INTRODUCTION

 Expected to analyze the Managerial Skills of the

Project Level Managers (Project Managers) in
Civil Engineering Construction Projects

 Expected to save resources by introducing how

managerial skills help to minimize the wastage of
resources.

 Expected to Contribute to the National

Development Since, Construction Industry plays
vital role in National Development.
 BACKGROUND OF THE
RESEARCH
 Most important factor is the skills of managers for an
effective Organization. Organizational Performance
depend fully or partly on managerial Skills.

 These skills should be with managers in every level. The

managerial skills should have been aligned to the
mission and vision of the Organization

 The skills are categorized in to three main sectors;

Conceptual, Human and Technical skills.
 RESEARCH PROBLEM
 There are recorded & non recorded evidences
indicated that Construction firms are faced drastic
difficulties due to following.(number of newspaper
articles, Minutes of Formal Bodies of the Construction
Industry)
 critical issues
 Delays in Project completions

 Higher Material wastages

 High machinery maintenance cost

 Inefficiency and ineffectiveness in managerial and operational activities

 Misuse of funds (Nonexistence of a Financial Policy and Discipline)
 Low performance of Staff

 Employee conflicts

 Lack of Delegation of responsibility of the job

 RESEARCH PROBLEM
Due to weaknesses of Managerial Skills of Project Level
Managers, there are no formal systems in managerial
functions and activities in most of the firms in
Construction industry

Behavioral consequences
Group conflicts
Criticisms
Informal groups
Steeling
Stress
Leaving
 •It is envisaged that some managerial lapses
relating to the Application of Conceptual,
Human Relation and Technical Skills affected
on the Organizational Performance

Hence,

•Research was designed to explore how

managerial Skills Contribute to increase
the Organizational Performance.
 RESEARCH QUESTIONS
• To what extent Project Managers have been capable to apply
their Conceptual Skill to the Clients satisfaction upon
completions of construction Project up to date to the extent to
which clients were expected.

•To what extent Project Managers have been capable to apply

their Human Relation Skill to the Clients satisfaction upon
completions of construction Project up to date to the extent to
which clients were expected.

•To what extent Project Managers have been capable to apply

their Technical Relation Skill to the Clients satisfaction upon
completions of construction Project up to date to the extent to
which clients were expected.
 RESEARCH OBJECTIVES
 To study the factors which contribute to Success of the Construction
Projects giving special concern to Managerial Skills i.e. Conceptual,
Human, and Technical skills relevant to the Industry.

 To assess the degree of Managerial Skills of Project Managers within

the perspective of organizational Performance.

 To analyze the impact on the Managerial skills of Project Managers

towards organizational Performance to the extent to which the level of
clients satisfaction through completion of Construction Projects up to
the satisfaction.

 To suggest possible recommendations on the research findings in which

they could be incorporated to the relevant parties to improve overall
Success in Construction Industry
 HYPOTHESES
H01: There is a Co-Relation between Organizational Performance &
Managerial Skills of Project Managers in the Civil Engineering
Construction Projects.

H02: Organizational Performance is encountered by Managerial Skills of

Project Managers in the Civil Engineering Construction Projects. in
which Conceptual Skills contributes a greater proportion of the
Organizational Performance

H03: Organizational Performance is encountered by Managerial Skills of

Project Managers in the Civil Engineering Construction Projects. in
which Human relation skills contributes a greater proportion of the
Organizational Performance

H04: Organizational Performance is encountered by Managerial Skills of

Project Managers in the Civil Engineering Construction Projects. in
which Technical Skills contributes a greater proportion of the
Organizational Performance
SIGNIFICANCE OF THE RESEARCH
 Research findings will be useful
 Firstly, this study reflect the importance to an
individual researcher or manager, how it important to
a manager, manage the organization effectively and
he/she can identify the existing drawbacks of the
Organization.

 Secondly, to organizations because they could find

cause and effect relation ship between Organizational
Performance and Managerial skills.

 Finally, to national level decision makers in the

Construction Industry.
 LIMITATION OF THE RESEARCH

 Research was confined to Analyze

Managerial Skills of Project level
Managers in the Projects in which only
three factors; Conceptual, Human and
Technical Skills.

 Research coverage was confined to the

Construction Industry in Sri Lanka
 RESEARCH MODEL
Organizational Performance Managerial Skills
(Dependent Variable) (Independent Variable)

Conceptual Skills

Human Relation Skills

Technical Skills
 VARIABLE ASSOCIATION

Independent
Variable (Y)
Dependent

Variables

(X)
Indicators

-Ability to solve complex problems

Conceptual Skills
- Ability to think strategically/Analytically
Organizational Performance (Y)

(X1) - Ability to be creative and innovative

Managerial Skills (X0)

Human Relation - Ability to create intergroup relationship

Skills - Ability to understand proficiency level of people

- Ability to Effective Empowering & Delegating
(X2)
- Ability to apply project management techniques.
- Ability to implement the Job specific knowledge
Technical Skills
- Ability to establish policies and procedures.

(X3) - Ability to implement Office Management Techniques

RESEARCH METHODOLOGY

Data Collection

Primary: questionnaire
 NATURE OF THE SELECTED
SAMPLE
1. Sampling Method - Stratified Random
Sampling Method
2. Views were obtained through the
questionnaire and views converted to values
using Lickert scale.
3. Data were presented in tabular form.
4. % values were used to indicate the nature of
the Views.
5. Mean(Xˉ)and Standard Deviation(SD) were
used to Analyze the data.
NATURE OF THE SELECTED SAMPLE
Category No. Available No. chosen sample
(Population) (Approximately 10 %)

Managing directors and directors 72 03

Chief Executive Officers 18 03

General manager 18 08

Deputy General managers 48 05

Engineering Managers 94 06

Total 250 25
 CRITERIA FOR THE INTERPRETATION OF
FINDINGS
MEAN SCORE SD VALUE STATUS VARIABILITY OF THE FACTOR

Closer to zero Zero Insignificant Not a variable in effect at all & not influential

Closer to zero Low Significant Variable, Low effect, Influential

Closer to zero High Insignificant Variable in effect, influential

Closer to one Zero Significant Variable in effect, Low level, Influential

Closer to one Low Significant Variable in effect moderate level, Influential

Closer to one High Insignificant Variable in effect, highly influential

Closer to two Zero Significant Variable in high effect, highly influential

Closer to two Low Significant Variable in high effect, highly influential

Closer to two High Insignificant Variable in effect highly influential

 RESEARCH FINDINGS
CONCEPTUAL SKILLS
Lickert Level of
Factor Influencing Rank S/D Degree of Influence
Score Mean Significance
Level of Think objectively and -0.64 8 0.97 Variable influenced to decrease Significant
logically when making decision performance up to some extent
Level of Immediately address -0.64 8 0.88 Variable influenced to decrease Significant
problems when they arise performance up to some extent
Degree of Analyze problem and -0.68 7 0.83 Variable influenced to decrease Significant
solving immediately performance up to some extent
Degree of Capability of analyze a -0.72 6 0.91 Variable influenced to decrease Significant
complex problem performance up to some extent
Level of Formulate logical plan based -0.96 4 0.87 Variable influenced to decrease Significant
on proposed solution performance up to some extent
Level of developing of formal -1 3 0.93 Variable influenced to decrease Significant
channel to get org information performance up to some extent
Level of Inspire others to develop -1.16 2 0.96 Variable influenced to decrease Significant
and implement new ideas performance up to some extent
Level of visualizing to formulate -0.8 5 0.93 Variable influenced to decrease Significant
innovative approaches performance up to some extent
Level of Launching of smooth -1.24 1 0.95 Variable influenced to decrease Significant
implementation of new approaches performance up to some extent
 RESEARCH FINDINGS
HUMAN RELATION SKILLS
Factor Influencing Lickert Score Rank S/ D Degree of Influence Level of Significance
Mean value

Variable largely influenced to decrease Insignificant

Frequently use opportunities to work
-1.20 2 1.02 organizational performance
with others
Variable largely influenced to decrease Significant
building loyalty among others and
-1.12 3 0.99 organizational performance
get the team work
Variable largely influenced to decrease Significant
working proactively with team
-1.04 5 0.92 organizational performance
members
Variable largely influenced to decrease Significant
applying of skills for multiple
-1.04 5 0.99 organizational performance
projects
Variable largely influenced to decrease Significant
creates new applications -1.28 1 0.82 organizational performance

Variable largely influenced to decrease Significant

Recognition as an expert by others -1.00 8 0.98 organizational performance

Variable largely influenced to decrease Significant

providing occasions to exchange the
-1.04 5 0.96 organizational performance
ideas among groups
Variable largely influenced to decrease Significant
programming of tasks to get targeted
-1.12 3 0.95 organizational performance
results
Variable influenced to decrease Insignificant
Controlling of progress 0.56 9 1.20
performance up to some extent
 RESEARCH FINDINGS
TECHNICAL SKILLS
Factor Influencing Lickert Rank S/ D Degree of Influence Level of
Score Mean Value Significance

Variable influenced to increase

Knowledge on project
-0.12 4 1.42 performance up to some extent Insignificant
management software

Analyze and organize the Variable largely influenced to Insignificant

0.32 2 1.32
project increase performance
Insignificant
Sound with construction Variable influenced to increase
1.36 3 1.05
technology in civil engineering performance up to some extent

Insignificant
Upgrading knowledge frequently Variable influenced to decrease
0.12 5 1.37
on civil engineering performance up to some extent

Insignificant
Policies and procedures relevant Variable largely influenced to
0.44 1 1.44
to construction industry increase performance

Following strictly implemented a Insignificant

Variable influenced to increase
proper MIS in their 0.08 3 1.32
performance up to some extent
organization.
Insignificant
Following inventory Variable influenced to decrease
0.72 5 1.34
management process performance up to some extent

Implementation of proper MIS Variable largely influenced to Insignificant

0.04 1 1.43
in the organization increase performance
 CONCLUSIONS- CONCEPTUAL
SKILLS
All nine indicators were found negative and it
caused to reduce organizational performance. All
these nine variables were found significantly
influenced the organizational performance.
As per the views of Corporate Level Managers
conceptual related factors were the main
influential factor affecting the Managerial Skills of
Project Managers.
Therefore,
H02 Rejected
CONCLUSIONS- HUMAN RELATION SKILLS

All the indicators were significantly influenced the

Managerial Skills of Project Managers except
frequently use opportunities to work with others
and controlling of progress were insignificantly
affected, thereby reduce organizational
performance.
Study revealed that the Human Relation skills has the
secondly negatively influence on Managerial Skills of
Project Managers. And also since the mean of the mean
gets negative value
therefore, H0 rejected
3
CONCLUSIONS- TECHNICAL SKILLS
It was found from the research that all eight
variables under technical skills were statistically
insignificant and level of knowledge on project
management software was influenced negatively to
the Managerial Skills of Project Managers

This was the only positively influential factor of

Managerial Skills of Project Managers under this
study
therefore, H04 was accepted
 CONCLUSION

This study re-affirms Managerial Skills as a

potentially important determinant of individual
Performance and Organizational Performance
The findings of this research have important
implications for managers and their
organizations. The results of this research
demonstrate that Managerial skill is a potent
weapon to Organizational Performance.
 RECOMMENDATIONS -

CONCEPTUAL SKILLS

Conceptual skill has been found the important

factor to upgrade the Managerial skills effectively.
Research evidence suggests that conceptual skill
has been caused to individual Managerial Skills of
Project Managers. Therefore, it is recommended to
provide training regarding indicators under
conceptual skills. It also indicates that conceptual
skills should be modified in future to an extent to
which to improve the managerial skills.
 RECOMMENDATIONS
HUMAN RELATION SKILLS

Research evidence suggests that Human Relation skills

that are with Project Managers are not up to the
required level in the Construction Industry in Sri Lanka.
Therefore, necessary training and development
programme must be implemented at Project level so as
to increase the levels of Managerial skills of the Project
managers towards their job. Training would cause to
increase their efficiency which recommending to have
more management development programme in the
Construction Industry to make them aware the
Managerial Skills that they must keep on.
 RECOMMENDATIONS

TECHNICAL SKILLS

Furthermore, the research evidence suggests that there

is a necessity to develop their career in the organization up
to some level. Therefore, it is recommended to introduce
management development programme as to develop their
career in the organization. In order to improve the
technical skill, training should be provided for project
managers as required. The working conditions too should
be improved at work place as it was found unsatisfactory
level.
 BIRD’S EYE VIEW POINT
The Corporate Level Managers’ views are found to be less consistent. Considerable
amount of Corporate Level Managers were found positive whilst a balance large amount of
Corporate Level Managers were found negative towards their Project Managers. This may
be due to the work isolation and isolated mentality of Project Managers.
Further, it was revealed that superior level of officers in the sector does not have consistent
opinion on Project Managers. Corporate Level Managers have perceived that there is low
degree of conceptual thinking among the Project Managers. It indicates the lack of making
decisions tactfully and logically in the sector.
Corporate Level Managers should be given eye opening sessions towards organizational
Performance and Managerial Skills. Training of this nature will definitely resultant to
greater degree of Performance in the Construction Industry which contribute the
significant proportion in the Construction Industry in Sri Lanka.
Future research into Managerial skills; Conceptual, Human relation and Technical skills
might shed some light onto understanding the dynamics of Managerial skills. Although
research into organizational Performance has produced significant insights, the research
efforts are quite diverse and it is difficult to draw meaningful general conclusions or
assumptions from the research. Future work needs to focus on providing a robust
theoretical base, which will incorporate the various definitions, causes and antecedents of
Organizational Performance
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