1.

FUNDAMENTALS OF GENERAL MANAGMNET

1.1 Introduction
Management is a set of goal-directed,

interrelated and interdependent activities,

Human resources aimed at accomplishing organizational

goals in an efficient and effective manner.

management in construction
Managers are the people looking beyond Managerial activities consist of
themselves and exercising formal what is known to be the
(COTM 5201) functions of management:
authority over the activities and planning, organizing, directing,
and controlling
performance of other people in pursuit of

organizational goals.
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1.2 Levels of Management

Planning is devising a systematic approach for attaining the The primary function of top managers is strategic and

goals of the organization. long-range planning. Top management manages the

organizations overall goals, strategy, and operating

Organizing is determining how activities and resources are
policies and is responsible for the entire organization.
grouped and the composition of work groups and the way in
Middle managers are responsible for sections or
which work and activities are to be coordinated.
departments and supervise and coordinate the
Leading is guiding, leading and overseeing of employees to activities of lower-level managers. They are

achieve organizational goals. responsible for implementing the policies and plans of

top managers.
Controlling is establishing performance standards and
First line Managers are directly responsible for day-to-
comparing results and expectations to make appropriate
day operations and supervise and coordinate the
changes.
activities of operating employees.
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1.3 Managerial Skills 1.4 Organizing Function
Technical skills are skills necessary to
The main function of the organizing is to optimize the organizations
accomplish or understand the specific kind of
resources to accomplish organizational goals.
work being done in an organization.
Organizations are inter-related groups of people, with knowledge, skills
Interpersonal skills are the ability to
and resources, working toward common goals.
communicate with, understand and motivate

both individuals and groups. These groups, according to their orientation, can be classified as formal

and informal groups. Formal groups are those authorized by the

Conceptual skills are the capacity to think in the

abstract and to see the organization as a

organization.

complete unit and to integrate and give These groups possess legitimate power within the organization, and

direction to its diverse activities so that generally are formed to carry out a designated task or function.
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objectives are achieved.

1.4.1 Types of organizational structures

Tom Burns and G. M. Stalker classify organizational structures into
mechanistic and organic forms.
Informal groups are those created by employees themselves, and
Mechanistic organizations are rather rigid in that they comprise
not authorized by the organization.
distinctly delineated jobs, clearly defined hierarchical structure and
Organizing is establishing the internal organizational structure to are driven primarily by top-down command and control. Mechanistic
accomplish the goals identified in the planning process. organizations are tall structures, consisting of hierarchies with several

Organizational structure is the formal decision-making framework layers of management levels.

which defines job tasks, lines of authority and interface between On the other hand, the organic structures are is relatively flexible.

departments. They are structurally decentralized, empowering employees at all

levels of the organization to take personal responsibility for the

7 processes and activities in which they are engaged. 8

1.4.2 Organization Design
Functional organization
Organizational design is creating an appropriate organizational
In a functional organization, tasks or
structure that will enable the organization to accomplish its goals.
jobs of similar nature are grouped
The organization can choose from among functional, divisional or
together and structured as a unit. Each
matrix designs, whichever is appropriate.
unit is staffed by functional specialists.

Structuring the organization along the

functional lines facilitates good
coordination and makes supervision of
the unit easy for managers as they only
need to be familiar with a narrow set
of skills.

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Matrix organization
Divisional organization
In matrix organization, individuals are made

In a divisional organization, responsible both to their line manager and the

divisional structures are project manager involved.

grouped according to The matrix concept facilitates working on

workflow and structures are concurrent projects by creating a dual chain of

made up of independent command, the project (program, systems, or

strategic organizational units. product) manager and the functional manager.

The workflow can be broken Matrix structures utilize functional and

into product lines, geographic divisional chains of command simultaneously

regions, etc. in the same part of the organization,

commonly for one-of-a-kind projects

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1.5 Staffing and motivation
When properly designed and implemented, it leads manager
Staffing is critical to improve the quality and performance of through the hiring process from start to finish. A well
employees at all levels of an organization. Therefore, it should designed staffing system:
be a strategic priority for the manager. Helps in hiring the right people.

The manager has to not only set the vision and strategy but Creates consistency in hiring decisions throughout the organization.

Supports management development.

also hire the people to achieve them.
Helps to improve benchmarking throughout the organization.
A staffing system is defined as a model and a process for
Reduces costs of the hiring process.
those who recruit, screen, interview, and hire new employees.
Limits liability.

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1.5.1 Staffing Process

The best staffing option is the one that takes into The staffing process generally involves at least four steps.
consideration, to the greatest extent possible, both the These four steps are:
current and future business needs of your organization. 1. defining the job, involving the development of a position
By choosing options that can, in the long run, save time and description;
resources, you can ensure the availability of staff for the work 2. determining the qualifications and competencies
that needs to be done for now, and for the future. 3. filling the position, which involves screening applicants and
selecting an individual; and

4. training.

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1.5.2 Motivation Broadly, there are ten strategies to induce employee motivation
Motivation is the key to performance
and improve their work performance:
improvement and the job of a manager is
(a) job security,
not just to get things done through the
(b) sympathetic help with personal problems,
employees but to get things done more
(c) personal loyalty to employees,
efficiently and quickly because motivated
(d) interesting work,
employees are more productive.
(e) good working conditions,
To be effective, managers need to (f) tactful discipline,
understand what motivates employees (g) good wages,
within the context of the roles they (h) promotions and growth in the organization,

perform. (i) feeling of being in things, and

(j) full appreciation of work done.
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Theories of Motivation
Prior to Hawthorne Studies carried out by Elton Mayo from 1924 Five important approaches that have led to the understanding
and 1932, employees were considered just another input in the of motivation are;
production of goods and services. Maslows Need-Hierarchy Theory,

This study was revelation in that it found employees are not Herzbergs Two-Factor Theory,

motivated solely by monetary rewards and their behavior is Vrooms Expectancy Theory,

Adams Equity Theory, and

essentially linked to their attitudes.
Skinners Reinforcement Theory.
The Hawthorne Studies set out the human relations approach to

management, whereby understanding what motivated employees

and how they were motivated became the focus of many

researchers. 19 20
Maslows Need of Hierarchy
Physiological needs are biological needs necessary for basic

According to Maslow, survival, such as food, water, sleep and sex.

employees have five levels of Security needs are essential for a safe physical and emotional
needs: physiological, safety,
environment.
social, ego, and self-
actualizing. Belongingness needs are the desire for love and affection.
Maslow reasoned that lower Esteem needs are recognition and respect from others.
level needs had to be satisfied
Self actualization needs are realizing ones potential for
before the next higher level
need would motivate personal growth and development.
employees.

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1.6 Leadership
Coercion: A subordinate perceives or is made to believe that
Leadership is defined as the process of influencing the
failure to comply with the instructions of a superior would
activities of people toward achievement of specified
lead to punishment.
organizational goals.
Reward: Compliance with the instructions of a superior leads
The term leadership denotes a particular approach or style
to positive consequences. These rewards could be monetary
of influencing fellow personnel in the organization.
or non-monetary.
Whatever the style, each leader must have some basis for
Position: Power evoked by the position of a superior in the
exerting influence over others.
organizational hierarchy. For example, the director of an
In general, there are five ways to influence others:
agency possesses more legitimate power than a volunteer.

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 Leadership Theories
Knowledge: Use of expertise, skill, knowledge or experience
as the basis for influence. Possession of one or more of these
There are several approaches to leadership and management
attributes gains the respect and compliance of peers or
based on different theories.
subordinates.
The style that individuals use will be, based on a combination
Admiration: A subordinates identification with a leader. The
of their beliefs, values and preferences, as well as the
leader may be admired because of one or more personal
organizational culture and norms.
traits, and the subordinate can be influenced because of this
admiration.
Leadership is distinct from managing which means directing
the activities of others.

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A. Trait Theory B. Behavioral Theory

The underlying assumption of Trait theory is that people are Put forward by Blake &
born with inherited traits. The emphasis is on discovering Mouton in the early
1960s, the Managerial
these traits, often by studying successful leaders.
Grid underlines the need
The Trait Theorists suppose that if other people possess the for proper balance
traits that are generally found in leaders, they too could also between concern for
become leaders. people and concern for
task. Five leadership styles
There have been many different studies of leadership traits
are indicated in the grid.
and not all of them converge at a similar conclusion.
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C. Participative Leadership Benevolent authoritative: When the leader adds concern
for people to an authoritative position, a benevolent
Rensis Likert identifies four main styles of leadership, in
dictatorship is formed. The leader now uses rewards to
particular around decision-making and the degree to which
encourage appropriate performance and listens more to
people are involved in the decision.
concerns lower down the organization.
Exploitive authoritative: In this style, the leader has a low
concern for people and uses such methods as threats and Consultative: The upward flow of information here is

other fear-based methods to achieve conformance. improved to some degree, although the leader is making
Communication is almost entirely downwards and the genuine efforts to listen carefully to ideas. Nevertheless,
psychologically distant concerns of people are ignored. major decisions are still largely centrally made.

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D. Situational Leadership
Participative: At this level, the leader makes maximum use
The path-goal theory postulates that the most successful
of participative methods, engaging people lower down the
leaders are those who increase subordinate motivation by
organization in decision-making. People across the
charting out and clarifying the paths towards high performance.
organization are psychologically closer together and work
According to Robert Houses path-goal theory, effective leaders:
well together at all levels.
Motivate their followers to achieve group and organizational
goals.

Make sure that they have control over outcomes their

subordinates desire

Reward subordinates for performing at a high level or achieving

their work goals by giving
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 The Path-Goal theory describes four styles of
leadership:

Supportive leadership: Considering the needs of the follower,

Raise their subordinates beliefs about their ability to achieve
showing concern for their welfare and creating a friendly
their work goals and Perform at a high level.
working environment.
Take into account their subordinates characteristics and the
Directive leadership: Telling followers what needs to be done
type of work they do.
and giving appropriate guidance along the way.

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E. Contingency Leadership
Reading assignment

Participative leadership: Consulting with followers and taking their

ideas into account when making decisions and taking particular
actions. This approach is best when the followers are expert and
their advice is both needed and they expect to be able to give it.
Achievement-oriented leadership: Setting challenging goals, both
in work and in self-improvement (and often together). High
standards are demonstrated and expected. The leader shows faith
in the capabilities of the follower to succeed. This approach is best
when the task is complex.

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