1.0 Introduction
Construction managers have a lot of roles and responsibilities, the primarily responsible for the overall successfulness of delivering a project, reaching set targets both safely and correctly. Other roles organisation of site and staff, the construction manager also ensures the construction project complies with all building codes and any other legal or regulatory requirements. When delays or problems occur as they always do the construction manager is the project’s first responder, ready to make the changes required to move the project past the issue.
2.0 Management
Frederick Taylor created scientific management which is also known as Taylorism this is a theory on management that analyses the work flow trying to improve its economic efficiency. This management theory attempts to apply science to the engineering of management. He was a mechanical engineer and his works served to provide efficiency in the management of industries which at the time had no formal management and were characterized by various anomalies (Taylor, 1911, p.64). The workers came up with their own decisions on how the tasks were going to be accomplished in the factories. This was however changed by Taylor through development of scientific management. He sought to improve the worker’s productivity in their areas of work. Taylor believed that setting objectives allowed responsibility to be passed down within the company to create an effective structure Taylor ad for underlining principles:-
3) Science of work
2) Scientific selection and progressive development of the worker.
3) Bringing workers and science of work together.
4) Constant co-operation of the worker with management.
Taylor believed people performed below the capabilities because more effective work would lead to the need for fewer workers. For example if one worker could get the job done that two workers are currently doing it would be more effective to eliminate the less effective worker. But this is not a sustainable way of managing because each worker is capable of producing different work lots. Taylor’s scientific management has a big influence in modern-day management. In his early days working at Simmons Company he came up with of theory for the system of cost accounting production this idea developed techniques for budget control in any organisation so to ensure a free flow of cash for productivity costs and for payment of wages and salaries. This improved management within all industries.
Despite scientific management improving productivity it is not perfect is because it is so scientifically and measured down to a T this sometimes led workers to be bored which meant the workers was less motivated so this could have a negative impact on productivity. According to management study guide on the criticisms of scientific management “the scientific management lays standard output, time so they have to rush up and finish the work in time. These have adverse effect on health of workers. The workers speed up to that standard output, so scientific management drives the workers to rush towards output and finish work in standard time”. This can cause a negative impact on productivity quality and the mental strain it puts on the worker.
Also management study guide points out “Due to excessive specialization the workers are not able to take initiative on their own. Their status is reduced to being mere cogs in wheel. Jobs become dull. Workers loose interest in jobs and derive little pleasure from work”. This backs up my theory that when the workers don’t enjoy their job as much there is a chance that productivity and even maybe quality could slip.
3.0 Management today
Management is a big factor in construction today. Due to the different roles and responsibilities a manager takes on. , according to John Mehrmann in a short report in 2006 should be accountable and responsible for managing these 7 key skills;
1. Planning
“Proper Planning Prevents Poor Performance”. A solid plan should have measurable goals to determine progress and success. It should take into account the current situation and environment, and the plan should be both documented and communicated. Plans should be compared and aligned with a comprehensive strategy.
2. Setting Goals
Goals should be specific, time limited and measurable. Measurements include quantity, capacity, percentage, monetary, timeliness, completeness, ratings or similar items that can be quantified.
3. Making Decisions
The following are steps to making logical and informed decisions: Define the problem. Measure the problem or situation, gather as much information as necessary. Analyze the information that you have gathered, not the problem. Analyzing the information often leads to discoveries or perspectives of root cause issues that may have been previously overlooked by concentration on the results of the problem, so be sure to focus on the facts of the information. Implement solutions that are targeted at the root cause of the problem or opportunities. Measure the outcome, compare to the original situation, and created controls to maintain the improved performance or situation.
4. Delegation
Be willing to delegate authority as well as responsibility, obligations or tasks. Delegating authority empowers individuals who are closer to the activity to respond with more informed and timelier action. You are surrounded by talented individuals, give them the chance to perform. Maintain a constant and consistent balance between Authority, Accountability and Responsibility.
5. Support
Perhaps one of the most important characteristics of leadership is the willingness and ability to provide support for your people. You can demonstrate support by being an advocate for their ideas, be compassionate and patient, contribute with your own time, and reinforce that what they do is important to the overall success of the organization.
6. Communication
Communication is not only speaking, it is listening. Use Active Listening Skills to enhance your communication, assure good comprehension and demonstrate the value of the message. When it is time to speak, be precise and clear in your communications. Explain fully to eliminate ambiguity in instructions. In meetings, keep speeches to fifteen minutes or less. Try to keep all meetings under thirty minutes by maintaining subject focused communication and require information preparation in advance.
7. Control
If you have a plan, stick to it. Apply daily diligence according to plan, use measurements to assure progress, and keep control when the plan has been implemented.
In modern day construction, technology plays a major part of the success of any project and the management running the project. Because of how modern day construction is run without using most of these software’s the project will not be as affected as a manger you need to know how to use these software to able to provide the necessary skills need to complete the project.
In modern day construction, there are many software that aid managers in construction such as:
• Auto CAD
• Microsoft project
• BIM (Building information modelling)
• INtelex
• Procore
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