‫بسم هللا الرحمن الرحيم‬

‫جامعة الخرطوم ‪ -‬كلية الهندسة‬

‫قسم الهندسة المدنية ‪ -‬ماجستير اإلنشاءات‬

‫‪CVE61102‬‬
‫‪Advanced Construction Management‬‬

‫محاضرة‪ :‬مقدمة فى اإلدارة‬

‫دكتور‪ /‬مدثر سليمان محمد على‬

 ‫اإلدارة‬

‫اتخاذ قرار‬ ‫نظام‬ ‫فن التعامل‬ ‫العملية‬ ‫خبرات‬

‫باستخدام‬ ‫إجتماعى‬ ‫مع البشر‬ ‫اإلدارية‪:‬‬ ‫وتجارب‬
‫تخطيط‬ ‫رجال‬
‫النماذج‬ ‫مجموعة‬ ‫وتوجيه‬
‫تنظيم‬ ‫موهوبين‬
‫الرياضية‬ ‫من األفراد‬ ‫وتنسيق‬ ‫توجية‬ ‫ومؤهلين‬
‫يعملون معا‬ ‫جهودهم‬ ‫تنمية‬ ‫طبيعيا‬
‫لتحقيق‬ ‫لتحقيق‬ ‫رقابة‬ ‫لممارسة‬
‫هدف‬ ‫الهدف‬ ‫لتحقيق‬ ‫األعمال‬
‫مشترك‬ ‫الهدف‬ ‫اإلدارية‬
 ‫الفكر اإلدارى الحديث‬
‫قد إسـتفاد من‬

‫العلوم‬ ‫العلوم‬ ‫العلوم‬

‫السلوكية‬ ‫اإلقتصادية‬ ‫الطبيعية‬

‫كثي ار من المفاهيم‬ ‫مفاهـيم الكفــاءة‬ ‫فكرة النظـام‬

‫واألدوات واألساليب‬ ‫والفعـالية‬ ‫(‪)System‬‬
‫المتصلة بالسلوك‬ ‫واإلنتاجية‬ ‫وتحليل النظم‬
‫والعالقات اإلنسانية‬ ‫‪)System‬‬
‫(‪Analysis‬‬
Management Defined
Management is the process of working with
and through others to achieve organizational
objectives in a changing environment.
Central to this process is the effective and
efficient use of limited resources.

‫اإلدارة هى ممارسة العمل مع ومن خالل اآلخرين‬

"‫المنظمة فى بيئة "عمل‬/‫لتحقيق أهداف المؤسسة‬
‫ فى قلب هذه الممارسة موضوع إستخدام‬.. ‫متغيرة‬
.‫النادرة بكفاءة وفعالية‬/‫الموارد المحدودة‬
Society Government

Financial Global
Community Community

Suppliers
The Customers

Firm

Labor
Competitors
Unions

Stockholders
or
Owners

THE FIRM IN ITS ENVIRONMENT (Eight Environmental Elements)

 Controlling Planning

Decision
Leading Making
Managing For
Effectiveness And
Efficiency
Motivating Organizing

Communi –
Staffing
cating

Functions of Management
• Planning: Management primary function …
Formulation of future course of action giving
purpose and direction for the organization.
• Decision Making: Choosing among
alternative courses of action …. A great
management challenge.
• Organizing: Structural considerations of
division of labour and assigning
responsibilities etc…
• Staffing: Recruiting, training and developing
people( organizations are only as good as
people in them).
• Communicating: A two-way process for
instructions & feed-back… Involving
technical knowledge, rules and information.
• Motivating: For pursuance of collective
objectives to meet expectations.
• Leading: By inspiration and setting of
models and examples.
• Controlling: By comparison of actual
results with desired pre-set goals, including
necessary corrective actions to keep things
on track.
 Efficiency
Limited resources are
Effectiveness wasted

the job gets done, but …

TOO MUCH EMPHASIS ON EFFECTIVENESS

Effectiveness
the job does not get
done, because …

Efficiency
available resources
TOO MUCH EMPHASIS ON EFFICIENCY are underutilized

Effectiveness Efficiency
the job gets limited resources are not
done, and … wasted

BALANCED EMPHASIS ON EFFECTIVENESS & EFFICIENCY

Effectiveness & Efficiency
 EMERSON’S TWELVE
PRINCIPLES OF EFFICIENCY
1) Clearly defined ideals (objectives):
Eliminate the vagueness, uncertainty,
and aimlessness characteristic of a
great many undertakings.
2) Common sense: This is common sense
that strives for knowledge and seeks
advice from every quarter, unconfined
in any position yet maintaining dignity
of balance.
3) Competent counsel: Seek advice from
competent individuals.
4) Discipline: Adhere to rules. This is
designed to bring about allegiance to
and observance of the other eleven
principles.
5) Fair deal: Manage with justice and
fairness.
6) Reliable, immediate, adequate, and
permanent records: Maintain factual
records on which to base decisions .
7) Dispatching:Plan work scientifically .
8) Standards and schedules: Develop
methods and time for performing tasks .
9) Standardized conditions: Create a
uniform environment .
10) Standardized operations: Establish
uniform work methods .
11) Written standard practice instructions:
Reduce practice to writing .
12) Efficiency reward: Reward workers
for successfully completing tasks..
 MANAGER’S 14 DESIRABLE
CHARACTERISTICS
1) Self-confidence: the belief in one’s own
power to succeed in solving problems
and one’s own ability to deal effectively
with difficult situations .

2) Drive: the urge and enthusiasm to

stimulate action, both personal and in
other people .
3) Initiative: the ability to lead action
without waiting to be prompted and to
bring fresh thought to old problems .

4) Decisiveness: the ability to think

positively and without vacillation and
to act in the same way.

5) Willingness to accept responsibility:

this includes the acceptance of
accountability for one’s decisions and
the consequent acts of one self and
one’s staff .
6) Ability to delegate: this also includes (5).

7) Integrity: this includes trustworthiness

and loyalty to one’s organization and
one’s staff .

8) Judgement: the ability to analyses a

situation and formulate appropriate
action. This includes choosing between
different possible courses of action
where choices present themselves .
9) Adaptability: the ability to change
one’s outlook as circumstances change
and to alter one’s actions in the light of
what is necessary in changed
circumstances. This is a most valuable
characteristic in the modern world
which is subject to such rapid change.

10) Organizing ability: in all respects.

11) Stamina: the ability to work long and
hard without undue strain or stress.
12) Emotional maturity: includes self-
discipline and self-control and the
ability to analyse a situation without
prejudice .

13) Human understanding: the ability to

work with other people with
understanding and sympathy; the
willingness to listen to staff problems.
14) Adequate educational standard: this
does not mean, necessarily, the holding
of a university degree, but rather a
development of the mind that enables
one to think positively and without
prejudging a situation, and also the
communicate effectively.
Ten Facts of Managerial Life (from direct observation and
diaries)
• Managers work long hours. The number of hours worked tends
[
to increase as one climbs the managerial ladder.
• Managers are busy. The typical manager's day is made up of
hundreds of brief incidents or episodes. Activity rates tend to
•
decrease as rank increases.
[

• A manager's work is fragmented; episodes are brief. Given

managers' high activity level. they have little time to devote to
•
any single activity. Interruptions and discontinuity are the rule.
[

• The manager's job is varied. Managers engage in a variety of

activities (paperwork, phone calls. scheduled and unscheduled
meetings, and inspection tour/ visits, interact with a variety of
people, and deal with a variety of content areas.
• Managers are "homebodies." Managers spend most of their'
time pursuing activities within their own organizations, As
managerial rank increases, managers spend proportionately
more time outside their work areas and organizations.
• The manager's work is primarily oral. Manager's at all
levels spend the majority of their' time communicating
verbally (by personal contact or telephone).
• Managers use a lot of contacts. Consistent with their
high level of verbal communication, managers
continually exchange information with superiors, peers,
subordinates, and outsiders on an ongoing basis.
• Managers are not reflective planners. The typical
manager is too busy to find uninterrupted blocks of time
for reflective planning.
• Information is the basic ingredient of the manager's
work. Managers spend most of their time obtaining,
interpreting, and giving information.
• Managers don't know how they spend their time.
Managers consistently overestimate the time they spend
on production, reading and writing, phone calls,
thinking, and calculating and consistently underestimate
the time spent on meetings and informal discussions.
 High
1,9 9,9
Country Club Management. Thoughtful Team Management. Work
attention to needs of people for accomplishment interdependence
satisfying relationships leads to a through a common stake in
comfortable friendly origination organization purpose leads to
atmosphere and work tempo. relationships of trust and respect..
Concern for People

5,5
Organization Man Management.
Adequate organization
performance is possible through
balancing the necessity to get out
work with maintaining morale of
people at a satisfactory level.

1,1
Imporverished Management. Exertion
of minimum effort to get required
work done is appropriate to sustain
organization membership.
9,1
Authority – Obedience and Efficiency
in operations results from arranging
conditions of work in such way that
human elements interfere to a
minimum degree.

Concern for Production High

The Management Grid
 Manager’s Roles
CATEGORY ROLE NATURE OF ROLE

Interpersonal Roles 1. Figurehead As a symbol of legal authority, performing certain ceremonial

duties (e.g., signing documents and receiving visitors)

2. Leader Motivating subordinates to get the job done properly

3. Liaison Serving as a link In a horizontal (as well as vertical) chain of

communication.

Informational Role 4. Nerve center Serving as a focal point for non routine Information;
receiving all types of information

5. Disseminator Transmitting selected information to subordinates

6. Spokesperson Transmitting selected information to outsiders

Decisional Role 7. Entrepreneur Designing and Initiating changes within the organization

8. Disturbance Handler Taking corrective action in non routine situations

9. Resource Allocator Deciding exactly who should get what resources

10. Negotiator Participating In negotiating sessions with other parties (e.g.,

vendors and unions) to make sure the organization's
Interests are adequately represented
 ‫المهارات المختلفة التى يحتاج لها المديرين‬
Technical Human Conceptual

Top

Mid

Supervisory
‫الصعود إلى القمة فى الهرم اإلدارى‬
John Akers's Long Climb to the Top of IBM
Source: Adapted from John A. Byrne, .Be Nice to Everybody," Forbes 134 (November. 5. 1984): 244-246
1985; Chief executive officer
$750,000
1983; President end director
$800,311 (plus $2.4 million cash and stock bonus for 5 years ending in 1983)
1982; Senior vice president and group executive information systems & communications group
$375,000
1981; Vice president and group executive information systems & communications group
$335,000
1978; Vice president and group executive data processing marketing group
$250,000

1976; Vice president and assistant group executive plans and controls, data processing product group $200,000

1976; Vice president

$200,000

1974; President DI data distribution division

$150,000
1973; Vice president and regional manager data processing division, western region $ 75,000

1972; Director of distribution media industries data processing division

$65,00

1971; Assistant ID IBM President Frank Cary

$ 55,000

1969; Branch manager

$60,000

1968 Assistant district manager

$45,000

1967; Marketing manager

$40,000
1962; Marketing representative
$15,000
Year: 1960; Position: Sales trainee
Salary: $6,500
 Thank you ..
dr.mudathir@gmail.com
0123013955