Set Up of A Construction Business and Introduction to the Concept of Professionalism to Improve Overall Production

Set Up of A Construction Business

Growth: Diversification.
There are some retail businesses that seek to grow through diversification. As there are risks involved in starting up a new company expansion so are there in expanding to a new product line or services. However, a careful analysis of the risks ad costs against benefits and a proper general planning will increase the company annual turnover. There are many ways to diversify which include the following: New related products/services to existing customers New market for existing products/services New products/services for new markets.

Company Name
This involves given your business an identity. The business corporate name shall be brief and precise in a way it reflects the activities of a company. It is very important to take time to develop that is easy to describe, fits on signs, and works. Do not choose a name you cannot live with. The business name will be legal right to be used in signs, bank accounts, checks, and any other legal transaction that the company may be involved in. Even though there is a likelihood of name duplication, it is important to note that a company has a right to protect and defend its name once you have built a business around it.

Mission Statement
A company mission statement describes the reasons and purpose of setting up the business. It summarily in clear language describes the company product/services, how to attract customers/clients, usually no more than two lines. Typical mission statement read thus: Hildebrandt Construction aims to provide high quality craftsmanship in the commercial construction industry at a very competitive cost. It is the goal of the company to achieve a greater reputation for quality and on-time delivery than the current competitors on the Island

Process Management
Business Process Management (BPM) is the result of the convergence of many trends, among which are business process modelling, quality management, change management, distributed computing, workflow management and business reengineering (Smith and Fingar 2003). Functions of Management According to Henry Fayol (1916) to manage is to forecast and plan, to organise, to command, to co-ordinate and to control". Whereas Koontz and ODonnel come with the most widely accepted functions as Planning, Organizing, Staffing, Directing and Controlling.

Planning Planning is a management function that involves setting of goals and establishing a projected course action on when, how, and whose responsibility is it to accomplish them. Generally planning involves

Forecasting, Establish objectives, Mapping strategies, Develop policies, And setting of goals. Organising Organising as a process involves division of work into functions, sub-functions, bringing together related activities, assigning of duties and responsibilities to employees, delegating authority and power, and coordination of authority and responsibility relationship. job specification, span of control, unity of command, coordination, Staffing This is the function of management which involves the recruiting suitable and competent hands to man the organisation structure and keeping it manned. Staffing is only effective when the right man is assigned to the right job. According to Kootz and ODonnel, Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure. Staffing involves: Manpower planning (Analysing the organisation structure requirement) Recruitment, Selection, placement and termination Training and development Remuneration Performance appraisal Promotion and transfer

Directing Directing is a managerial function that where the actual enterprise operational activities start-off. Directing is not just about issuing order from a superior to subordinates, but rather It is about supervising, guiding, and motivating the latter to achieve the organisational goals. It is characterised by the following: Supervising: overseeing the work assigned to subordinates Motivation : Inspiring the subordinates through recognising and rewarding hard work Leadership: process of guiding and influencing the subordinates by managers to achieve organisation objectives Communication: this involve the passing of information experience and opinion etc. from one person to another Controlling This is the managerial function concerned with ensuring that actual operational activities conform to planned operations. Effective control system helps to predict any deviation prior their occurrence. The entire managers in an organisation have a responsibility to controlling in their respective departments. Controlling as a process involve: Establishing performance standards Measuring individual and organizational performance Comparing actual performance to planned performance standards Taking corrective actions

Organisational Structure

Organizational structure can be defined as the ways in which responsibility and power are allocated and work procedures are carried out by organizational members (Dewar and Werbel 1979) The organisational structure of a company shows levels of management divisions and subdivisions of that organisation. The responsibilities of employees in big/small or complex organisations are typically defined by what they do, who they report to, and for managers who reports to them.

Functional Organisation Structure

This is the most adopted type of business organisations. The organisation is structured into departments such as production, marketing, human relations, accounts etc. The management from above centrally coordinate the different specialised departments. This is most suitable for medium to large companies. There is also a friction there tends to be lack of coordination between departments.

Production organisation structure

This form is many a time employed in businesses where functional form is deemed no longer effective. As an organisation sees a need a new product or services, it may change to a product organisation structure. It is a form of business organisational structure where grouping of activities is on the basis of product/services lines. It has been important in multi-line, and large scale businesses.

Matrix Organisation Structure

This form of organisation structure is a combination of functional and product form of departmentalisation in same organisation structure. Employees from different functions are drawn to form teams to work on a project until its close out, then they are returned to their initial functions. In engineering business for instance each of the functions is woven into different projects being handled by the business organisation. Project leaders usually make business decisions as well as at the top corporate and top functions level. It has the advantage of people from different functions can identify problem from their perspective as there are different range of skills involve in a particular project.

Total Quality Management (TQM)

The construction industry for a long time has the concern of achieving an acceptable level of quality. The wasted of expenditures of time, money and resources (both human and material) has been attributed to lack or inefficient quality management procedures. Total Quality Management (TQM) concepts were developed by manufacturing industry as a measure to counter these wastages. In America and Japan where TQM has been adopted, a survey reveals that there has been increase in productivity, decrease in product cost and improved product reliability. (Arditi and Gunaydin 1997).

Total Quality Management (TQM) flow chart

Factors Affecting Quality

figure above shows Total Quality Management (TQM) elements and the factors that affect quality in construction project process
Management Commitment and Leadership For TQM to succeed the management has to see it as matter of priority and uphold it. This effort has to be supported by thorough understanding of the total quality management by the senior management who then guide the organisation towards the realisation of higher quality goals in its undertakings. It should be noted that TQM is more of control rather than participation.

Training In total quality management (TQM) achieving required quality is everyones responsibility. Training cuts across all level of a company employee from management to labourers. A company should have well prepared training plans for the management, engineers, technicians, home and field office staff, support personnel and field labour. Team work The TQM approach to team participation is rally round is to make sure all the departments involved have a clear understanding of the concept and are actively involved in achieving project quality objectives. For a customer satisfaction teams composed of department representatives are necessary to implement TQM throughout the organisation. Statistical Methods Statistical methods is involves with the scientific problem solving to TQM process. These methods provide working team with the tools to detect problems that may affect project quality. Statistical data provides information in a precise language that can easily be understood by all team members, to verify, repeat, and reproduce measurements based on data, to determine the past, present and to a lesser degree the future status of a work process.

Supplier Involvement

A project quality cannot be successfully achieved without adhering to designers specification. The materials, equipment, and any other installation to be supplied by vendors shall conform to specification. It is important for a construction company to establish a long term relationship with reputable suppliers and subcontractors. For a construction company to achieve quality objectives, suppliers and subcontractors selection should not only be based low-bid, but also the quality of product/services Other factors that affect Total Quality Management (TQM) are: Cost of quality Customer/client Service Other construction industry specific factors such as quality of codes and standards, Drawings and specifications, Constructability analysis

Introduction of Concept of Professionalism to Improve Overall Productivity

Who is a Professional? A professional is a person who is paid to undertake a specialised set of tasks and to complete them for a fee. (Gaminini 2012)
Qualities and Characteristics of a Professional With regard to technical expertise: Technically competent; A good professional has great learning drive; Teaches younger members of his profession; A good professional gives professional advice only when he thinks he is qualified to do so

With regard to orientation toward service:

He understands that the knowledge he has acquired in to be positively used to assist clients. He earns his living and earns respect of people, he does not seek excessive profit at the expense of his clients A good professional tries to understand his clients requirements as well as his firms goals and does his utmost best to meets them. With Regards to Integrity: He treats client and co-workers with respect, he is polite in his dealings with them, he is punctual, flexible in team work and in accommodating to their needs. He keeps company secrets as confidential. A good professional is fair in his dealings withers others, patient, does not gossip or cheat. He possesses the virtue of justice. He performs the work to which he is assigned diligently, that which he cannot he lets his client or boss know.

With Regards to Advancing Profession: He tries to bring in new innovations to improve services rendered by his profession. He collaborates with his fellow professionals whenever the need arises (showing professional courtesy) and does not criticise any member in public. He upholds the ethical values in his profession. He believes that the way and manner he delivers his services has direct or indirect effect on his profession. He takes interest in his professional community. He tries to promote solidarity among professional members. He wants to help younger members in the profession to grow. With Regards to Ethics: He always works in accordance with his profession work ethics. He feels responsible for knowing and observing the ethical norms e.g. codes of ethics. He contribute in changing any code of ethics if the need arise. He recognises with the civil laws, regulations, safety regulations, building codes and so forth. What is Professionalism? Webster's Dictionary defines it as, "the conduct, aims, or qualities that characterize or mark a profession or a professional person. How is Professionalism Judged? Professionalism is not just about how good, neat, or our corporate we look in our dress thats only the starting point!

Competence Professionals get the job done. They are reliable because they have proven that they have the capabilities to deliver. Communication skills Professionalism is when you can effectively communicate your skills and talents to the market place to something productive. A Professional speaks with assertively without being aggressive or confrontational. Demeanor He exudes professionalism in his actions. He always presents with confidence, calmness no matter how difficult a situation is. Image Dressing professionally garners a good first impression from clients. How we dress is one of the first things people notice when they meet you.

Steps for Inspiring Professionalism in an Organisation 1. Establish the Rules Employees come from different cultures and often times coming from other organisations, we cannot assume that they know what is expected of them to do or not to do to think and act professionally. The organisation shall first establish the rules of professional behaviour that are expected to guide on the employees in discharging their duties. This involves formulating written organisational policies, procedures, and code of conducts that recognises values, standards, and principle of behaviour in tangible form. 2. Teach the rules The next step is to ensure, as a manager, that the employees understand these rules. This involves induction to new employees, presentations, seminars, to teach employee that professionalism is for everyone. A handbook which shows the guiding principles for professional behaviour should be issued to all employees. This will enable them to obtain first-hand guidance for how they should apply the rules in their individual circumstances and environment. 3. Ensure compliance The third step is to ensure compliance to these rules. The manager should as a matter of importance provide on-going reminders and reinforce by recognising and rewarding the professional behaviours desired. The managers need to insist that professionalism standards are maintained. This they do by addressing behaviour that is unprofessional. Erring employees should be brought to order using the company laid down procedure.