Different Types of Organisations

Mullins and Christy (2010)

Essential Elements of an Organisation

People

Goals

Structure

Management

Management

Organisation as an Open System

Mullins and Christy (2010)

Interrelated Sub-systems

Mullins and Christy (2010)

Factors Affecting Organisational Design

Environment

Strategy

Human

Resources

Technology Determine design

or organizational

structure

Figure 8.1

Source: Gareth R Jones & Jennifer M George,

(2007), Contemporary Management, published

by McGraw-Hill Higher Education

Determinants of Structure

The environment: The quicker the environment changes, the more problems face managers.

Structure must be more flexible when environmental

change is rapid.

Usually need to decentralize authority.

Strategy: Different strategies require the use of different structures.

A differentiation strategy needs a flexible structure, low cost

may need a more formal structure.

Increased vertical integration or diversification also requires

a more flexible structure.

Determinants of Structure

Technology: The combination of skills, knowledge, tools, equipment, computers and machines used in the organization.

Human Resources: the final factor affecting organizational structure.

Higher skilled workers who need to work in teams usually

need a more flexible structure.

Higher skilled workers often have professional norms

(CPA’s, physicians).

Managers must take into account all four factors (environment, strategy, technology and human resources) when designing the structure of the organization.

Organisational Evolution

Stake-holders

Typical Project Team

Internal SPD

Meetings

The

Twins SP Tower

Changi

Heights Parbury

Smart

House

2B

Complex

Construction

Project Managers

Project Architects

Developer's

Representatives

EXISTING PROJECT ACTIVITIES ANALYSIS

BIRD Land Comm

Marketing

Hana Design

Technical Support Staff

M & E

Mr

Richard

Lim

Mr Patrick

Koh

Mr Lim

Chin

Ming

Mr

Richard

Chng

Mr

Richard

Lim

Mr

Richard

Chng

Ng M.H.

Ong C.S.

Ng M.H.

Marbel K.

Ng M.H.

Tori Sim

Ng M.H.

Tori Sim

Ng M.H.

RoystonT.

Oliver K

Brian Neil

Proj Review,

Site Meetings

Accounts

Contracts

Technical Meetings

Design Meetings

Andrew

Gibson

Charles

Saunders

Henry

Sim

Edwin

Loo

Jonathan

Oh

Simon

Wong

1

External

Structural

Internal External

Ext

ID

Ext

M & E

External

Architects

2 3 4 5 6

Site Meetings

Regular &

Ad Hoc

Technical &

Project

Meetings

External QS

Board of

Directors

Sub-struct

Super-

structure

Equipmt

Finishes

Sales

Sub-struct

Super-

structure

Equipmt

Finishes

Sales

Sub-struct

Super-

structure

Equipmt

Finishes

Sales

Sub-struct

Super-

structure

Equipmt

Finishes

Sales

Sub-struct

Super-

structure

Equipmt

Finishes

Sales

Sub-struct

Super-

structure

Equipmt

Finishes

Sales

BHL

Factories

Mr Chew

Guan Lek

Ng M.H.

Ong C.S.

Kwek Tsu

Yong

7

Sub-struct

Super-

structure

Equipmt

Finishes

Sales

Co-Developer Design Comm

Lack of cohesion of Team

due to individual disciplines

and in-ability to make decisions

Develp

Rep

Engrossed

in

Details

Develp

Rep

Engrossed

in

Details

and

taking

charge

Lack of Clear

Responsibility Lack of

Authority

Ishikawa Fish-bone Diagram (for reiterative processes)

Projects have a Beginning, Middle & End

Functional “Silo” Processes

Distributed Team

Concurrent Engineering

Typical Waterfall In Sequence

Reiterative Process BIM?

Fasttrack

Exams

In the last two years, the exam paper consisted of four compulsory questions; students were required to answer all of them. This year, the exam paper will consist of four questions. However, you are only required to answer three of them. This requirement will be clearly stated on the front page of the exam paper.

Candidates who achieved LOW marks: • Misread the question

• Did not plan their answers

• Stated that this was a two-part answer but never answered

both parts

• Produced only one page answers with no diagrams/ headings/ paragraphs

• Did not answer in the Depth of Knowledge required

• Bullet-points or lists were made, when discussion was required