Introduction to construction methods and
project management
History and basic concepts
When did construction begin?
Construction and the ability to build things is
one of the most ancient of human skills. As
society became more organized, the ability to
build things became a hallmark of the
sophistication of ancient civilizations. The
wonders of the ancient world reflect an
astounding ability to build not only structures
for shelter but also monuments of gigantic
scale.
Example: parthenon
The construction process
• project development and contract
procedures
- The major steps in the construction
contracting process include bid
solicitation, bid preparation, bid
submission, contract award, and
contract administration.
• for major projects, steps in the project
development process include:
- Recognizing the need for the project.
- Determining the technical and financial
feasibility of the project.
- Preparing detailed plans, specifications,
and cost estimates for the project.
- Obtaining approval from regulatory
agencies. This involves ascertaining
compliance with zoning regulations,
building codes, and environmental and
other regulations.
I. Definition
 Business case
- The justification for undertaking a
project, in terms of evaluating the
benefit, cost and risk of alternative
options and rationale for the
preferred solution.
- Purpose
- To make the case for a particular
project to proceed, and to define
and validate, in broad terms, the
constraints within which it may be
delivered
 Scope management
- The process of developing the
description of the project and its
deliverables.
- Purpose
- To ensure that all the work
specified, and later done, is related
to the project objectives.
- Also important to establish clearly
what is excluded from the project
scope.
 Requirements management
- The process of capturing, assessing
and justifying stakeholders’ wants
and needs
- Requirements become the principal
project deliverables
- Purpose
- It helps to define the project scope,
allowing the project team to
understand the exact deliverables of
the project and how the work will be
structured to meet the requirements
and deliver the scope.
 Stakeholder management
- Stakeholders: organizations or
people who have an interest or role
in the project, or are impacted by it
- Stakeholder management: the
formal management of
stakeholders’ interests, including the
management of the relationships
and monitoring the delivery of
commitments made to the
stakeholders
 Record keeping
- Records are the physical and digital
data that are required to accurately
document the life of the project
- Record keeping is a formal and
disciplined process for capturing this
information
- Purpose
- To provide, and preserve, a
comprehensive history of what
happened, when and where
- In the context of planning, it is the
basis of updating the schedule, of
forensic planning, and provides
 information that will be useful in
planning future projects (productivity
data)
Construction technology and construction
management
 Construction technology
- Relates to the methods or
techniques used to place the
physical materials and elements of
construction at the job site.
- The word technology can be broken
into two sub-words—techno and
logic.
- What construction technique or
method should be selected?
- The types of methods for placing
construction are diverse. New
methods are continuously being
perfected and a construction
manager must weigh the
advantages and disadvantages of a
given method or technique
 Construction management
- How the resources available to the
manager can be best applied.
- When speaking of resources for
construction, we think of the four
m’s of construction: manpower,
machines, materials, money
 Construction management is
resource driven
- The job of a construction manager
is to efficiently and economically
apply the required resources to
realize a constructed facility of
acceptable quality within the time
frame and budgeted cost specified.
The construction manager is
provided with resources such as
labor, equipment, and materials and
is expected to build a facility that
meets the specifications and is
consistent with the drawings
provided for the
project.
- Construction manager
- The manager must be clever and
innovative in the utilization of
resources available. This requires a
variety of skills. A high level of
competency is needed in a broad
range of qualitative and quantitative
subjects
 The project players
 Primary players
- The three principal players in any
construction project are the owner,
the designers (architects and
engineers), and the contractor.
Although these three parties are
always involved in a project, the
alignment and contractual
relationships among them will vary
depending upon the project delivery
system utilized to deliver the project.
o Owner
- The driving force behind the
construction industry
- After determining need and deciding
to build, the owner is accountable
for four primary duties:
- Developing the program and
outlining the needs and
requirements of the end users
- Determining the quantity, extent,
and character of the project by
defining the scope of work
- Creating the overall budget for the
project, including land acquisition (if
necessary), development, design,
and construction costs
- Providing the funding for the project
and making periodic payments to
the designers and the contractor
o Design professionals
- Architects and engineers are the
two types of professional designers
are engaged in the construction
process, and each deals with
different parts of the project design.
They typically work together to
complete the design
function with one or the other taking
the lead, depending on the type of
facility being constructed
o Construction professionals
- According to the american institute
of constructors, the term constructor
is generally used to define the
 professional responsible for all necessary to accomplish the
construction activities whether they project’s objectives.
work as a general contractor, a - The activity of determining how raw
construction manager, or a materials and other resources are
specialty contractor. delivered into a desired outcome.
- Self-performed work: construction - It is also the process that will deliver
work that is performed with the a competitive edge to organizations
general contractor’s own forces or competing to win contracts to
labor. This is work that is not deliver work.
subcontracted. - Purpose
 Secondary players - It determines how, when and which
- These secondary players, or what project deliverables must be
we call layers of influence, are achieved in order to deliver the
beyond the immediate control of any products (or actions) needed for the
of the primary players. project’s success.
o First level players - Including organizational /
- This level of influence management approaches and
includes subcontractors, material processes
suppliers, and equipment vendors. - Management approach information
This layer directly influences the recorded in project management
outcome of a job in a serious way. plan (pmp)
o Second level players • timings for identified activities
- This level of influence includes recorded in project schedule,
insurance companies, utility included in pmp/pep.
companies, bonding companies, Art rather than science
building code officials, zoning, labor
unions, and manufacturers. - Team activity
Although this level has no - Outputs:
contractual connection or obligation - Overall strategy
to any of the three primary parties, - Overall methodology
they hold great - Breakdown structures
influence over your project. - Key dependencies
o Third level players - Contributions to risk (including
- This layer of influence includes the opportunities) register and issues
courts and attorneys, local log
government, state and federal - Interfaces
government, trade associations,
Benefits of planning
education and training, bankers,
and others. Like the second level - Identify and document the right
mentioned previously, these parties activities and products to achieve
do not have a direct link to the the outputs.
primary players but do influence - Determines what activities and
construction projects on a regular products need to be carried out,
basis. when, to what standard and using
which resources, including
monetary funds.
II. Planning - Central to the control of the project
 Introduction to planning and early identification of where the
Planning project might be starting to fail.
- The process of identifying the - Integral part of problem solving at all
methods, resources and activities stages of the project.
- With good planning, it is possible to
predict whether the project remains
on target to deliver its outputs within
the time, cost or performance
constraints.
- Above all, planning is about
communicating the sequence,
method and time required to
complete the project deliverables
Successful planning
- Key considerations:
- Effective leadership
- Considers inputs of team and other
stakeholders
- Uses contributions of the right
people
- Adopt structured approaches
- Allow adequate time
- Understand scope and all
commitments
- Identify all dependencies and
interfaces
- Define, document and take into
account all assumptions
- Make use of adequate scheduling
resources
- Including adequate project control
systems
- Ensure scheduling disciplines are
applied by schedulers
- Use the right tools to define,
describe and communicate the plan
- Take into account all factors
surrounding the project
- Including logistics planning,
stakeholder management and the
availability of suitably trained
resources
- Understand and address all project
risks
- Include identified risk mitigations in
the schedule
Planning strategies
- As part of the business strategy, it
will need to be decided how best to
deliver the project. Some of the
factors that may influence an
adopted strategy would be:
- Best commercial solution based on
earliest completion;
- Most economical solution based on
avail ability of funds;
- The rate at which funds can be
committed (sometimes referred to
as ‘cashflow’);
- Availability of resources (labour and
material);
- The rate at which the project can be
mobilised;
- External factors such as a
relationship with other projects.
Allowing for risk
- The future is unwritten, that is to
say uncertain. It is necessary to
allow for the unknown when
planning for the future. Depending
on the stage of the project, it is
advisable to allow a 10%– 20 %
time contingency.
 Breakdown structures
- Break the project into smaller
elements to facilitate delegation of
responsibility
Level 1:
- Based on the ultimate project output
(wbs), top of an organization
structure (obs), highest project level
cost control package (cbs), highest
level product (pbs) etc.
Level 2:
- Break out the structure into more
manageable levels to make the
planning process easier
Level 3 and beyond:
- Break out the structure until the
project team can define tasks and
logical dependencies
- These deliver the lowest level of a
structure (node)
- At this point there is no need to
break out the structure any further
Product breakdown structure (pbs)
- A pbs should be developed at the
start of a project, once the required
scope or requirements have been
agreed. The pbs provides a break-
down of all the necessary products
(outputs) of a project. A product is
an output which meets the scope or
requirement, sometimes referred to
as (a) deliverable(s)
Work breakdown structure (wbs)
- A wbs divides the scope of the work
into definable work packages. A
wbs is developed initially at the
start of the project and is reviewed
iteratively at the beginning of each
stage (as a minimum) – it is good
practice to use a wbs when
developing any project schedule.
Wbs dictionary
- A tool that helps to define clearly the
work content of each wbs node
- Helps to ensure a consistent and
coherent approach to the project
and clearly defines the key
deliverables for each wbs node
- Often called the work package
scope sheet
- Purpose
- Used with the customer to ensure
that the scope of work to be
undertaken is agreed by all
contracting parties
Organisation breakdown structure
(obs)
- An obs is initially developed at the
start of the project and is
reviewed iteratively at the beginning
of each stage as a minimum.
Responsibility assignment matrix
(ram)
- Often drawn as a table that shows
the project obs in relation to the
(wbs to ensure that each element
of the scope of work is assigned to
a responsible team or individual. It
is
developed at the start of a project,
where there is a complex division of
responsibilities.
- The step-bystep approach to
constructing a ram
- Define your deliverables.
- Identify the people involved.
- Create the responsibility
- Assignment matrix.
- Assign other roles.
- Communicate.
Raci matrix
- A raci diagram or matrix is an
instance of a ram that provides a
clear and concise summary of tasks
or deliverables and the level of
accountability or contribution
required from named roles or
individuals within the project
(designated in ‘raci’ terms).
- R responsible (doing the work)
- A accountable (approves the work)
- C consulted (supporting the work)
- I informed (about progress)
Constructing a raci matrix
- Define your tasks or deliverables.
- Identify the people involved.
- Create the raci matrix.
- Check for accountability.
- Communicate.
Cost breakdown structure (cbs)
- This created and structured at a
sufficient level of detail to allow
budgets to be set, and costs to be
collected, recorded, monitored and
controlled. Thus it must be mirrored
in the organisations’ accounting
system as well as the project’s
reporting system.
Resource breakdown structure (rbs)
 - Hierarchical structure groups
resources by function, type and
grade required to deliver the scope
- Resources may include:
- Personnel - defined individually or
by discipline
- Tools
- Machinery
- Materials
- Equipment
- Any resource that incurs a cost
should be included
- Level of detail sufficient to allow the
work to be scheduled, monitored
and controlled
Summary of breakdown structures
 Dependency management
- The process of monitoring and
controlling the key interfaces on a
project
- Purpose
- On a typical project there are many
interfaces.
- For the smooth and efficient
management, these need to be
carefully and regularly monitored
and controlled
- High-level
- Within the project
- Scope of interfaces between parties
is defined, agreed and if
appropriate, documented
What is “interface” in construction?
- Interfaces are points of interaction
between two or more aspects of a
project:
- Physical interfaces occur where
different contractors are engaged
on the same project, particularly
where their respective works
interact or connect in some way.
- Relationship interfaces occur
between different stakeholders on
a project, such as; contractors,
local community groups,
regulatory bodies, the client, and
so on.
What are the possible schedule
impacts of interface?
Interface risk
- Claims for damages.
- Stakeholder complaints.
- Loss of profit.
- Industrial action.
- Regulatory infringements.
- Reputational damage. The action of
breaking the terms of a law,
agreement, etc.; violation.
 Cost estimating
- The process used to quantify the
cost of services, materials and
resources required to deliver a
project
- Purpose
- To determine the likely cost of the
project. It may have a number of
uses. For example, to create
budgets, draft proposals, tender for
work or to get approval for research
studies. Depending on its purpose,
the scope and detail of the cost
estimate will vary
Type – 1
Planning
- The earliest stage in scope
development. Estimates are termed
‘conceptual’ or ‘pre-conceptual’ and
will rely primarily on approximate
methods. May be termed order of
magnitude (om) or rough order of
magnitude (rom)
Preliminary
- Estimates should use definitive
methods for the next stage of scope
definition; however, it is acceptable
to use approximate methods for
those areas of scope remaining
undefined
Definitive
- The definitive stage is the final
stage in scope development.
Definitive estimates are prepared
using definitive (detailed) estimating
methods
 Type – 2
Optioneering
- Prepared to establish the cost
differences between two or more
alternative strategies in order to
arrive at ranking of alternatives to
inform an economic decision
Fair price
- Used to determine the
reasonableness of competitive or
sole source bids received in
connection with a proposed sub
contract, and serves as a control in
evaluating cost and pricing data in a
contract negotiation
Independent cost estimate
- Prepared by external or third parties
with the express purpose of
validating, cross-checking or
analysing estimates developed by
project teams
Methods
Approximate methods:
- Budgets set cost performance
targets for the procurement and
delivery of the project. The budget
will become the basis for a true
comparison with actual costs
incurred during the life of a project
What is the difference between
funds and budget?
- Funds represent the money
available for expenditure in the
accomplishment of the effort, and
must not be confused with budgets;
funds are spent, not budgets.
Budget transfers
- Budget transfers are made through
a change control process to
formalise the movement of scope
(budget and sched ule) from one
part of the project to another, or to
move scope into or out of the
project
- Secondary reason for budget
transfer may be the real location of
budgets in order to correct data
error

- Pecific analogy estimating  Document management

parametric estimating delphi - Document management is the
technique collection, storage, dissemination
Definitive methods: and archiving of documentation in a
structured manner. It is a
- Detailed estimating fundamental aspect of project
- Activity based cost (abc) estimating delivery, particularly in supporting
- Task analysis (resource-based assurance processes and the
estimating) handover of a project at completion
- Level of effort / business as usual / - Purpose
prelims - Document management ensures
that:
 Budgeting - All relevant parties have all the
- The process of allocating information they require
appropriate budgets to different to complete their responsibilities
parts of the word breakdown - All the information used in the
structure. Budgets are often project is up to date (i.e. Latest
expressed in terms of money, but revised information is in use)
may - Out-of-date information is no longer
equally be described in terms of accessible for implementation
other resources, such as labour, purposes, but . . .
plan or materials - All data is available for record
- Purpose purposes

III. Scheduling
 Introduction to scheduling
Scheduling
- It involves the calculation of
duration and resources required,
it defines the logic and sequence
and the calculation of critical
path, float, and start and finish
dates of individual activities, and
thus determines the feasibility of
delivering the project within the
desired completion dates and
budget
- Purpose
- As a result of creating key outputs:
- Helps make decisions about
strategies and methods
- Focuses management attention on
important issues and activities
- Considers work calendars
- Considers time contingency
- starts at strategic level and is
decomposed into medium and short
term scheduling
- Defines the sequence of activities to
accomplish project goals
- Quantifies resources required and
cost expected
- Defines clearly the scope of work
- Optimise resource use
Scheduling
- Determines project parameters
- Wbs used to build all project
activities
- Calculates dates from activity/task
durations
- Determines resources required
- Defines logical sequence of
activities
- Calculates:
- Critical path
- Overa ll completion date
- Start and finish dates and float of
activities
- Determines the feasibility of
delivering the project to the required
completion dates
Principal scheduling components
- Process step schedules
- Normally presented in graphical
format
- Time-based schedules
- May include gantt charts, time
chainage charts, line of balance
graphs, etc
- Schedule narrative
- Explains methodology, timing,
risks and constraints on the
schedule
The scheduling process
- Strategy and planning
- Scheduling
- Preparing for monitoring and control
Once the schedule is
created….
- Perform schedule integrity checks to
ensure the robust ness of the
schedule.
- Issue the baseline with the
appropriate level of authority and
under formal change control.
- Monitor the progress of delivery of
the plan, and control divergences
from the original plan.
Schedule structure and density
Detail density
- Schedules must be produced with
the target audience in mind
- Senior management – low
density schedules
 - To explain blocks of activity, - The baseline should be maintained
major dependencies and logic as change is approved.
links - Reflect the density of schedule that
- Management decision making – it relates to
medium density plans
- Day to day supervision of works – Summary schedule
high density planning and - Created to explain, in very simple
scheduling terms, the schedule and its
- Schedules with inappropriate level contents.
of detail may become useless - Better created in isolation
- Best presented in non-scheduling
 Types of schedule software – spreadsheets or
presentational tools
Time-based schedules
Working schedule or “forecast
Development / strategic schedule
schedule”
- The highest level of logic driven
- Developed from the tender, or other
schedule
earlier schedule
- Purpose:
- Include all activities relating to the
- Provides an outline of the project
delivery phase
parameters
- Design activities, procurement
- In terms of scope, and time
activities, installation and
- Defines project gateway stages
commissioning tasks
- Including key ‘go / no-go’ points
- Illustrates the approvals required Tracker schedules
- Incorporates key dates over the
project lifecycle - Procurement schedules
- Identifies a high level critical path - Design deliverables tracker
- Shows the key integration events - Other tracker schedules:
and acceptance points - Method statement trackers
- Quality control inspection
Tender schedule (or ‘bid schedule’) trackers
- Consents trackers
- Created by a contractor / supplier or
- Construction or installation
other delivery organisation, when
trackers
tendering or bidding for work
- Assurance documentation
- Can be critical to winning (or losing)
trackers
a bid for work
- Commissioning process
Contract schedule trackers
- Hand over process trackers
- Signed up to in the contract - Progress tracker schedules
- Agreed at the start of a contract /
programme of works  Schedule design
- Probably the most important - Considerations and decisions made
schedule! when setting up structures for the
Baseline schedule (or contract project
schedule) - These considerations must be made
prior to commencing any scheduling
- First working schedule work
- Copied and set as the baseline - Purpose
schedule - Making and writing down the
decisions around these structures
 should help to ensure that time is  Lessons learned
not
wasted revisiting schedules
correcting defects in settings,
structures and other technical
aspects of scheduling
Schedule design elements
- Activity identify numbers (ids)
- Activity descriptions
- Activity types
- Tasks
- Level of effort activities
- Hammocks
- Dummy tasks (schedule visible
tasks)
- Milestones
- Activity steps
- Time units
- Calendars
- Project, activity and resource coding

 Building the schedule

 Communicating the schedule
 Schedule review
 Handover and closeout
What is the difference between
planning and scheduling?
Topic 2:
- Planning and scheduling are closely related
subjects, but they are completely separate Construction project organization
processes; however, the terms are often
1. Organization
used as if they were interchangeable.
- It is a group of individuals who are
Planning has to be done well in order to
cooperating willingly and effectively
define the best solution to deliver the
for a common goal.
project, scheduling needs to be done well to
- It seeks to know who is it to do and
determine the project parameters: how long
what is to be done.
the project will take to complete, for
- It is structured to promote better
example.
management.
- Ideal set-up is the combination of
IV. Monitoring and control
good organization and executive.
 Baseline 1.1 Structural organization
 Performance reporting - it is the formal arrangements
 Cost control established to coordinate all
 Short-term planning activities in order to implement a
 Change management given strategy.
 Risk management
 Forensic analysis
 Record keeping

- Structural elements of an
organization
- Men
- Materials
- Machine
- Methods
- Money
- Major elements
- Distribution of functions
- Vertical and horizontal authority
relationships
- Communication and decision
processes
- Policies
- Adapting to change
1.2 Principles of good organization
- “a set of rules cannot be laid down
that would be applicable to
organization of all enterprises.”
- Objectives
- The objective serves as the guide
to future planning and action. It
integrates policies, projects, and
programs.
- Analysis
- There should be a study as to
whether the project could be
finished at the right time, and at
the right price
- Simplicity
- The simplest organization that will
serve to attain the desired
objective is considered the best.
- Functionalism
- The organization should be built
around by the main functions
of the business and not around
the
individuals.
- Departmentalization
- Can be through functions,
products,
location, or by projects of the
organization
- Limited span of control
- The number of subordinates an
executive can manage effectively
- Centralization of authority
and responsibility
- There should be centralized
executive control or command
authority in order to have
authority and responsibility
definitely fixed
1.3 Organization and business
- Business. It is a system through
which economic activity was
organized by those who seek to
make profit.
- Coordination. This is the attribute
that integrates all the elements of an
organization.
1.4 Legal forms of organization
- Sole proprietorship. Single person
ownerships.
- Partnership. An association of two
or more persons behind themselves
to contribute money, property or
industry to a common fund with the
intention of dividing the profits
among themselves.
- Corporation. A corporation is an
artificial being created by operation
of law having the right of
succession and the powers
authorized by law or incident to its
existence.
2. Management
- It is a process.
- It is a function.
2.1 Management concept
- For management to be effective,
it must be systematic.
2.1.1 Scientific management
- For management to be
successful, it must be scientific.
Management science extend to the
work of frederick w. Taylor,
 who propounded scientific - Office and field operations
management theory with the - Inventory and control
following peculiarities
- Division of labor and Engineers as executives
specialization
- Unity of command and 5 habits in mind
centralization of decision - They know where their time goes.
making - They focus on outward contribution.
- One-way authority - They build on strengths.
- Narrow span of control - They concentrate on few major
Frederick w. Taylor areas that produce
outstanding results.
- Origin of management science - Engineers make effective decisions.
- Engineer
- Father of scientific management Work simplification

Carl g barth - Rank and file employees are

frequently called upon to contribute.
- Research mathematics The term simplification is often used
Henry l. Gantt to designate the cooperative project.
- Recognition of worker
psychology, 2.1.2 Humanistic management
development of bonus plan, and - Management must be
charts used in production humanistic.
scheduling. - It is universally applicable.
Industrial engineering Konosuke matsushita
- It is a descriptive of the work of - Founder of panasonic corporation
funtional staff responsible for in japan
activites such as:
- Incentive standard Management principles
- Method analysis - We have good staff.
- Quality control - Our policies were clear.
- Production control - We upheld an ideal to be striven
- Material handling for.
Obvious strength is its objective, the - Our chosen field of business was
quantitative treatment of management appropriate at the time
problems - We did not allow factions to form
within our company.
- A statement of the problem in a - We regarded the company as a
mathematical form public institution.
- Reliance on measurable - We followed a policy of open
quantities such as costs and management.
income - We worked towards a system of
- Use of computers management by all employees.
- Dedication to rational decision
making 3 management philosophies

Engineering in business capital - Goal

- Ideal
- Organization - Vision
- Financing
5 key points to success in enterprise
management
- To have a clear management
philosophy, clear goals, and
definite ideal.
- To manage a company with the
full realization that every
enterprise is a public enterprise.
- To practice open management.
- To collect the wisdom of the
many.
- To try your best to acquire an
unflappable and supremely
adaptable mind to enable you to
see things as they actually are
without clinging to preconceived
notions.
Cultivating human resources
- People-first business philosophy
- Management by collective
wisdom
- The company is looked upon as a
lifetime education center for life.
2.2 Management structure
- It is impossible for one person to
control effectively all the works of
a large organization through
personal contact with it.
- No person possesses the skills
necessary to guide personally the
highly specialized activities in a
modern construction business.
The line of responsibility works in two
ways:
- From the executive to the
supervisor down to the workers
under the jurisdiction and
conversely.
- From the workers to those who
are in authority over him.
2.2.1 Personnel management
- The company organization is
dependent upon the special
abilities and skills of personnel to
perform the work.
Two significant factors:
- The need for close supervisors as
judged by the skill of the worked
and the difficulty of the
operations.
- The availability of experienced
and trustworthy personnel
capable of acting in supervisory
capacity.
2.3 management control
- Control, in a much broader
interpretation, is not only to check
nor command, but also the whip.
Not only to regulate, but also to
stimulate.
- The success or failure of any
enterprise depends greatly upon the
manager. To have effective control,
he must know by heart the reasons
why his business exists.
2.3.1 the manager
- The manager as an executive is
the most difficult and with the
highest degree of responsibility.
- A manager must be a good
planner and a good organizer. In
developing his organization, the
manager should stress on getting
the right men for the right job.
The quality of an effective
manager
- Studies, analyzes and dissects
his job
- Delegate the administrative
details of his job
- Delegate and share with his
subordinates the credit of a job
well done
- Trains and develops his men
to prepare them to assume
delegated work
- Control and plan his time
- Institutes control for effective
performance
Manager’s function
- To plan
 - Planning. - Control.
It is an intellectual process, the It is the process by which an
conscious determination and executive gets the performance
direction of action of his subordinates to
- Classification of plans correspond as closely as
- Objective of the enterprise possible to chosen plans,
- Policies orders, objectives or policies.
- Procedures - Executive leadership. It is the
- Budget bridge between objective and
- Programs result.
- Policies. It is a general - Leadership. It is the ability to
statements which guide the motivate subordinates and
thinking and action of members other people toward the
of an organization. achievement of organizational
- Procedures. It involves the objectives.
selection of a course of action
and applied to future activities. Delegation of authority
- Authority is the power of an
- To organize administrator to delegate functions to
- Organizing. the next ranking executive, who in
A good organization structure is turn transmit it to the employees who
necessary though not a are charge with the actual
sufficient condition for good operations.
performance. - Delegation of authority is the key to
effective management.
- To direct - The authority vested upon an
- Directing. executive should preferably be in
It is guiding and overseeing writing.
subordinates. - Delegation of a task to a
- Leadership. The process by subordinate is a manifestation of
which an executive directs the faith and confidence towards the
work of others in attaining ability of a subordinate.
particular ends.
- Coordination. The process Responsibility & authority defined
whereby an executive develops - Authority refers to the power or right,
an orderly pattern of group to attached to do a particular job or
effort and secures unity of designation, to give orders, enforce
action in pursuit of common rules, make decisions and make
purpose. compliance.
- How can executive - Responsibility denotes duty or
coordinate efforts in their obligation to undertake or
organization? accomplish a task successfully,
- Clarifying authority and assigned by the senior or established
responsibility by one's own commitment or
- Careful checking and circumstances.
observation - Responsibility is “hell” without
- Facilitating effective authority.
communication
- Utilizing leadership skills Buck passing
- Buck passing, or passing the buck,
- To control
or sometimes the blame game, is the
 act of attributing to another person or You must:
group one's own responsibility.
- Clarify your objective
Directing people on the job - Obtain favorable attention
- Make it simple and specific
Order is a specific message conveyed - Phrase it tactifully for best results
for the purpose of influencing the - Explain why it should be done your
follower to take desired actions. way
Verbal orders - Learn how much information and
guidance he needs
- The order is simple and can be - Let him have it
clearly - Inspire his confidence in you and
heard the correctness of your order
- Privacy is important - Note his readiness to act
- Demonstration is involved - Give him faith in his ability to carry
- Follower is intelligent and reliable it out
Written orders 2.3.2 the knowledge worker
- Precise figures or complicated - Knowledge workers are the key
details to
are involved competitive differentiation. They
- Must be passed on to someone else are said to be the central to
- Particular sequence must be innovation.
followed exactly
- Workers involved are slow and Knowledge workers vs manual
forgetful - workers manual workers only
- Particular sequence must be need efficiency which is the ability
followed exactly to do things right than getting
Distinct categories right
things done.
- Request - Effectiveness – Competence
- Suggestion - Knowledge workers is not
- Asking for volunteers defined by quantity, neither is
- Direct order knowledge defined by its costs.
Orders should be Knowledge work is defined by its
results.
- Clear - Knowledge workers are those
- Complete who think for a living.
- Concise - “THE GREATEST WISDOM
- Acceptable NOT APPLIED TO ACTION AND
- Justifiable BEHAVIOR IS MEANINGLESS
- Tactful DATA”
- Challenging
- Sufficient authority
Order has three meanings
- You think you convey
- You do convey, directly and by
implication
- The receiver thinks you convey
How to give effective orders