What is an Organization

CVS 416
Construction Management A group of people with
Principles of Management formally assigned roles
Nature, Scope and Process of Management II
working together as a
team to achieve stated
Evans Khadambi Luyali goals of the group
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Organisation Organisation Objectives

A structure through Economic objectives

which individuals Social objectives
cooperate Environmental objectives
systematically to
conduct business.

Economic Objectives Organisation Objectives

 To provide a fair return to Economic objectives
shareholders
 To satisfy clients’ requirements Social objectives
 To utilise resources efficiently
Environmental objectives
 To improve the company’s position
in its markets
 To develop products which can be
sold profitably

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 Social Objectives Organisation Objectives
 To treat employees fairly and Economic objectives
equally
 To operate ethically and with Social objectives
integrity
 To respect basic human rights
Environmental objectives
 To sustain the environment for the
future generations
 To be caring employer in the
community

Environmental Objectives Organisational Activities

 Sustainable Development Deciding on objectives and
“development which meets the needs of
the present without compromising the policies
needs of the future.”
World Commission on Environment and Development, Keeping operations going
1987

Coping with crises and

breakdowns
Developing the organisation

Typical Functions of Construction Company

Typical Functions of a Company

Operations
Business development / Estimating & Health &
Tendering Safety Operations
management
marketing Plant
Finance &
accounts
Information
technology Temporary
works design
Planning & Business
Services
Purchasing
production development Personnel
Economics and analysis
Estate Education &
cost
Financial control Wages & management training
Quality Salaries
Administration Research &
Publicity Legal matters & records development
Administration

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 Typical Functions of Construction Company Who would ensure that each
Shareholders person knew what to do?
Board of Directors
• Who would see that they are
Company
Operations
Business
Development/
Services
Financial
Control
Administration trained?
Operations Marketing Temporary Finance & Health & • Who would hire them?
management Estimating & works design accounts Safety
Planning & Tendering Plant Economics and Personnel • Who would ensure that they
production Business cost
analysis development
Information
technology Estate
Education &
training work together harmoniously?
Quality Publicity management
Purchasing
Research &
Administration
& records • Who would monitor to ensure
development Wages &
Salaries that the stated goals are
Legal matters
reached? 14

Are you a Manager?

Answer? • Have you ever PLANNED a tour?

• Have you ever ORGANIZED a

bash?
THE MANAGER
• Have you ever LED a cheering
squad / group?

• Have you ever CONTROLLED a

15 crowd? 16

A Manager is someone
who Most likely each one of you have,
some point in time, managed the
Plans, Organizes, Leads affairs of others.
and Controls the
individuals So, you are a Manager too!
and work of an
organization A manager need not be managing
so that the organization a business
can achieve its goals 17 18

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 Mintzberg’s 10 managerial roles
The Roles of Manager
Interpersonal Informational Decisional

Figurehead • Figurehead
Performs symbolic duties of a legal / social nature
• Leader
Leader Liaison Spokesperson
Builds relationships with subordinates and
communicates with, motivates and coaches them
• Liaison
Negotiator
Maintains networks of contacts outside work unit
who provide help and information
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Mintzberg’s 10 managerial roles Mintzberg’s 10 managerial roles

Interpersonal Informational Decisional Interpersonal Informational Decisional

• Entrepreneur
• Monitor Acts as initiator, designer & encourager of change and
Seeks internal and external information about innovation
issues that can affect organization
• Disturbance Handler
• Disseminator Takes corrective action when organization faces
Transmits information internally that is obtained important, unexpected difficulties
from either internal or external sources • Resource Allocator
• Spokesperson Distributes resources of all types, including time, funding,
Transmits information about the organization to equipment and human resources
outsiders • Negotiator
Represents the organization in major negotiations
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affecting the manager’s areas of responsibility

At the next session

The Evolution of Management Theory

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