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ORGANIZATION AND MANAGEMENT
4/16/2013
RMT553/LECTURE 1/JUN2003
1
ORGANIZATION AND MANAGEMENT
Organization and The Needs for Management we are members of one organization or another - a sport team - a musical group - a civic organization - a religious organization - arm forces - business some are formal Informal common elements - army - business - sports team - musical group - goals - plan + mobilization of resources - managers/leadersRMT553/LECTURE 1/JUN2003 2
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ORGANIZATION AND MANAGEMENT
WHY ORGANIZATION IS NEEDED? Serves society.
Accomplish objectives.
Preserves knowledge. Organizations provide career.
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WHY MANAGEMENT IS NEEDEDTO SERVE ORGANISATIONS TO GUIDE ORGANISATIONS TO PLAN FOR ORGANISATION TO CONTROL ORGANISATION TO MONITOR ORGANISATION
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SIZE OF ORGANIZATIONS AND COMPLEXITY
SMALL COMPLEXITY EMPLOYEE MEDIUM
LOW
MANAGEMENT AND ADMIN PROCESS SALES AND TURNOVER COMMUNICATION SYSTEM
LARGE
INFORMAL SECTOR HIGH
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ORGANIZATION AND MANAGEMENT
MNAGEMENT IS AN INTELLECTUAL WORK people in organization MAKING IMPORTANT DECISIONS
TYPE, SIZE
OrganizationS
GOALS/VALUES PERFORMANCE
Management effectiveness efficiency
Organizations Growth
People
In size, diversity, complexity
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ORGANIZATION AND MANAGEMENT
Organization and Internal Culture A set of values, belief, understanding
Commonly shared
Management Role:- to shape up culture management style. Organizational Culture & Management StyleHave significant impact on 2 fundamental values;
1.
Productivity
2.
Well being
Increase performance
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ORGANIZATION AND MANAGEMENT
Managerial and Organizational Performance
Organizational Performance
goal/objectives is a measure of goals/objective accomplishment.
Managerial PerformanceHow well managers do their jobs
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ORGANIZATION AND MANAGEMENT
THE MEASURE OF HOW EFFECTIVE AND EFFICIENT A MANAGER IS HOW WELL HE OR SHE DETERMINES TO ACHIEVES APPROPRIATE OBJECTIVES
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A MEASURE OF ACHIEVING
ORGANIZATION
GOALS OBJECTIVES
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ORGANIZATIONAL GOALS/OBJECTIVES 4/16/2013
PROFIT PRODUCTIVITY LESS COST ON TIME QUALITY USEFUL PRODUCTION /SERVICES CUSTOMERS SATISFACTION ENVIRONMENTAL FRIENDLY MEETING ECONOMIC OBJECTIVE MEETING SOCIAL OBJEVTIVE MEETING ENVIRONMENTAL OBJECTIVE SUSTAINABLE PRODUCTION PROCESS ETC.RMT553/LECTURE 1/JUN2003 11
DOING THINGS RIGHT
DOING THE RIGHT THING4/16/2013 RMT553/LECTURE 1/JUN2003 12
ORGANIZATION AND MANAGEMENT
ORGANIZATIONDEFINITION
Structuring and integrating activities. People and task and cooperation in interdependent relationship.So Organisation is:
-
goal oriented arrangementPsychosocial system people interact in groups Technological system
-
An integration of structured activities.
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ORGANIZATION AND MANAGEMENT
EVOLUTION OF ORGANIZATIONLARGE COMPLEX MULTIPLE OBJECTIVES
SMALL FAMILIES
VILLAGES
COMMUNITEE
FEUDAL NATION
OTHER SOCIAL ORGANIZATIONSMANAGERS & ADMINISTRATORSSMALL SIMPLE SINGLE OBJECTIVE
BUSINESS ORGANIZATIONSMANAGERS
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ORGANIZATION AND MANAGEMENT
ORGANIZATION CHART
TOP
CEO
MIDDLEMANAGER MANAGER MANAGER MANAGER
BOTTOM4/16/2013 RMT553/LECTURE 1/JUN2003 15
ORGANIZATION AND MANAGEMENT
ENVIRONMENT1 2
ENVIRONMENT
INPUT 5 OUTPUT
41. 2. 3. 4. 5. Goal & values sub-system Technical sub-system Structural sub-system Pschosocial sub-system Managerial sub-sistem4/16/2013
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ENVIRONMENT
ORGANIZATION AS A SYSTEMRMT553/LECTURE 1/JUN2003 16
ORGANIZATION AND MANAGEMENT
MANAGEMENTDEFINITIONS Many authors defined management differently due to differ in perceptive and backgound. Till today there is no definition that can be regarded as comprehensive and totally acceptable at all situation.(i) As a process where a group of people cooperate and coordinate their actions to achieve the same goal. - Massie, J.L., Essentials of Management.
(iI) As a process of planning, organizing, leading and controlling the work of organization members and of using all available resources to reach stated organizational goals. - J.A.F. Stoner, Management, 1982.
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ORGANIZATION AND MANAGEMENT
DEFINITION ctd
All the above definitions shows that:They are different; Emphasize different things; Overlapping term; But, The keyword is: A PROCESS Management is a process of integrating resources (human, plants, materials) which are unrelated to become a system so that organizational goals can be achieved effectively.
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ORGANIZATION AND MANAGEMENT
MANAGEMENT CONCEPT
M A N A G E M E N T
Management Process Forecasting Planning Organizing Coordinating Controlling Motivating Monitoring Resources
Human Plants Materials
Achieving Organization Goals
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ORGANIZATION AND MANAGEMENT
LEVEL OF MANAGEMENTEnvironmenttop strategic CEOs Functional managers First line Managers coordinative
middle
bottom
operative
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ORGANIZATION AND MANAGEMENT
FUNCTIONAL & GENERAL MANAGER
Functional Management
General Manager (GM)
Functional Management
Functional Management
Functional Management
Functional Management
First-line Managers
First-line Managers
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ORGANIZATION AND MANAGEMENT
Percentage Spent on Functional Activities by Organizational LevelTop Managers Planning 28% Organizing 36% Leading 22% Controlling 14%
Middle Managers
Planning 18% Planning 15%
Organizing 33%
Leading 36% Leading 51%
Controlg 13%
First-line Managers
Organizing 24%
Controlg 10%
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ORGANIZATION AND MANAGEMENTIS
Skills For Effective Performance
Top Conceptual
Middle Conceptual
Bottom Conceptual Human
Human Human Technical
Technical
Technical
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ORGANIZATION AND MANAGEMENT
MANAGERIAL ROLES
A role consists of the behaviour patterns expected of an individual within a social unit. Interpersonal Roles Figurehead Leader Liaison Informational Role Monitor Disseminator Spokesman Decision Role
Entrepreneur Resource Allocator Negotiator
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ORGANIZATION AND MANAGEMENT
The Challenge of ManagementPreparing for the Future Management may rely heavily on Human Skills & Conceptual Skills
Major Changes Includes: Paradigm Shifts Chaos Theory Workplace Diversity Merger & Acquisition Not-for-profit Organization Globalization
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ORGANIZATION AND MANAGEMENT
The Challenge of Management
Paradigm ShiftsIt is a mind-set that presents a fundamental way of thinking, perceiving and understanding the world. Watch Technology Travel Technology Construction Procurement System
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ORGANIZATION AND MANAGEMENT
The Challenge of Management Chaos TheoryThe Existence of Randomness & Disorder UnpredictableShifting Paradigm from Predictable and control future events To Flexible, adaptable & stay connected with customers and environment. Managers concern more on Facilitating teams and managing overall pattern Than Detailed planning and controlling4/16/2013 RMT553/LECTURE 1/JUN2003 27
ORGANIZATION AND MANAGEMENT
The Challenge of Management Workplace Diversity
Organization must learn to Welcome Diverse people at the Upper Ranks
Different Sex Different Race Different Nationality Internet
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ORGANIZATION AND MANAGEMENT
The Challenge of ManagementMerger and Acquisitions
Mergers and Reorganizations are seen as an Opportunity for Companies to become more efficient.
Managers must be flexible to work for New Bosses
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ORGANIZATION AND MANAGEMENT
The Challenge of ManagementGlobalizationManagers need to think Globally because are enmeshed with Foreign competitors, suppliers, and customers.AFTA NAFTA EU Successful managers of tomorrow will be able to cross borders, will be good at language, and will Understand cultural differences. Global experience is a prize asset of the managers of tomorrow.4/16/2013 RMT553/LECTURE 1/JUN2003 30
MANAGEMENT AND ORGANIZATIONSize, diversity, complexity
Internal Culture
PerformanceORGANIZATIONQuality Strength GOALS Management
Manager - Productivity - Well being Different styles
Permanent & TemporaryRMT553/LECTURE 1/JUN2003 31
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TENDER
CONSTRUCTION A PROCESS4/16/2013 RMT553/LECTURE 1/JUN2003 33
COST TIME QUALITY And other Intagibles
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PROJECT SUCCESS/PERFORMANCECOST TIME QUALITY COMMERCIAL VALUE (PROFIT) ENVIRONMENTAL PERFORMANCE USER EXPECTATION/SATISFACTION PARTICIPANTS SATISFACTION HEALTH AND SAFETY 4/16/2013 RMT553/LECTURE 1/JUN2003 35
MULTIPLE INPUT PROCESS4/16/2013 RMT553/LECTURE 1/JUN2003 36
VARIOUS INPUT
MANAGEMENT
PROJECT OBJECTIVE
PROJECT MANAGEMENT AN ORGANISATION4/16/2013 RMT553/LECTURE 1/JUN2003 37
PROJECT MANAGEMENT - A PROCESS4/16/2013 RMT553/LECTURE 1/JUN2003 38
MANAGEMENT PROCESS AT PREDESIGNFORECASTING PLANNING
ORGANISING
COORDINATION4/16/2013
COMMUNICATIONRMT553/LECTURE 1/JUN2003 39
MANAGEMENT PROCESS AT DESIGN STAGEPLANNING ORGANISING CONTROL
COORDINATION MOTIVATION COMMUNICATION4/16/2013 RMT553/LECTURE 1/JUN2003 40
MANAGEMENT PROCESS AT COSTRUCTION STAGEORGANISE CONTROL
COORDINATION
COMMUNICATION
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MANAGEMENT PROCESS AT OCCUPATION STAGEPLANNING ORGANISING CONTROL
CORDINATION MOTIVATION COMMUNICATION4/16/2013 RMT553/LECTURE 1/JUN2003 42
PLANNING
CONTROLLING
HIGH
LOW
PLANNING VS CONTROLLING IN CONSTRUCTION4/16/2013 RMT553/LECTURE 1/JUN2003 43
ASSIGNMENT 1
DUE DATE: 3 WEEKS (15 MARCH 2012, 4.30PM, OFFICE HBP)
WHAT IS MANAGEMENT PROCESS? DEFINE EACH ELEMENT OF MANAGEMENT PROCESS? HOW THESE ELEMENTS OF MANAGEMENT PROCESS INVOLVE IN CONSTRUCTION PROJECTS? WHY PLANNING AND FORECASTING ARE IMPORTANT TO THE TOP MANAGEMENT?4/16/2013 RMT553/LECTURE 1/JUN2003 44
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