1. Introduction

1. FUNDAMENTALS OF GENERAL MANAGMNET 1.1 Introduct Introduction ion  Manage Managemen mentt is a set of goalgoal-dir direct ected, ed,

interrelated and interdependent activities,

Human resources

aimed aimed at accomp accompli lisi sing ng organ organi!a i!atio tional nal goals in an efficient and effective manner"

management in construction

  Managers are te people loo#ing $e%ond

t emse ves

COTM 5201

autorit%

an over

e&ercising te

activitie ties

orma and

performance of oter people in pursuit of 

Manageria Manageriall activities activities consist consist of  func functi tio ons of man managemen ement t planning, planning, organi! organi!ing, ing, directing, directing, and controlling

organi!ational goals" 1

2

1.2 Levels of Mn!e"ent lanning is devising devising a s%stema s%stematic tic approac approac for attaining attaining te  lanning goals of te organi!ation"

long-range long-range planning" Top Top management management manages te

Organi! ni!ing ing is determ determini ining ng o' activi activitie tiess and resou resourc rces es are are  Orga grouped and te composition of 'or# groups and te 'a% in

acieve organi!ational goals" est esta$li a$lis sin ing g

policies and is responsi$le for te entire organi!ation"

depart departme ment ntss and super supervis vise e and and coor coordin dinat ate e te te

*eading g is guidin guiding, g, leadin leading g and over oversee seeing ing of emplo% emplo%ees ees to  *eadin

is

organi!ation organi!ationss overall overall goals, strateg% strateg%,, and operating operating

   Midd Middle le manage managers rs are are respo respons nsi$l i$le e for for secti sections ons or

'ic 'or# and activities are to $e coordinated" coordinated"

Contrrolli olling ng  Cont

 Te primar% function of top managers is strategic strategic and

acti activi viti ties es

of

lo' lo'er-l er-le evel vel

mana manag gers" ers"

Te% Te%

are are

responsi$le responsi$le for implementing te policies and plans of 

perf perfor orma manc nce e

stan standa dard rdss

and and

comp compar arin ing g resu result ltss and and e&pec e&pecta tati tion onss to ma# ma#e appr approp opri riat ate e

top managers"  irst line Managers Managers are directl% responsi$le for da%-toda%-to-

da% da% opera operatio tions ns and superv supervise ise and and coor coordi dina nate te te

canges"

1.# Mn!eril S$ills ecnic ical al  Tecn

s#il s#ills ls

are are

1.% Or!ni&in! Function

s#il s#ills ls

neces ecessa sar% r%

to

  Te main function of te organi!ing is to optimi!e te organi!ations

accomplis or understand te specific #ind of 

resources to accomplis organi!ational organi!ational goals" 'or# $eing done in an organi!ation" /nterpersonal  /nt

s#ill ills

are

te

a$ilit ilit% %

 Organi!ations Organi!ations are inter-related groups of people, 'it #no'ledge, s#ills

to

and resources, 'or#ing to'ard common goals"

communic communicate ate 'it, underst understand and and motivate motivate

 Tese groups, according to teir orientation, can $e classified as formal

$ot individuals and groups"

and inform informal al group groups" s" orma ormall group groupss are are tose tose autor autori! i!ed ed $% te

 Conceptual s#ills are te capacit% to tin# in te

organi!ation"

a$st a$stra ract ct and and to see see te te orga organi ni!a !atio tion n as a

  Tese groups possess legitimate po'er 'itin te organi!ation, and

comp comple lete te unit unit and and to inte integr grat ate e and and give give

generall% are formed to carr% out a designated tas# or function"

dir directi ection on to its its dive divers rse e acti activi viti ties es so ta tat 5

o$ectives are acieved"



1.%.1 T'(es of or!ni&tionl structures   Tom 3urns and 4" M" tal#er classif% organi!ational structures into

mecanistic and organic forms"    /nformal groups are tose created $% emplo%ees temselves, and

not autori!ed $% te organi!ation" organi!ation"

distinctl% delineated o$s, clearl% defined ierarcical structure and

  Organi!ing is esta$lising te internal organi!ational structure to

acc accompl omplis is 

te te

goal goalss

iden identi tifi fied ed

in

te te

plan planni ning ng

proc proces ess" s"

Organi!ational structure is te formal decision-ma#ing frame'or# 'ic defines o$ tas#s, lines of autorit% and interface $et'een departments"

are driven primaril% $% top-do'n command and control" Mecanistic organi!ations organi!ations are tall structures, consisting of ierarcies 'it several la%ers of management levels"   On te oter and, te organic structures are is relativel% fle&i$le"

Te% are structur structurall% all% decentra decentrali!ed li!ed,, empo'erin empo'ering g emplo%ees emplo%ees at all levels levels of te organi organi!a !atio tion n to ta# ta#e person personal al respon responsi$ si$ili ilit% t% for for te

1.%.2 Or!ni&tion Desi!n

Functionl or!ni&tion

 Organi! Organi!atio ational nal design design is creating creating an appropria appropriate te organi! organi!atio ational nal    /n a function functional al organi! organi!atio ation, n, tas#s tas#s or

structure tat 'ill ena$le te organi!ation to accomplis its goals"

o$s o$s of simi simila larr natu nature re are are

   Te organi!ation can coose from among functional, divisional or

rou rou ed

togeter and structured as a unit" 8ac

matri& designs, 'icever is appropriate" appropriate"

unit is staffed $% functional specialists"   tructuring te organi!ation along te

func functi tion onal al

line liness

facil acilit itat ates es

good good

te unit eas% for managers as te% onl% need to $e familiar 'it a narro' set of s#ills" 7

10

Mtri) or!ni&tion

Divisionl or!ni&tion

 /n matri& matri& organi! organi!atio ation, n, individu individuals als are made

 /n a divisi divisiona onall orga organi! ni!at ation ion,,

responsi$le $ot to teir line manager and te pro ec manager manager nvo ve "

divi divisi sio onal nal

stru tructur ctures es

are are

grouped

according

to

   Te Te matri matri&& concep conceptt facil facilit itat ates es 'or#i 'or#ing ng on

'or#fl 'or#flo' o' and struc structur tures es are are

concurrent proects $% creating a dual cain of 

made

command, te proect (program, s%stems, or

up

of

independ endent

strategic organi!ational units"    Te Te 'or#f 'or#flo' lo' can can $e $ro# $ro#en en

product) manager and te functional manager"  Matr Matri& i&

stru struct ctur ures es

util utili! i!e e

func functi tion onal al

and and

into product lines, geograpic

divisional cains of command simultaneousl%

regions, etc"

in te te

same same part part of te te

org organi! ani!at atio ion, n,

commonl% for one-of-a-#ind proects

1.* Stffin! nd "otivtion  ;en properl% designed and implemented, it leads manager  taffing is critical to improve te 9ualit% and performance of 

emp emp o%ees ees a a

eve s o an organ !a on"

ere ere ore, ore,

s ou

tr troug oug te te iri iring ng proc proces esss from from star startt to fini finis s"" : 'ell ell designed staffing s%stem

$e a strategic priorit% for te manager"  Te manager as to not onl% set te vision and strateg% $ut

also ire te people to acieve tem"

 – 

Helps in iring te rigt people"

 – 

Creates consistenc% consistenc% in iring decisions trougout trougout te organi!ation" organi!ation"

 – 

upports management development" "

 – 

 : staffing s%stem is defined as a model and a process for

tose 'o recruit, screen, intervie', intervie', and ire ne' emplo%ees"

 – 


 – 

*imits lia$ilit%"

1+

1.

1.*.1 Stffin! +rocess

 Te

$est staffing option is te one tat ta#es into

cons conside idera rati tion on,, to te te grea greate test st e&te e&tent nt poss possi$ i$le le,, $ot $ot te te current and future $usiness needs of %our organi!ation"  3% coosing options tat can, in te long run, save time and

staffing process generall% generall% involves involves at least least four four steps" steps"  Te staffing Tese four steps are 1" defin definin ing g te te o$, o$, invo involv lvin ing g te te deve develop lopme ment nt of a posi positi tion on description>

resources, %ou can ensure te availa$ilit% of staff for te 'or#

2" determining te 9ualifications and competencies competencies

tat needs to $e done = for no', and for te future"

+" filling filling te positi position, on, 'ic 'ic involve involvess screen screening ing applica applicant ntss and selecting an individual> and ." trai traini ning ng""

1.*.2 Motivtion

Motivati ation on is te #e% to perfo performa rmance nce  Motiv

  3roadl%, tere are ten strategies to induce emplo%ee motivation

and improve teir 'or# performance improvement and te o$ of a manager is (a) o$ securit%, not ust to get tings done troug te $ s m ate ateti ticc el el 'it 'it erso ersona nall ro$l ro$lem emss emplo%ees $ut to get tings done more efficientl% and 9uic#l% $ecause motivated emplo%ees are more productive"  To

$e eff effecti ectiv ve,

un erst erstan an

(c) personal lo%alt% to emplo%ees, (d) interesting 'or#, (e) good 'or#ing conditions,

mana manage gers rs need need to

' at moti motiva vate tess emp emp o%ee o%eess

(f) tactful discipline, (g) good 'ages,

'it 'itin in te te cont conte& e&tt of te te role roless te% te%

() promotions and gro't in te organi!ation,

perform"

(i) feeling of $eing in tings, and () full appreciation of 'or# done" 1

16

T,eories of Motivtion   rior to Ha'torne tudies carried out $% 8lton Ma%o from 172.

and 17+2, emplo%ees 'ere considered ust anoter input in te pro pro uct uct on o goo goo s an serv serv ces" ces"  Tis Tis stud stud% % 'as 'as reve revela lati tion on in tat tat it foun found d empl emplo% o%ees ees are are not not

moti motiva vate ted d solel solel% % $% mone moneta tar% r% re'a re'ard rdss and and teir teir $ea $eavio viorr is essentiall% lin#ed to teir attitudes"    Te Ha'torne tudies set out te uman relations approac to

management, 'ere$% understanding 'at motivated emplo%ees and and o' o' te% te% 'ere ere moti motiv vated ated $ec $ecame ame te te focus ocus of man% an%

understanding  ive important approaces tat ave led to te understanding of motivation are>   Maslo's ?eed-Hierarc% Teor%,  Her!$ergs T'o-actor Teor%,  @rooms 8&pectanc% Teor%,  :dams 89uit% Teor%, and 



"

Mslo-s Need of /ierrc,'  %siological needs are $iological needs necessar% for $asic  :ccording

to

emp emp o%ees ees

ave

ve eve s o

needs needs p%s p%siol iologi ogica cal, l, social,

ego,

survival, suc as food, 'ater, sleep and se&"

Maslo',

and

ecur ecur t% nee nee s are are esse essent nt a or a sa sa e p %s ca an emot emot ona ona

safe safet% t%,,

environment"

self 3elongingness needs are te desire for love and affection"

actuali!ing"  Maslo' Maslo' reasoned reasoned tat lo'er lo'er

 8steem needs are recognition and respect from oters"

elf actual actuali! i!at ation ion needs needs are are reali reali!in !ing g one ones potent potential ial for for  elf

$efor $efore e te ne&t ne&t iger iger level level need

'ould

personal gro't and development"

motivate

emplo%ees" 21

22

1.0 Leders,i( *eader ers sip ip is defi define ned d as te te proc proces esss of infl influe uenci ncing ng te te  *ead acti activi viti ties es of peop people le to' to'ard ard

aci aciev evem emen entt

su$ordinate te perceives perceives or is made to $elieve tat  oercion  : su$ordina failure to compl% 'it te instructions of a superior 'ould

of spec specif ifie ied d

"

organi!ational goals"  Te term AleadersipB denotes a particular approac or st%le

of influencing fello' personnel in te organi!ation"

 Re-rd  Compliance 'it te instructions of a superior leads

to positive conse9uences" Tese re'ards could $e monetar% or non-monetar%"

 ;atever te st%le, eac leader must ave some $asis for

e&erting influence over oters"  /n general, tere are five 'a%s to influence oters

organ organi! i!at ation ional al iera ierarc rc% %" or or e&am e&le ple,, te direct director or of an agenc% possesses more legitimate po'er tan a volunteer"

 3no-led!e  se of e&pertise, s#ill, #no'ledge or e&perience

as te $asis for influence" ossession of one or more of tese

Leders,i( T,eories  Tere are several approaces to leadersip and management

attr attri$ i$ut utes es gain gainss te te resp respec ectt and and comp compli lian ance ce of peers peers or

$ased on different different teories"

su$ordinates"  Ad"irtion  : su$ordinates identification 'it a leader" Te

 Te st%le tat individuals use 'ill $e, $ased on a com$ination

of tei teirr $eli $elief efs, s, valu values es and and pref prefer eren ences ces,, as 'ell 'ell as te te

leader ma% $e admired $ecause of one or more personal

organi!ational culture and norms"

traits, and te su$ordinate can $e influenced $ecause of tis "  *eadersip is distinct from AmanagingB 'ic means directing

te activities of oters"

25

A. Trit T,eor'

 Te underl%ing assumption of Trait teor% is tat people are

$orn $orn 'it 'it ineri inerited ted trait traits" s" Te empas empasis is is on disco discover vering ing tese traits, often $% stud%ing successful leaders"

2

4. 4e,viorl T,eor'

•

ut ut for'a or'ard rd $% 3la# 3la#e e D Mouton 170 170s, s,

n te te

t e

ear %

Mana Manag geria eriall

4rid underlines te need  Te Trait Teorists suppose tat if oter people possess te

for

proper

$alance

traits tat are generall% found in leaders, te% too could also

$et'een een

$ecome leaders"

peop people le and and conc concer ern n for

 Tere ave $een man% different studies of leadersip traits

and not all of tem converge at a similar conclusion"

concern

for

tas#" ive leadersip st%les are indicated in te grid"

. +rtici(tive +rtici(tive Leders,i(

 – 

4enevolen 4enevolentt ut,orit ut,orittive tive  ;en te leader adds concern

for for people people to an autor autorit itat ative ive positi position, on, a E$enev E$enevole olent nt


dictatorsip is formed" Te leader no' uses re'ards to

particular around decision-ma#ing and te degree to 'ic people are involved in te decision"  – 

concerns lo'er do'n te organi!ation"

E)(loitiv E)(loitive e ut,orit ut,orittive tive /n tis st%le, te leader as a lo'

concern for people and uses suc metods as treats and

 – 

improved to some degree, altoug te leader is ma#ing

ote oterr fearear-$a $ase sed d met metod odss to aci aciev eve e conf confor orma manc nce" e" ommun ca on on s a mos

en re re %

o'n'ar s an an

Te up'a up'ard rd flo' flo' of inf informa ormati tion on ere ere is onsulttive   Te

"

e

,

maor decisions are still largel% centrall% made"

ps%cologicall% ps%cologicall% distant concerns of people are ignored"

27

+0

D. Situtionl Leders,i(  – 

+rtici(tive  :t tis level, te leader ma#es ma&imum use

of participative metods, engaging people lo'er do'n te orga organi ni!!atio ation n

in

deci decisi sion on-m -ma# a#in ing" g"

eop eople le

acro across ss

te te

organi!ation are ps%cologicall% closer togeter and 'or#

Te pat pat-g -goa oall teo teor% r% post postul ulat ates es tat tat te te most most succ succes essf sful ul  Te leader leaderss are are tose tose 'o 'o increa increase se su$or su$ordin dinat ate e motiv motivat ation ion $% c art art ng out out an c ar % ng t e pat pat s to' to'ar s

g per per orma ormanc nce" e"

:ccording to
'ell togeter at all levels"  – 

  Motivate Motivate teir follo'er follo'erss to acieve acieve group group and organi! organi!atio ational nal goals"

 – 

su$ordinates su$ordinates desire  – 


T,e +t,5Gol t,eor' descri6es four st'les of leders,i(


teir 'or# goals and erform at a ig level"

 Su((ortiv Su((ortive e leders, leders,i( i(  Considering te needs of te follo'er,

so' so'in in

conc concer ern n for tei teirr 'elf elfare are and and crea creati tin n

'or#ing environment"

  Ta#e into account teir su$ordinates caracteristics and te

t%pe of 'or# te% do"

 Directiv Directive e leders,i leders,i( (  Telling follo'ers 'at needs to $e done

and giving appropriate guidance along te 'a%"

++

+.

E. ontin!enc' ontin!enc' Leders,i(  Redin! ssi!n"ent

•

+rtici( +rtici(tiv tive e leders, leders,i( i( Consulting 'it follo'ers and ta#ing teir

ideas into account account 'en ma#ing ma#ing decisions decisions and ta#ing ta#ing particula particularr actions" Tis approac is $est 'en te follo'ers are e&pert and teir advice is $ot needed and te% e&pect to $e a$le to give it" •

Ac,ieve" Ac,ieve"ent5o ent5orien riented ted leders, leders,i( i( etting callenging goals, $ot

in 'or# 'or# and and in self self-i -imp mpro rove veme ment nt (and (and ofte often n toge toget ter er)" )" Hig Hig standards are demonstrated and e&pected" Te leader so's fait in te capa$ilities of te follo'er to succeed" Tis approac is $est 'en te tas# is comple&" comple&"

a frie friend ndll