JULIANA BINTI BRAHIM

NORHASWANI BINTI ABDUL HALIM

NURUL IZNI BINTI KAMALRULZAMAN
NIK MOHD SYUKRI B. NIK HUSSIN
TENGKU HAFIZ RAJA IBRAHIM
MOHD AZEME B. MOHD NOORDIN
SITI NUR ISZAH BINTI EDDY WARMAN
 1) A g o o d le ade r no t ne c e s s arily humble
but he s ho uld at le as t no t brag .

Do’s
• A proje c t ma na g e r s h ould ta lk ba s e on prog re s s re port,
B ill of Qua ntity a nd a ny oth e r forma l doc ume nt wh e n
re porting to th e c lie nt.

Don’ts
• An a rc h ite c t s h ould not be too proud of th e ir de s ig n a nd
try h a rd to improve th e ir work.
 2 ) He mus t re adily ac c e pt re s po ns ibility
but c an no t to o pus hy and ins is te d in
le ad.
Do’s
• Th e c ontra c tor/ proje c t ma na g e r s h ould be h one s t in
a c c e pting job wh ic h a ppointe d by c lie nt to a void a ny
proble m during c ons truc tion pe riod.

Don’ts
• Th e le a de r s h ould not tre a t th e ir worke r a s a s la ve a nd
with no s ympa th ie s .
3) He s ho uld no t blame othe rs for his failure but to admit his
we akne s s e s . He s hould not find othe r pe ople to be blame .

Do’s
• A s a fe ty offic e r s h ould inve s tig a te th e root c a us e if
s ome th ing une xpe c te d a ppe a re d on th e workpla c e s uc h
a s a c c ide nts .

Don’ts
• A s a fe ty offic e r s h ould not bla me th e worke rs wh e n a n
a c c ide nt oc c urs on s ite , th e re mus t be a re a s on le a d to
th e a c c ide nt.
4) He s ho uld be have noble and not as king for c omplime nt
and popularity.

Do’s
• A proje c t ma na g e r s h ould tre a t a ll h is worke rs fa irly
with out diffe re ntia te th e m ba s e on e th nic ity, na tiona lity
a nd e tc .

Don’ts
• A c ontra c tor s h ould not be too a mbitious on h is job jus t to
g e t popula rity with out a c h ie ving th e qua lity re quire d.
 5) He mus t kno w how to c ontrol his followe r and top
manag e me nt. He ne e ds to be s e ns itive with othe r pe rs on
s e ns itivity.

Do’s
• C o ntrol h is followe r th roug h e m otiona l a pp roa c h
a nd re s pe c t h is top m a na g e m e nt.

Don’ts
• Ne g le c t ide a from down line worke r oth e rwis e
th a t ide a a re c ons truc tive with th e e xc us e only
h e is a la b our a nd inc om pe te nt to re s pond
opinion.
6) He s ho uld be re ady to do what the others e xpe cte d from
him to perfo rm. He s hould be a role mode l to othe rs .

Do’s
• P ro je c t m a na g e r m u s t s a tis fy c lie nt
ne e ds .

Do n’ts
• P rioritiz e p rofit th a n q u a lity & h is
rig h t its e lf a s a proje c t m a na g e r.
7) He mus t s mart and brighter at le as t over people under his
leade rs hip.

Do’s
• Ha ve wide knowle dg e in th e ir job s o h e will not
b e c h e a te d b y down line .

Don’ts
• Do n’t h a ve le a de rs h ip s kills .
• No t th ink in va rious a n g le wh e n
m a ke a de c is io n.