P1.

1 Management The attainment of organizational goals in an effective and efficient manner through planning , organizing , leading , and controlling organizational resources. The person or persons who control or direct a business or other enterprise.
Skill in managing; executive abilit

P1.! Planning" #eciding what needs to happen in the future and generating plans for action. Organizing" making optimum use of the resources re$uired to enable the successful carr ing out of plans. Staffing" %ob &nal zing, recruitment, and hiring individuals for appropriate 'obs. Leading/Directing" #etermining what needs to be done in a situation and getting people to do it. Controlling/Monitoring" (hecking progress against plans. Motivation ")otivation is also a kind of basic function of management, because without motivation, emplo ees cannot work effectivel . *f motivation doesn+t take place in an organization, then emplo ees ma not contribute to the other functions

P1., Leadership *nfluence others toward goal and achievement of those goals (ommandments of -eadership 1. Treat ever one with respect and dignit !. Set the example for others to follow ,. .e active /. )aintain the highest standards of honest and dignit 0. *nsist on excellence and hold our people accountable 1. .uild group cohesiveness and pride 2. Show confidence in our people 3. )aintain a strong sense of urgenc 4. .e available and visible to our staff 15. #evelop ourself to our highest potential

Motivation Part of leadership process b which someone gets another to do what s6he wants to do

)ission statement The mission of 789 compan construction in the countr . is to be a best construction compan for road and bridge

&nd the are planning to prove that the are not onl best in road and bridge construction ,but also in the building construction.

P!.0 S:;T for 789 compan Strength "< the compan got some respectation after their successfull completed some pro'ects for last , ears. The compan was well trained in road and bridge construction. =or the last , ears the must worked with the same labourers , So the compan and labourers works with mutual understanding .

Weakness"<the compan having one $ualified >ngineer and, few technical officers one accounts

clerk and office staff its not enough for a good construction compan .
the compan did onl the road and bridge construction so the didn?t got an experience in an other constructions. The owner of the compan acting as a manager ,administrator and coordinator for his compan so he having more responsibilities . Opportunities"<the compan can get experience in building construction as well as road , bridge construction. The compan will establish in east and north of the countr also.

Threads"<building construction is new for the x z compan .so the don?t have an experience in this construction . The did all their pro'ects in southern province ,but now their going to do the pro'ects in north and eastern province . so the have to get new labourers.

wh !a!compan !needs!to!have!a!mission!and!a strateg !" !& mission statement is vital to the success of a compan as a whole. *t can unif a compan and push them to new heights. (reating a mission statement is 'ust as important for a small compan

starting out. )ission statements usuall provide a lighthouse that the compan culture can look back to when the compan loses track of itself. :hen there is a mission statement to refer to, generall companies can maintain their track and avoid losing sight of what their core competencies actuall are. )ission statements have been directl linked through research to greater returns on investment in companies. P!.!

;wner

@oad 1

@oad !

shopping complex

Pro'ect manager 1

pro'ect manager !

pro'ect manager ,

Auantit surve or

Aualified >ngineer 1

Aualified >ngineer !

Aualified >ngineer ,

Tech.officer 1

Tech.officer !

Tech.officer , Tech.officer /

Tech.officer 0 Tech.officer 1

S1

S!

S,

S/

S0

S1

S2

S3

S4

S15

S< Supervisor

P!., =or ever pro'ect we need a pro'ect manager to planning, organizing, managing, controlling and following through on all parts of a pro'ect. &nd we can handle with a one $uantit surve or to estimate the pro'ect cost for those three pro'ects.=or ever pro'ect we need a $ualified engineer and two technical officers .=or road construction we need supervisors for each technical officers , and for shopping complex there can one supervisor for each technical officers ..ecause road construction pro'ect will be in a big area so there can be mistakes or labours can cheat the management. So for ever small distance there need a supervisor to supervise the labours and the materials . .ut in the building construction the area will be smaller then the road construction .So for there supervisors enough for a pro'ect

P!./
#o$!design %ob design is the process of determination of various elements to form a 'ob and all the work re$uirements which are necessar to accomplish a specific 'ob or task. =or example, if a compan offers a new position then determination of all of the responsibilities which the specific 'ob needs is known as 'ob design. %ob design includes the set of tasks like what tasks are to be done, how tasks are done, how man tasks are done and in what se$uence etc. &nother example of 'ob design is the determination of responsibilities b the compan for the new pro'ect manager. %ob design is ver important for hiring and selection activities.

chain!of!command & s stem whereb authorit passes down from the top through a series of executive positions or militar ranks in which each is accountable to the one directl superior.

>xample"< *n a militar context, the chain!of!command is the line of authorit and responsibilit along
which orders are passed within a militar unit and between different units. ;rders are transmitted down the chain of command, from a higher<ranked soldier, such as a commissioned officer, to lower<ranked personnel who either execute the order personall or transmit it down the chain as appropriate, until it is received b those expected to execute it.

Span!of!control
principle of management stating the number of people a manager can supervise effectivel . The abilit to supervise people depends on the 'ob in $uestion, whether the emplo ees are professionals, and on their location.

>xample"<
)anager

>mplo ee 1

>mplo ee !

>mplo ee ,

>mpl ee /

>mplo ee 0

Centralized!%s&!Decentralized &n organizational structure is the outline of a compan +s framework and guidelines for managing business operations. Small business owners are usuall responsible for creating their companies+ organizational structure, which is usuall an extension of the owner+s personalit , management st le and characteristics. Two t pes of organizational structures are found in the business environment" centralized and decentralized

P!.1 selecting!suppliers!and!su$'contractors The st le of selection will var according to our needs and environment The role of the Pro'ect )anager is to ensure that the negotiated deal best meets the pro'ect+s needs :e have to ensure that appropriate specialists deal with the detailed terms and conditions