RESOURCES , AS REQUIRED . GO-AHEAD WITH REVISED CONSTRUCTION SCHEDULE . COMPLETE THE PROJECT AND HAND -OVER TO CLIENT.

CHARACTERISTICS OF CONSTRUCTION INDUSTRY

BELOW ARE LISTED CHARACTERISTICS OF THE CONSTRUCTION INDUSTRY AS IT EXISTS TODAY. THESE
CHARACTERISTICS HAVE A MEANING TO THE KIND OF MANAGERIAL STRATEGIES THAT COULD BE DEVELOPED . I)CONSTRUCTION IS LARGE INDUSTRY OF SMALL FIRMS . II)CONSTRUCTION INDUSTRY IS CLIENT ORIENTED INSTEAD OF PRODUCTIONORIENTED III)CONSTRUCTION INDUSTRY IS PRIMARILY CONTRACTING . ALL RELATIONSHIPS ARE CONTRACTUAL AND EXIST DURING PROJECT LIFE ONLY .IV )ENTRY INTO CONSTRUCTION INDUSTRY IS EASY DUE TO LACK OF REGISTRATION / LICENSING AND LOW INITIAL CAPITAL REQUIREMENT .V)CONSTRUCTION INDUSTRY HAS INTER DEPENDENCE BETWEEN MANYHETEROGENEOUS DISCIPLINES AND PROFESSIONS. VI)CONSTRUCTION IS LABOUR INTENSIVE INDUSTRY (IN TERMS OF ROLE OF LABOUR . VII)IN CONSTRUCTION INDUSTRY PRODUCT IS FIRST SOLD AND THEN MADE . VIII)IN CONSTRUCTION INDUSTRY EACH PRODUCT MADE IS UNIQUE . THERE IS NO REPETITIVE WORK AT ALL . IX)IN CONSTRUCTION INDUSTRY PLANT AND MACHINERY ARE NOT FIXED . THEY MOVE FROM SITE TO SITE . X)IN CONSTRUCTION INDUSTRY WORK IS SEASONAL, LABOR IS CASUAL ANDTEMPORARY , SUB CONTRACTING IS COMMON. XI)IN CONSTRUCTION INDUSTRY PRODUCTION IS DONE AT SITES UNDER NATURAL/ HAZARDOUS CONDITIONS. SAFETY IS OF PARAMOUNT IMPORTANCE . XII)IN CONSTRUCTION INDUSTRY EMPLOYMENT RELATIONS ARE CONTRACTUAL AND OF SHORT DURATION AND HIRING ARE PROJECT BASED . XIII )IN CONSTRUCTION INDUSTRY UNIONIZATION IS DIFFICULT , UNIONS ARE UNSTABLE , AND UNIONS ARE DIFFICULT TO DEAL WITH. XIV )PARTICIPANTS IN CONSTRUCTION ARE CONTRACTORS , CLIENTS , GOVERNMENT .THEY COME TOGETHER AROUND PROJECT . XV)PROJECT -THE PROJECT IS THE DESIGN AND PRODUCTION OF CONSTRUCTION FACILITY .

THE WORK PERFORMED BY THE ORGANIZATION INVOLVES A NUMBER OF PROCESSES AND SUB PROCESSES , THE PROCESS MODEL CAN BE APPLIED ITERATIVELY , BY MEANS OF : IDENTIFYING INPUTS (FROM THE OUTPUT OF THE PREVIOUS STAGE ). PLANNING & SCHEDULING . IMPLEMENTATION. MONITORING. RECORDING. IMPROVING.
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THEREFORE OUT OF THE LISTED TYPES THE HIERARCHY COMMUNITY PHENOTYPE MODEL CAN BE MOST BENEFICIAL FOR THIS PROJECT . THIS IS BECAUSE OF THE FOLLOWING REASON : NEED OF QUICK DECISION MAKING: HIERARCHY IS IMPORTANT SO THAT THE DECISION MAKING POWERS CAN BE CLEARLY CATEGORIZED . NEED FOR BETTER COMMUNICATION: ALSO A FLAT TYPE OF ORGANIZATION LEADS TO BETTER COMMUNICATION . SOCIAL INVOLVEMENT : IN SUCH PROJECTS THE PEOPLE ARE MOVED FROM THE HEADQUARTERS IN METROPOLITAN CITIES TO THE PROJECT SITE . IT IS IMPORTANT FOR THEM TO HAVE A SOCIAL LIFE . THIS WILL INCREASE THE FEELING OF ATTACHMENT AND MOTIVATION . LACK OF SOCIAL LIFE IS ONE OF THE BIGGEST DE MOTIVATOR FOR ENGINEERS WORKING ON REMOTE SITES.

ORGANIZATION STRUCTURE
LOOKING AT ORGANIZING AS A PROCESS REQUIRES THAT SEVERAL FUNDAMENTALS BE CONSIDERED . 1. THE STRUCTURE MUST REFLECT OBJECTIVES AND PLANS, BECAUSE ACTIVITIESDERIVE FROM THEM 2. IT ALSO SHOULD REFLECT THE AUTHORITY AVAILABLE TO AN ENTERPRISEMANAGEMENT . AUTHORITY IN A GIVEN ORGANIZATION IS A SOCIALLY DETERMINED RIGHT TO EXERCISE DISCRETION: AS SUCH, SUBJECT TO CHANGE . 3. THE ORGANIZATION STRUCTURE LIKE ANY PLAN MUST REFLECT ITS ENVIRONMENT .JUST AS THE PREMISES OF A PLAN MAY BE ECONOMIC , TECHNOLOGICAL,POLITICAL , SOCIAL , OR ETHICL, SO MAY BE THOSE OF AN ORGANIZATIONSTRUCTURE. IT MUST BE DESIGNED TO WORK, TO PE RMIT CONTRIBUTIONS BY MEMBERS OF A GROUP , AND TO HELP PEOPLE GAIN OBJECTIVES EFFICIENTLY IN A CHANGING FUTURE . IN THIS SENSE , A WORKABLE ORGANIZATION STRUCTURE CAN NEVER BE STATIC . THERE
IS NO SINGLE ORGANIZATION STRUCTURE THAT WORKSBEST IN ALL KINDS OF SITUATIONS . SITUATION .

AN EFFECTIVE ORGANIZATION STRUCTUREDEPENDS ON

4. SINCE ORGANIZATION IS STAFFED WITH PEOPLE , THE GROUPINGS OF ACTIVITIES AND THE AUTHORITY
RELATIONSHIPS OF AN ORGANIZATION STRUCTURE MUST TAKE INTO ACCOUNT PEOPLES LIMITATIONS AND CUSTOMS. T HIS IS NOT TO SAY THAT THE STRUCTURE MUST BE DESIGNED AROUND INDIVIDUALS INSTEAD AROUND GOALS AND ACCOMPANYING ACTIVITIES . PEOPLE WHO ARE TO STAFF IT .

BUT AN IMPORTANT CONSIDERATION IS THEKINDS OF

11

ORGANISATION ANALYSIS
ORGANISATION ANALYSIS IS THE TECHNIQUE USED VERY OFTEN BY MANAGEMENTCONSULTANT TO STUDY THE ORGANIZATION , IDENTIFY ITS STRENGTHS ANDWEAKNESS , LOCATE THE AREAS WHERE CHANGES ARE
NEEDED AND TO REPORT TO THE CLIENTS.PERIODICALLY COMPANIES ALSO REPORT TO ORGANIZATION ANALYSIS FOR CORPORATEPLANNING .

THE ORGANISATION ANALYSIS IS DONE FOR THE FOLLOWING PURPOSE : TO KNOW THE ORGANIZATION STRUCTURE A. VARIOUS FUNCTIONS B.STATUS OF EACH FUNCTION AND FUNCTIONARY C.REPORTING RELATIONSHIP D.AUTHORITY FLOW 1. TO IDENTIFY WEAK POINTS IN THE ORGANIZATION 2. TO LOCATE POINTS THAT IS NOT UPDATED AND UPDATES THEM . 3. TO ENSURE THAT AUTHORITY IS COMMENSURATE WITH RESPONSIBILITY AT EACH STAGE . 4. EACH PERSON HAS ONE BOSS ONLY . ONE MAN RECEIVES INSTRUCTIONS FROM ONE -PERSON ONLY AND TO REMOVE ANIMATES IF ANY . 5. TO SEE THAT FORMAL ORGANIZATION IS COMMENSURATE WITH INFORMAL ORGANIZATION. 6. TO HELP WORK OUT JOB DESCRIPTION AND PROCESS CHARTS.

KEY AREAS PLANNING

IS THE FIRST STEP OF MANAGEMENT IN AN ORGANIZATION . IT IS NECESSARY TO PERFORM MANAGERIAL PLANNING AT VARIOUS LEVELS AND THEN TO VISUALIZE HOW THEY RELATE TO ONE ANOTHER. A PLAN IS A PROJECTED COURSE OF ACTION . A PROJECT PLAN WILL SPELL OUT THE DETAILS IN WHICH THE ACTIVITIES WILL BE CARRIED OUT ; RESOURCES WILL BE DEPLOYED AND TIME FRAMES WHEN CERTAIN OUTPUTS SHOULD BE EXPECTED . THE PLAN OF A COURSE IS AN AGGREGATE OF SCHEMES THAT CUMULATIVE WILL LEAD TO THE TARGETED DEVELOPMENT OBJECTIVES IN THE GIVEN TIME AND THE RESOURCE CREATION AND ALLOCATION FOR THE PURPOSE .

COMMUNICATION FLOW
COMMUNICATION PLANNING PULLS THE PROJECT TOGETHER. THE COMMUNICATION PLAN SHOULD OUTLINE : WHO (LINES OF COMMUNICATION SENDER- AND RECEIVER-RESPONSIBILITY AND AUTHORITY ) WHAT (SCOPE OF COMMUNICATION AND FORMAT ) HOW (E-MAIL, DOCUMENT, TELEPHONE , MEETING, PRESENTATION) WHEN (SCHEDULE) FEEDBACK (CONFIRMS MESSAGE RECEIVED AND UNDERSTOOD DOCUMENT CONTROL) FILING (RETRIEVAL, STORING, DISASTER RECOVERY ) FORMAL COMMUNICATION
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FORMAL COMMUNICATION , WRITTEN OR ORAL , FOLLOWS THE CHAIN OF COMMAND OF THE FORMAL ORGANIZATION . T HE COMMUNICATION FLOWS FROM THE MANAGER TO HIS IMMEDIATE SUBORDINATES. EACH RECIPIENT THEN RE-TRANSMITS THE MESSAGE IN THE SELECTED FORM TO THE NEXT LOWER LEVEL OF MANAGEMENT OR TO STAFF MEMBERS . FORMAL COMMUNICATION NORMALLY ENCOMPASSES THE TRANSMITTAL OF GOALS , POLICIES , INSTRUCTIONS , MEMORANDA , AND REPORTS; SCHEDULED MEETINGS; AND SUPERVISORY - SUBORDINATE INTERVIEWS .C OMMUNICATION FLOWS IN FOUR DIRECTIONS : DOWNWARDS, UPWARDS, ANDHORIZONTALL Y AND LATERALLY . THE FOLLOWING FIGURE SHOWS THE FLOW OF COMMUNICATION IN CONSTRUCTION FIRM . DOWNWARD COMMUNICATION STARTS AT THE TOP I.E. A MANAGER AND FLOWS DOWN THROUGH THE PROJECT LEVELS TO THE EMPLOYEES. THE MAJOR PURPOSE OF DOWNWARDCOMMUNICATION IS TO PROVIDE SUBORDINATES WITH INFORMATION ON GOALS, STRATEGIES AND POLICIES. D OWNWARD COMMUNICATION IS USED TO INFORM , DIRECT , COORDINATE , AND EVALUATE EMPLOYEES IN THIS TYPE OF ORGANIZATIONAL COMMUNICATION , DISTORTION OF THE ACTUAL INFORMATION OCCURS. IT IS LIKELY TO BE FILTERED , MODIFIED , OR HALTED AT EACH LEVEL AS MANAGERS DECIDE WHAT SHOULD BE PASSED DOWN TO EMPLOYEES . THIS COULD BE MADE EFFECTIVE BY FEEDBACKS . UPWARD COMMUNICATION - . WHEN COMMUNICATION FLOWS FROM EMPLOYEES TO MANAGERS, IT IS CALLED UPWARD COMMUNICATION . IT TRANSFERS FROM SUBORDINATE TO SUPERIOR AS THAT FROM WORKER TO FOREMAN , FROM FOREMAN TO COMPANY MANAGER , FROM COMPANY S MANAGER TO
GENERAL MANAGER AND FROM GENERAL MANAGER TO THE CHIEF EXECUTIVE OR THE BOARD OF DIRECTORS. IN THIS WAY , THE UPWARD COMMUNICATION MAKES A CHAIN . UPWARD COMMUNICATION CAN BE USED IN ORDER TO KEEP MANAGERS AWARE OF HOW EMPLOYEES FEEL ABOUT THEIR JOBS , THEIR CO- WORKERS, AND THE ORGANIZATION . A CLIMATE OF TRUST , RESPECT , AND PARTICIPATIVE DECISION MAKING WILL ENCOURAGE CONSIDERABLE UPWARD COMMUNICATION HORIZONTAL COMMUNICATION OCCURS BETWEEN PEOPLE ON THE SAME LEVEL OF THE HIERARCHY AND IS DESIGNED TO ENSURE OR IMPROVE CO - ORDINATION OF THE WORK EFFORT . IT IS FORMAL COMMUNICATION , BUT DOES NOT FOLLOW A CHAIN OF COMMAND . E FFECTIVE HORIZONTAL COMMUNICATION CAN PREVENT TUNNEL VISION IN THE ORGANIZATION .

HORIZONTAL COMMUNICATION FACILITATES THE L INKING OF

DIFFERENT AREAS OF EXPERTISE AND THIS MAY ENCOURAGE INNOVATION . LATERAL COMMUNICATION TAKES PLACE BETWEEN PEOPLE AT DIFFERENT LEVELS OF THE HIERARCHY AND IS USUALLY DESIGNED TO PROVIDE INFORMATION , CO- ORDINATION OR ASSISTANCE TO EITHER OR BOTH PARTIES.

LATERAL COMMUNICATION CUTS ACROSS BOTH WORK AREAS ANDORGANIZATIONAL LEVELS. IT HAS THE POTENTIAL TO CREATE PROBLEMS IF EMPLOYEES DON T KEEP THEIR MANAGERS INFORMED INFORMAL COMMUNICATION THE COMMUNICATION OUTSIDE THE FORMAL ORGANIZATIONAL STRUCTURE THAT FILLS THE ORGANIZATIONAL GAPS , MAINTAINS THE LINKAGES, AND HANDLES THE ONE - TIME SITUATIONS .INFORMAL COMMUNICATION DOES NOT FOLLOW AUTHORITY LINES AS IN THE CASE OF FORMAL COMMUNICATION . IT IS IMPLICIT , SPONTANEOUS MULTIDIMENSIONAL AND DIVERSE . OFTEN IT WORKS IN GROUP OF PEOPLE , I .E . WHEN ONE PERSON HAS SOME INFORMATION OF INTEREST ; HE PASSES IT ON TO HIS INFORMAL GROUP AND SO ON. INFORMAL COMMUNICATION, COMMONLY CALLED THE GRAPEVINE , CAN BEGIN WITH ANYONE IN THE ORGANIZATION AND CAN FLOW IN ANY DIRECTION. T HE GRAPEVINE S PRIME FUNCTION IS TO DISSEMINATE INFORMATION TO EMPLOYEES THAT IS RELEVANT TO THEIR NEEDS. IN THE CONSTRUCTION INDUSTRY , THE FOLLOWING ARE INFORMAL COMMUNICATION METHODS: REGULAR CONTACT
13

 MIND READING MOTIVATION TO SPEAK HOWEVER, FOR THE EFFICIENT WORKING OF ANY ORGANIZATION BOTH FORMAL AND INFORMAL COMMUNICATIONS ARE REQUIRED . CO-ORDINATION OF WORKERS THEIR VIEWS AND FINALLY COMPLETION OF PROJECT ARE THE NECESSARY TASK OF MANAGER . HE HAS TO COLLECT VIEWS OF VARIOUS PERSONS AT DIFFERENT LEVEL AND REQUIRED TO EXECUTE THE JOB TO BE MORE CORRECT , REALISTIC AND FEASIBLE . HE IS ALSO REQUIRED TO COORDINATE VARIOUS GANGS, PERSONS INVOLVED IN CONSTRUCTION . HE HAS ALSO TO CO - ORDINATE VARIOUS ACTIVITIES IN A PROJECT . MOTIVATION IS VERY ESSENTIAL IN MODERN MANAGEMENT TECHNIQUE . THE JOB OF MANAGERIAL PERSON IS TO MOTIVATE THE WORKERS FOR EFFECTIVE WORKING . THIS CAN BE ACHIEVED BY ECONOMIC , PSYCHOLOGICAL AND SOCIOLOGICAL SATISFACTION OF WORKERS . FUNCTIONAL AUTHORITY IS THE COMMON THING IN ORGANIZATION. IT IS THE POWER WHICH AN INDIVIDUAL OR DEPARTMENT MAY HAVE DELEGATED TO IT FOR SPECIFIC PROCESSES , PRACTICES, POLICIES AND RELATED MATTERS. A M ANAGING D IRECTOR
MAY HAVE THE COMPLETE AUTHORITY TO MANAGE THE COMPANY SUBJECT TO THE SUPERINTENDENCE AND CONTROL OF BOARD OF D IRECTORS. BUT HE IS NOT EXPERT IN EVERY FUNCTION IN THE COMPANY AND HAS OFFICER RESPONSIBLE FOR TECHNICAL , PRODUCTION , FINANCE , PERSONNEL MATTERS ETC. T HEORETICALLY ALL THESE OFFICERS MUST GIVE ADVICE TO MANAGING D IRECTOR AND THE LATTER ALONE WILL ISSUE INSTRUCTIONS . H OWEVER , M ANAGING D IRECTOR DELEGATES AUTHORITY TO THESE OFFICERS TO ISSUE INSTRUCTION DIRECTLY TO THE LINE ORGANIZATION. THIS IS CALLED FUNCTIONAL AUTHORITY . SINCE FUNCTIONAL AUTHORITY IS AN ACT OF DELEGATION , IT MAY CREATE CONFUSION . A PROJECT MANAGER REPORTS TO THE MANAGING D IRECTOR . HE MAY RECEIVE INSTRUCTION FROM FINANCE M ANAGER WHO IS OF EQUAL STATUS . FUNCTIONAL M ANAGER GENERALLY LAY DOWN THE RULES , PROCEDURES , FORMS, NORMS, TIME SCHEDULE ETC . IN REGARD TO THE DISCHARGE OF WORK . LINE M ANAGERS FUNCTION WITHIN THE FRAMEWORK . F OR EXAMPLE : THE FINANCE M ANAGER OF A COMPANY WILL LAY DOWN THE RULE , PROCEDURES AND METHODS OF ACCOUNTING , CASH HANDLING , SPENDING , COLLECTIONS ETC . HE WILL ALSO ESTABLISH NORMS / RATES ETC . WHICH SHOULD BE ADOPTED FOR PROFITABLE WORK . L INE

MANAGERS WILL FUNCTION ACCORDINGLY AND COULD MAKE A REFERENCE IF A DEVIATION IS NEEDED. A SMALL COMPANY MAY NOT HAVE A FINANCE M ANAGER ; IT MAY HIRE A FIRM OF AUDITORS/ CHARTERED ACCOUNTANTS TO RENDER THIS ADVICE . THERE IS NO ONE WAY TO MANAGE THINGS. EACH ORGANIZATION HAS TO FIND A METHOD BEST SUITED TO IT . HOWEVER , NO ORGANIZATION SHOULD GO AGAINST THE PRINCIPLE OF UNITY OF C OMMAND AND NO ORGANIZATION SHOULD DO ANYTHING TO WEAKEN THE AUTHORITY OF LIFE M ANAGERS . ON THE HUMAN LEVEL , CONTROLS OFTEN COMES DOWN TO TELLING
PEOPLE WHAT TO DO AND CRITICIZING THEM OR APPLYING OTHER PRESSURES IF THEY DO NO WHAT THEY ARE TOLD . THIS ASPECT OF CONTROLLING PERFORMANCE IS INESCAPABLE . IT CAN POSE A PROBLEM BECAUSE MANY PEOPLE DO NOT LIKE TO BE CONTROLLED OR TO BE CORRECTED FOR OFFSTANDARD PERFORMANCE . T O A CERTAIN EXTENT , THE DIFFICULTY MUST BE SIMPLY ENDURED . PART OF THE UNIQUE RESPONSIBILITY OF THE MANAGERIAL JOB IS TO EXERT THIS CONTROL OVER SUBORDINATE AND TO ACCEPT AND DEAL WITH ANY NEGATIVE EFFECTS AS EXPRESSED IN ANGER, RESENTMENT , COMPLAINTS OR TEMPORARILY LOWERED MORALE . A SUPERVISOR WHO CANNOT AT LEAST PARTLY OFFSET THE HUMAN PROBLEMS OF CONTROL WILL BE AT A DISTINCT DISADVANTAGE BECAUSE PERFORMANCE STANDARDS AS FAR MORE SUCCESSFUL WHEN THEY ARE WILLINGLY ACCEPTED BY THE PEOPLE WHO MUST STRIVE TO MEET THEM . THE MAIN OBJECTIVE OF ANY MANAGEMENT , I.E . TO ACHIEVE A TIME COST BALANCE RELATIONSHIP BY PROPER PLANNING AND SCHEDULING THE PROJECT HAS ALREADY BEEN EXPLAINED IN PREVIOUS CLAUSES .

MAN POWER AND EQUIPMENT HAVE BEEN ASSUMED TO BE AVAILABLE AS AND WHEN THEY ARE NEEDED , WHICH IS OFF COURSE NOT USUAL . THE BASIC PLANNING PROBLEM IS THEREFORE , HOW TO DECIDE
14

BETWEEN ALTERNATIVE WAYS OF USING RESOURCES SUCH THAT THE BEST PROFITS ARE OBTAINED . THESE DECISION ARE PERHAPS MORE DIFFICULT THAT THE MANAGEMENT HAS TO FACE . THE RESOURCE ANALYSIS REPORT ALLOWS A MANAGER TO BEST USE ALL MEANS AT HIS DISPOSAL . IT IS A TECHNIQUE TO LEVEL OUT THE PEAKS AND THE VALLEYS THAT PREVAIL IN THE MANAGERS INDUSTRY . IN PLANNING RESOURCE REQUIREMENTS , THEREFORE , THE FOLLOWING KEY QUESTIONS HAVE TO BE ANSWERED . WHAT ARE THE TOTAL REQUIREMENTS OF RESOURCE FOR A PROJECT OVER ITS DURATION? IF RESOURCE AVAILABLE ARE INSUFFICIENT THAN WHAT IS THE MINIMUM DURATION BY WHICH THE COMPLETION PERIOD OF THE PROJECT CAN BE DELAYED ? WHAT IS THE BEST UTILIZATION OF THE AVAILABLE RESOURCES TO CARRY OUT THE PROJECT IN FIXED TIME ? T HERE ARE TWO BASIC PROBLEMS INVOLVED IN RESOURCE SCHEDULING .

PROJECT DURATION BEING FIXED , TO LEVEL OR TO SMOOTHEN THE RESOURCE DEMAND AVOIDING PEAKS AND VALLEYS AS FAR AS POSSIBLE . IT IS CALLED RESOURCE AGGREGATION ,I.E . UNLIMITED RESOURCES ARE AVAILABLE FOR DISPOSAL. W ITH FIXED AVAILABILITY OF RESOURCES , TO MINIMIZE THE PROJECT DURATION , I.E . RESOURCE ALLOCATION . IT OCCURS WHEN THERE IS SCARCITY OF RESOURCES.

SITE ORGANISATION
ESSENTIALLY A PROJECT FOR GETTING SUCCESS NEEDS A GOOD RESPONSIBLE TEAM. THE TEAM WORKS WITH A GOAL OF COMPLETING THE PROJECT IN TIME WITHIN THE SPECIFIED COSTS AND QUALITY SPECIFICATIONS . TO ACHIEVE THE AFORESAID GOAL,THE WORK AND RESPONSIBILITIES ARE DIVIDED WITHIN THE TEAM . THE WORKMANAGEMENT WILL BE AS PER THE CHART SHOWING THE SITE ORGANIZATION TEAM . THE BRIEF ROLE AND RESPONSIBILITIES OF VARIOUS PERSONALS INVOLVED IN THE PROJECT ARE AS FOLLOWS .

PROJECT MANAGER
HE IS APPOINTED BY THE HEAD OFFICE TO LOOK AFTER THE COMPLETE PROJECT. HE IS THE HEAD OF THE PROJECT TEAM AND IS RESPONSIBLE FOR ANY ACT AT SITE . HE MANAGES THE ENTIRE CONSTRUCTION PROCESS AND IS ACCOUNTABLE TO THE CLIENT . HE SHOULD GET ALL SITE AND HEAD OFFICE RELATED INFORMATION . IF ANY DECISION IS NEEDED THE PROJECT MANAGER WOULD BE THE TOP MOST AUTHORITY TO GIVE OR ARRANGE THE ANSWER OF THE DECISION .

PROJECT CO-ORDINATOR
THE DECISIONS AT HEAD OFFICE AND THE PROBLEMS OR DEMANDS AT SITE ARE COORDINATED BY THE PROJECT COORDINATOR . PROJECT COORDINATOR ACTS AS A LINK BETWEEN THE PROJECT MANAGER AND SITE ENGINEER . HE SHOULD BE VERY WELL AWARE OF THE WORK HAPPENING AT SITE AND THE DECISIONS TAKING PLACE AT HEAD OFFICE . IT WOULD BE HIS DUTY TO PROVIDE THE PROJECT INFORMATION TO PROJECT MANAGER .

SITE ENGINEER
THE KEY PERSON AND THE HEAD OF THE TEAM WORKING AT SITE , IS THE SITE ENGINEER. HE OPERATES THE COMPLETE WORK AT SITE MAKING USE OF THE AVAILABLE RESOURCES AND MANAGING THE WORKFORCE . SITE ENGINEER WOULD BE RESPONSIBLE FOR ANY WORK HAPPENING AT SITE SO IT WOULD BE HIS DUTY TO
CHECK AND STUDY THE EXECUTION OF WORK

15

ASSISTANT ENGINEER
SITE ENGINEER NEEDS A PROPER TEAM COMPOSED OF ENGINEERS, SUPERVISORS AND SKILLED AND UNSKILLED WORKFORCE AT SITE . TO SHARE HIS WORKLOAD HE IS ACCOMPANIED BY ASSISTANT ENGINEERS AND JUNIOR ENGINEERS WHO PROVIDE HIM ALL THE DETAILS OF THE WORK ASKED BY HIM .

FOREMAN
A FOREMAN IS THE LEADER OF THE WORKFORCE . IT WOULD BE HIS RESPONSIBILITY TO COMMUNICATE DIRECTLY TO THE WORKFORCE . AFTER GETTING APPROVAL OF A DRAWING IT WOULD BE THE DUTY OF THE
FOREMAN TO

DICTATE

THE WORKERS WHAT TO DO AND TO CHECK THE WORK PROGRESS . I N FACT THE FOREMAN

HANDLES THE LABOURS

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 .

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 .

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 .

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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 HIS SUB ORDINATES FOR VARIOUS WORKS IN THE FIELD .

ADMINISTRATIVE TEAM
A) SERVICES HEAD THE FUNCTION OF A SERVICES HEAD IS TO LOOK AFTER THE SERVICED REQUIRED FOR THE PROPER AND
TROUBLE FREE EXECUTION OF CONSTRUCTION ACTIVITIES

HE FORMS THE TEAM AND LEAD THEM PROVIDING SAFETY AND SECURITY TO THE PROJECT AND PEOPLE LINKED WITH IT ... HE IS ASSISTED BY : SAFETY INCHARGE: RESPONSIBLE FOR THE SAFETY OF PEOPLE WORKING AT THE CONSTRUCTION SITE . SECURITY INCHARGE: P ROVIDE SAFETY TO THE PEOPLE WORKING AT SITE AND VALUABLE MATERIAL
LYING AT SITE

B) MARKETING HEAD HE IS THE INTERFACE BETWEEN CLIENTS , VENDORS AND THE CONSTRUCTION FIRM . HE ALONG WITH HIS TEAM SERVES THE PURPOSE OF TENDERING AND COST ESTIMATION OF A PROJECT. AS A MARKETING HEAD HE PLAYS THE VITAL ROLE OF BAGGING THE OFFER OF CONSTRUCTION FROM CLIENTS BY ATTENDING MEETINGS WITH THEM AND PRESENTING HIS COMPANY S POTENTIAL IN AN EFFECTIVE AND POSITIVE WAY IN FRONT OF THEM .

17

HE IS ASSISTED BY : TENDERING & COST SPECIALIST: DO ALL THETENDERING REQUIRED FOR BAGGING ANY PROJECT. ANALYSIS THE DAY TO DAY CHANGE INFIELD OF CONSTRUCTION FINANCIALLY . C) FINANCE HEAD HE LOOKS AFTER ALL THE FINANCES REQUIRED TO RUN A PROJECT . ALL THE ITEMS REQUIRED ARE PURCHASED UNDER HIS SURVEILLANCE. MANAGING ALL THE FINANCIAL ACTIVITIES LIKE EXPENSES, SALARY ARE HIS SOLE RESPONSIBILITY . HE IS ASSISTED BY : ACCOUNTANT: ALL ACCOUNTINGS FOR THE PROJECT AND MANAGING THE FIRMS ACCOUNTS ARE DONE BY HIM . PURCHASE ENGINEER: ITEMS REQUIRED IN THE CONSTRUCTION AND ALL OTHER AUXILIARY SYSTEMS ARE PURCHASED / PROCURED BY HIM .

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PROJECT MANAGER

TECHNICAL TEAM

ADMINISTRA TIVE TEAM

OPERATION HEAD

CONSTRUCTI ON HEAD

PROJECT CONTROL HEAD

SERVICE HEAD

MARKETIN G HEAD

FINANCE HEAD

SITE ENGINEER

TENDERING AND COSTING SPECIALIST

QUALITY ENGINEER

MAINTENA NCE ENGINEER

SCHEDULER

DOC. CONTROLLER

SAFETY ENGINEER

SECURITY PERSONNE L

ACCOUNT ANT

PURCHASE ENGINEER

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STEPS IN PLANNING
1.WORKING OUT THE TIME SCHEDULE : AT THE PRIOR STAGE OF CONSTRUCTION PROJECT A PRECISE AND COMPREHENSIVE TIME SCHEDULE SHOULD BE PREPARED . TIME SCHEDULE GIVES THE TENTATIVE TIME DURATION OF ALL THE ACTIVITIES TO BE CARRIED OUT DURING PROJECT RIGHT FROM THE START UP TO COMPLETION . BY SUMMING UP A THE TIME DURATION
OF A PROJECT TIME SCHEDULE A COMPLETE IDEA ABOUT THE TOTAL TIME REQUIRED IN EXECUTING THE PROJECT CAN BE EASILY DEDUCED

SR NO 1 2 3 4

ACTIVITY

DURATION

TAKING CLEARANCE FROM VARIOUS AUTHORITIES LAYOUT PLANNING RECRUITING MANPOWER ARRANGING VARIOUS UTILITIES LIKE ELECTRICITY AND WATER. CONSTRUCTING FACILITIES LIKE RAW MATERIAL STORAGE, ELECTRICITY AND WATER DISTRIBUTION CENTRE, CANTEEN ETC FINALISING VENDORS FOR VARIOUS PRODUCT REQUIRED IN THE PROJECT LAND EXCAVATION AND LEVELLING MARKING THE LAND AS PER LAYOUT CIVIL FOUNDATION CONSTRUCTION OF BUILDINGS CONSTRUCTION OF VARIOUS OTHER INFRASTRUCTRE LIKE SHOPPING COMPLEX , PARTS ETC. FINAL FINISHING OF BUILDINGS EVALUATING COST OF CONSTRUCTION

1 MONTH 15 DAYS 15 DAYS 1.5 MONTH

2 MONTH

15 DAYS

7 8 9 10 11

15 DAYS 15 DAYS 2.5 MONTH 15 MONTH 15 MONTH

12 13

15 DAYS 5 DAYS

TOTAL DURATION OF PROJECT = 2 YEARS (APPROX)

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2.LAYOUT PLANNING: A COMPLETE LAYOUT OF PROJECT GIVES A CRYSTAL CLEAR IDEA ABOUT THE VOLUME OF THE PROJECT AND DEPICTS THE CLEAR PICTURE OF THE WAY AND PROBABLE ROUTES FOR EXECUTING THE PROJECT . 3.MATERIAL HANDLING: PLANNING ROUTES FOR RECEIVING AND TRANSPORTING THE RAW MATERIAL IS VITAL FOR AVOIDING ANY
DELAY IN PROJECT EXECUTION AND NECESSARY FOR PROPER FLOW OF MATERIAL FROM ONE PLACE TO ANOTHER AT CONSTRUCTION SITE WITHOUT CAUSING ANY CONGESTION OR JAMMING . THE MAIN POINTS TO BE CONSIDERED WHILE PLANNING EFFECTIVE MATERIAL HANDLING PROCESS ARE STATED AS UNDER:-

AMPLE SPACE FOR RAW MATERIAL RECEIVING TO BE PLANNED. RAW MATERIAL STORAGE YARD ALONG WITH SMALL AUXILIARY YARDS TO BE INCORPORATED IN PLANNING . CHECK POINT & WEIGH BRIDGE TO BE INSTALLED FOR MONITORING THE MATERIAL CONSUMPTION . GO DOWNS FOR FINISHED GOODS REQUIRED, SHALL ALSO BE PROVIDED IN THE M ATERIAL HANDLING PLANNING .

ORGANISING IS THE SECOND OF MANAGEMENT IN AN ORGANIZATION . THE ORGANIZING PROCESS BRINGS TOGETHER THE BASIC RESOURCES OF A PROJECT IN AN ORDERLY MANNER, AND ARRANGES PEOPLE AND
RESOURCES IN AN ACCEPTABLE PATTERN SO THAT THEY COULD PERFORM THE REQUIRED ACTIVITIES EFFICIENTLY AND ACHIEVE THE PROJECT COMPLETION OBJECTIVE . IT IS THE PROCESS THAT ENABLES MAN POWER TO WORK EFFECTIVELY AND EFFICIENTLY . THE ORGANISING PROCESS DEALS WITH :-

CREATING A STRUCTURE . ASSIGNING DUTIES. PROVIDING TASKS TO PERFORM. SETS HIERARCHY FOR SMOOTH AND EFFICIENT WORKING . SORTS ISSUES WITH AUTHORITIES.

TYPES OF TRAINING
RECRUITMENT/APPLICATION/SELECTION TRAINING IS AN INSEPARABLE PART OF STAFFING . THERE ARE THREE TYPES OF TRAINING NAMELY INDUCTION TRAINING , JOB TRAINING AND REFRESHER TRAINING. TRAINING IS WORK ORIENTED AND IS AIMED AT IMPARTING SPECIFIC SKILLS FOR DOING PARTICULAR JOB . IT IS CONTINUOUS PROCESS. THROUGH A MEDIUM OF CERTAIN TEST CANDIDATES ARE SELECTED FOR THE PARTICULAR RECRUITMENT , THESE TESTS ARE NAMELY : 1.TRADE TEST OR PERFORMANCE TEST PARTICULARLY FOR JOBS WHERE CERTAIN SKILLS AND KNOWLEDGE IS EXPECTED . 2.GROUP DISCUSSIONS TO JUDGE CANDIDATES ABILITY TO WORK IN A GROUP, HIS RESPONSE TO SUGGESTIONS OR VIEWS FROM OTHER , SELF CONFIDENCE ETC .3.M EDICAL EXAMINATION TO ENSURE PHYSICAL FITNESS .4.INTELLIGENCE TESTS TO JUDGE THE CANDIDATES MENTAL ALERTNESS , REASONING ABILITY AND GENERAL LEVEL OF INTELLIGENCE .
21

AUTHORITY & LEADERSHIP AUTHORITY IS THE LEGITIMATE RIGHT TO DIRECT AND INFLUENCE THE PERFORMANCE OF OTHERS. WHEN WE SPEAK OF AUTHORITY IN MANAGERIAL SETTINGS, WE USUALLY REFER TO THE POWER OF POSITIONS . AT THE SAME TIME IT MAY BE NOTED THAT OTHER FACTORS SUCH AS PERSONALITY , STYLE OF DEALING WITH PEOPLE , EXPERTISE , COMPETENCE , ETC.

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 NATIONAL NORM FOR THE CLASSIFICATION AND ORGANIZATION OF THIS INFORMATION . AS A SOLUTION TO THIS PROBLEM , THE STRUCTURE OF THE EXISTING(HIERARCHICAL AND FACETS)
CLASSIFICATIONS WAS APPROACHED AND THE CHOICE WAS MADE FOR THE CLASSIFICATION BY FACETS . T HE STRUCTURE PROPOSED FOR THE ORGANIZATION OF THE KNOWLEDGE BASED ON THE D OCUMENT ,

PROCESSES , ELEMENTS AND BASIC MATERIALS TREES FOR A SMALL BUILDING COMPANY HAS ENABLED THE RELATION TO BE MADE AMONG M ATERIALS, SERVICES AND SUPPLIERS. AREAL 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 FACILITATION / UPDATING TOOL , CAPABLE OF INTEGRATING THE KNOWLEDGE OF THE AREA UNDER CONSIDERATION . M OREOVER , 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
CONSTRUCTION IS A LABOUR -INTENSIVE INDUSTRY , WHICH PLACES HEAVY RELIANCE UPON THE SKILLS OF ITS WORKFORCE . IN THE CONSTRUCTION SECTOR, A VERY FAST EMPLOYMENT GROWTH IS EXPECTED .ADDITIONALLY ,
EXCELLENT JOB OPPORTUNITIES WILL EXIST AS THE NUMBER OF JOB OPENINGS EXCEEDS THE NUMBER OF QUALIFIED APPLICANTS . THUS, THE RETENTION OF GOOD PEOPLE IS VERY CRUCIAL

THE STRUCTURE OF THE FIRM SHOULD BE SUCH THAT THE FIRM IS ABLE TO FOCUS ON ITS CORE ACTIVITIES AND OUTSOURCING IS COST EFFECTIVE . SOMETHING THAT CAN BE DONE BY THE FIRM AT A BETTER QUALITY
AND LOWER COSTS SHOULD NOT BE OUTSOURCED UNLESS A PROPER STRATEGY IS IN PLACE FOR SUPPORTING THE SAME .

GOOD MANPOWER CONSIDERING SHORTAGE OF SKILLED EMPLOYEES IN THE LABOUR MARKET AND THE
REDUCTION IN THE NUMBER OF QUALIFIED WORKERS PROPER FORECASTING AND PLANNING IS NECESSARY .

SHORTAGE OF WORKFORCE RESULTS IN DELAYS LEADING TO A COST ESCALATION.

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AVAILABILITY OF WORKFORCE DIFFERS FROM REGION TO REGION . EVEN THE COST OF MAN HOURS IS DIFFERENT IN DIFFERENT PLACES . THUS IT IS NECESSARY TO KEEP THESE FACTORS IN MIND BEFORE PROCEEDING WITH THE PROJECT . PRE-PLANNING FOR THE MANPOWER SHOULD BE DONE WITH A PROPER ESTIMATION OF THE REQUIRED PERSONNEL . THIS WILL BE OF GREAT HELP TO AVOID LABOUR RELATED UNCERTAINTIES. MANAGEMENT SHOULD UNDERSTAND CONSTRUCTION INDUSTRY AND REALIZE THE IMPORTANCE OF LABOUR RESOURCE ISSUES AND THE NEED FOR LONG - TERM PLANNING OF LABOUR RESOURCE REQUIREMENTS , SO ALLOWING THEM TO TRAIN AND RETRAIN PEOPLE TO ADDRESS THE PREDICTED SKILL SHORTAGES . COMMUNICATION IS VERY IMPORTANT IN CONSTRUCTION SECTORS . COMMUNICATION WITHIN PROJECTBASED ENVIRONMENTS PRESENTS SPECIAL CHALLENGES . M ANY OF THE PROBLEMS THAT DEVELOP IN CONSTRUCTION PROJECTS ARE A RESULT OF BOTH THE TEMPORARY AND INTER - DISCIPLINARY NATURE OF PROJECT TEAMS - EACH PLAYER HAVING A DIFFERENT EMPLOYER COMPOUNDS THIS ARRANGEMENT . PRACTICAL GUIDANCE SHOULD BE PROVIDED ON POSSIBLE SOLUTIONS TO COMMUNICATION PROBLEMS . THE CONSTRUCTION INDUSTRY IS CHARACTERIZED BY THE PREDOMINANCE OF MIGRATORY AND UNSKILLED LABOUR . THEREFORE , THERE IS NEED TO EXPAND THE TRAINING AND SKILLCERTIFICATION PROGRAMS BOTH IN TERMS OF CONTENT AS WELL AS GEOGRAPHICAL REACH. WAYS SHOULD BE CONSIDERED SO THAT EMPLOYEE MOTIVATION CAN BE IMPROVED BY MAKING USE OF THE PRINCIPLES OF HUMAN RESOURCE MANAGEMENT . THROUGH THE PRACTICE OF THE PHILOSOPHIES OF STRATEGIC HUMAN RESOURCE MANAGEMENT , IT IS POSSIBLE TO DEVELOP A HIGH LEVEL OF CONSISTENCY BETWEEN ORGANIZATIONAL AND INDIVIDUAL NEEDS. THUS, THE SUCCESS AS A COMPANY IS DEPENDENT ON EVERY PERSON WHO WORKS THERE . THE COLLECTIVE COMMITMENT OF EVERY EMPLOYEE TO COMMON GOALS AND COMMON VALUES IS WHAT MAKES THE ORGANIZATION A LEADER IN THE INDUSTRY . THE FIRM
SHOULD PROVIDE OPPORTUNITIES THAT OFFER CURRENT REWARDS IN THE FORM OF COMPREHENSIVE AND COMPETITIVE COMPENSATION AND BENEFITS AS WELL AS MEANINGFUL ADVANCEMENT OPPORTUNITIES.

IT IS IMPORTANT TO ATTRACT, DEVELOP AND RETAIN THE MOST HIGHLY SKILLED WORKFORCE IN THE INDUSTRY . THE COMPANY SHOULD HAVE AN EXCELLENT WORK FORCE WITH A COMMITMENT TO TRAINING AND DEVELOPMENT OPPORTUNITIES FOR EMPLOYEES IN EVERY POSITIONING THE COMPANY . 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

MANAGING THE PROJECT PARAMETERS OF COST , SCHEDULE, QUALITY , AND H&SINUNISON;WORKING TOGETHER AS A TEAM TO AGREE MUTUAL GOALS AND DEVISE DISPUTE RESOLUTION MECHANISMS ; DEVELOPING AND MONITORING CONTINUOUS IMPROVEMENT PROGRAMMES ;

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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

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BIBLIOGRAPHY
HINKS, J., AOUDAD, G., COOPER, R., S HEATH, D., KAGIOGLOU, M. AND SEXTON, M.(1997) IT AND THE D ESIGN AND CONSTRUCTION PROCESS: CONCEPTUAL M ODEL OF C O-M ATURATION , THE INTERNATIONAL JOURNAL OF CONSTRUCTION IT , JULY C ONSTRUCT IT REPORT . (1995 ) OCCASIONAL PAPER NO. 1: A PROCESS-BASED STUDY OF AN IT RESEARCH WORK PLAN, UNIVERSITY OF SALFORD .HUGHES, W. (1991) MODELLING THE CONSTRUCTION PROCESS USING PLANS OF WORK, CONSTRUCTION PROJECT MODELLING AND PRODUCTIVITY - PROCEEDINGS OF THE INTERNATIONAL CONFERENCE CIB W65,DUBROVNIK.GLASER,E.M. & BACKER, T.E. (1973). A LOOK AT PARTICIPANT OBSERVATION, EVALUATION, 1: 3: 46-49.BANWELL, H. (1964) REPORT OF THE COMMITTEE ON THE PLACING AND MANAGEMENT OF CONTRACTS FOR BUILDING AND CIVIL ENGINEERING W ORKS, HMSO.LOVE, P.E.D.,SMITH, J., TRELOAR,G. ANDLI, H. (2000A). SOME EMPIRICAL OBSERVATIONS OF SERVICE QUALITY IN CONSTRUCTION . ENGINEERING CONSTRUCTION AND ARCHITECTURAL MANAGEMENT

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