Académique Documents
Professionnel Documents
Culture Documents
4/16/2013
RMT553/LECTURE 1/JUN2003
4/16/2013
Accomplish objectives.
Preserves knowledge.
Organizations provide career.
4/16/2013
RMT553/LECTURE 1/JUN2003
4/16/2013
RMT553/LECTURE 1/JUN2003
LOW
LARGE
4/16/2013
RMT553/LECTURE 1/JUN2003
TYPE, SIZE
OrganizationS
GOALS/VALUES PERFORMANCE
Management
effectiveness efficiency
Organizations Growth
People
4/16/2013
RMT553/LECTURE 1/JUN2003
Commonly shared
Management Role:- to shape up culture management style. Organizational Culture & Management Style
Have significant impact on 2 fundamental values;
1.
Productivity
2.
Well being
Increase performance
4/16/2013
RMT553/LECTURE 1/JUN2003
Organizational Performance
Managerial Performance
How well managers do their jobs
4/16/2013
RMT553/LECTURE 1/JUN2003
THE MEASURE OF HOW EFFECTIVE AND EFFICIENT A MANAGER IS HOW WELL HE OR SHE DETERMINES TO ACHIEVES APPROPRIATE OBJECTIVES
4/16/2013
RMT553/LECTURE 1/JUN2003
A MEASURE OF ACHIEVING
ORGANIZATION
GOALS OBJECTIVES
4/16/2013
RMT553/LECTURE 1/JUN2003
10
ORGANIZATIONAL GOALS/OBJECTIVES
4/16/2013
PROFIT PRODUCTIVITY LESS COST ON TIME QUALITY USEFUL PRODUCTION /SERVICES CUSTOMERS SATISFACTION ENVIRONMENTAL FRIENDLY MEETING ECONOMIC OBJECTIVE MEETING SOCIAL OBJEVTIVE MEETING ENVIRONMENTAL OBJECTIVE SUSTAINABLE PRODUCTION PROCESS ETC.
RMT553/LECTURE 1/JUN2003 11
ORGANIZATION
DEFINITION
Structuring and integrating activities. People and task and cooperation in interdependent relationship.
So Organisation is:
4/16/2013
RMT553/LECTURE 1/JUN2003
13
EVOLUTION OF ORGANIZATION
LARGE COMPLEX MULTIPLE OBJECTIVES
SMALL FAMILIES
VILLAGES
COMMUNITEE
FEUDAL NATION
BUSINESS ORGANIZATIONS
MANAGERS
4/16/2013
RMT553/LECTURE 1/JUN2003
14
ORGANIZATION CHART
TOP
CEO
MIDDLE
MANAGER MANAGER MANAGER MANAGER
BOTTOM
4/16/2013 RMT553/LECTURE 1/JUN2003 15
ENVIRONMENT
1 2
ENVIRONMENT
INPUT 5 OUTPUT
4
1. 2. 3. 4. 5. Goal & values sub-system Technical sub-system Structural sub-system Pschosocial sub-system Managerial sub-sistem
4/16/2013
ENVIRONMENT
ORGANIZATION AS A SYSTEM
RMT553/LECTURE 1/JUN2003 16
MANAGEMENT
DEFINITIONS Many authors defined management differently due to differ in perceptive and backgound. Till today there is no definition that can be regarded as comprehensive and totally acceptable at all situation.
(i) As a process where a group of people cooperate and coordinate their actions to achieve the same goal. - Massie, J.L., Essentials of Management.
(iI) As a process of planning, organizing, leading and controlling the work of organization members and of using all available resources to reach stated organizational goals. - J.A.F. Stoner, Management, 1982.
4/16/2013
RMT553/LECTURE 1/JUN2003
17
DEFINITION ctd
4/16/2013
RMT553/LECTURE 1/JUN2003
18
MANAGEMENT CONCEPT
M A N A G E M E N T
Management Process Forecasting Planning Organizing Coordinating Controlling Motivating Monitoring Resources
4/16/2013
RMT553/LECTURE 1/JUN2003
19
LEVEL OF MANAGEMENT
Environment
top strategic CEOs Functional managers First line Managers coordinative
middle
bottom
operative
4/16/2013
RMT553/LECTURE 1/JUN2003
20
Functional Management
Functional Management
Functional Management
Functional Management
Functional Management
First-line Managers
First-line Managers
4/16/2013
RMT553/LECTURE 1/JUN2003
21
Middle Managers
Organizing 33%
Controlg 13%
First-line Managers
Organizing 24%
Controlg 10%
4/16/2013
RMT553/LECTURE 1/JUN2003
22
Top Conceptual
Middle Conceptual
Technical
Technical
4/16/2013
RMT553/LECTURE 1/JUN2003
23
MANAGERIAL ROLES
A role consists of the behaviour patterns expected of an individual within a social unit. Interpersonal Roles Figurehead Leader Liaison Informational Role Monitor Disseminator Spokesman Decision Role
4/16/2013
RMT553/LECTURE 1/JUN2003
24
Major Changes Includes: Paradigm Shifts Chaos Theory Workplace Diversity Merger & Acquisition Not-for-profit Organization Globalization
4/16/2013
RMT553/LECTURE 1/JUN2003
25
Paradigm Shifts
It is a mind-set that presents a fundamental way of thinking, perceiving and understanding the world.
Watch Technology Travel Technology Construction Procurement System
4/16/2013
RMT553/LECTURE 1/JUN2003
26
4/16/2013
RMT553/LECTURE 1/JUN2003
28
Mergers and Reorganizations are seen as an Opportunity for Companies to become more efficient.
4/16/2013
RMT553/LECTURE 1/JUN2003
29
Internal Culture
Performance
ORGANIZATION
Quality Strength GOALS Management
4/16/2013
4/16/2013
RMT553/LECTURE 1/JUN2003
32
TENDER
CONSTRUCTION A PROCESS
4/16/2013 RMT553/LECTURE 1/JUN2003 33
4/16/2013
RMT553/LECTURE 1/JUN2003
34
PROJECT SUCCESS/PERFORMANCE
COST TIME QUALITY COMMERCIAL VALUE (PROFIT) ENVIRONMENTAL PERFORMANCE USER EXPECTATION/SATISFACTION PARTICIPANTS SATISFACTION HEALTH AND SAFETY
4/16/2013 RMT553/LECTURE 1/JUN2003 35
VARIOUS INPUT
MANAGEMENT
PROJECT OBJECTIVE
ORGANISING
COORDINATION
4/16/2013
COMMUNICATION
RMT553/LECTURE 1/JUN2003 39
COORDINATION
COMMUNICATION
4/16/2013
RMT553/LECTURE 1/JUN2003
41
PLANNING
CONTROLLING
HIGH
LOW
ASSIGNMENT 1
WHAT IS MANAGEMENT PROCESS? DEFINE EACH ELEMENT OF MANAGEMENT PROCESS? HOW THESE ELEMENTS OF MANAGEMENT PROCESS INVOLVE IN CONSTRUCTION PROJECTS? WHY PLANNING AND FORECASTING ARE IMPORTANT TO THE TOP MANAGEMENT?
4/16/2013 RMT553/LECTURE 1/JUN2003 44
4/16/2013
RMT553/LECTURE 1/JUN2003
45