ARC 855: ARCH PRACTICE &

CONTRACT ADMIN
MANAGEMENT PRINCIPLES
Introduction
Nature of Management
Schools of Management Thought
Concepts of Management
Nature of Management
Functions of Management
 INTRODUCTION
• Architecture: the art and science in theory and
practice of design, erection, commissioning,
maintenance, management and coordination of allied
inputs thereto of buildings, or part thereof and the
layout, estalishment…..
• Management of human and material resources is a
very important part of the architects responsibility
• However, attention is often not given to the
management content of architectural education; the
technical content is more emphasized.
 THE NATURE OF MANAGEMENT
• Management is the art of knowing what you
want to do and then seeing that it is done in
the best and cheapest way. - F.W. Taylor
• To manage is to forecast and to plan, to
organise to command, to coordinate and to
control.—Henry Fayol
• Management is an art as well as a science;
hence its principles can be taught and learnt
 THE NATURE OF MANAGEMENT
• Management is guiding human and physical resources into dynamic
organisational units which attain their objectives to the satisfaction of
those served and with a high degree of morale and sense of
attainment on the part of those rendering service. —American
Management Association
• Management is a multipurpose organ that manages a business and
manages Managers and manages workers and work.— Peter Drucker
• Management is the process of combining and utilizing, or of
allocating an organisation’s input (men, materials, money) by
planning, organising, directing and controlling for the purpose of
producing outputs (goods, services) desired by customers so that the
organisation objectives are accomplished – Agwu Akpala
SCHOOLS OF MANAGEMENT (Hitt et al 1979)

1. Classical management theory (emphasized task and

structure)
i. Scientific management (F.W.Taylor) – breaking the
work into parts
ii. Administrative management (H. Fayol)- best way to
run an organisation
iii. Bureaucratic organisation (Max Weber)- as
organisations enlarge they give rise to functional
specialisation; hence hierarchies of management
 MANAGEMENT SCHOOLS
2. Neoclassical Management School (emphasized people)
• i. Human Relations School (Elton Mayo) – drawing from
the famous Hawthorne studies, Mayo underscored the
role of the work environment on workers productivity
– Ii. The Behavioural School (Abraham Maslow) – focus was to
achieve managerial effectiveness by developing techniques
to utilize people more effectively in organizations. Maslow’s
hierarchy of needs helped to shape motivation theory
 MANAGEMENT SCHOOLS
3. Modern management theory
i. Systems theory (Chester Barnard) – a holistic approach
to management
ii. Contingency theory – management is not a one cap
fits all activity. Managerial strategies must respond to
relevant facts.
iii. Organisational Humanism (Chris Argyris) – it is an
extension of the behavioural school.
IV. Management Science – the use of scientific processes
in management: operations research, CPM, PERT, etc
 CONCEPTS OF MANAGEMENT
1. Management as an activity; art of getting things
done through others
2. Management as a process: involves a series of
interrelated functions
3. Management as an Economic resource: a factor of
production together with land, labour and capital
4. Management as a team
5. Management as an academic discipline
6. Management as a group
 NATURE & CHARACTERISTICS
• Goal oriented
• Universal
• Integrative Force
• Social process
• Multidisciplinary
• Continuous Process
• Intangible
• An art and a science
 FUNCTIONS OF MANAGEMENT
• Planning: Process of identifying organisational objectives and
selecting the future course of action towards accomplishing them.
It aims at offsetting future uncertainties by ensuring a suitable
current action (objectives, premises for achieving objective,
decision on course of action, implementation, feedback).
• Organising: The setting up of suitable structure for the realisation
of an organisation’s objectives
– i. Specialist or functional organisation
– Ii. Whole product organisation
– Iii. Process decentralisation
– Iv. Project Structure
 FUNCTIONS OF MANAGEMENT
3. Directing: This function of management is carried out
through the following: Motivation, Communication,
Leadership
3.1 Motivation: process of making actuating the worker to
produce good result and it entails:
i. Suitable working environment
ii. Adequate remuneration and incentive
iii. Recognition
iv. Congruence between organisational objective and the
worker’s individual objectiv
 FUNCTIONS OF MANAGEMENT
3.2 Communication: process of transmitting
information and receiving feedback from
transmitted information. Communication links
all the management functions (downward,
upward, lateral or horizontal)
3.3 Leadership: this is about coordination of all
activities and people in an organisation.
 FUNCTIONS OF MANAGEMENT
• Controlling: regulation of work activities in line
with pre-determined plans.
• It evaluates what was accomplished with what
was intended and provides the necessary
feedback for further planning.