assisgnment no. 3 management in organisation

Management in Organisation 2012

NICMAR-SODE/PGPM

ASSIGNMENT

NICMAR/SODE OFFICE

1. Course No. - PGPM 112. Course Title - Management in Organisation3. Assignment No. - 034. Date of Dispatch - 2nd Nov 20125. Registration Nos. - 212-08-31-10966-21416. Name of Student - Ashutosh Kumar7. Last date of Receipt of -

Of Assignment at SODE Office

ASSIGNMENT

Your company has bagged a lucrative contract to construct a housing colony for anIndustrial Group to be located in Western Maharashtra on coastal belt. You as aProject Manager have been asked by the company to evolve Organisation Structurewith following conditions.

Organisation should be as lean and thin as possible with bare minimum ofpersonnel on company roll upto Junior Engineer Level

All supervisors to down below will be temporary for project duration only to berecruited locally from 100 Km radius.

Suggest and discuss an organisation structure denoting responsibility, authority,communication control for all facets of construction work and management functionsas visualised by you.

Housing colony consists of 10 Bungalows for senior executives, 20 Apartments in fivebuildings, 100 dwellings for white collar workers and 300 dwellings for blue colouredworkers. Colony will have market and entertainment complex.


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ABSTRACT

This assignment is about “Management in an Organisation for a Residential HousingProject”. A Housing colony generally compromises of building blocks which are categorizedbased on grade of personnel working in the firm. This grade varies from senior executive toblue collared workers.

The rational of organizational management is to facilitate the application ofknowledge, skills, tools and techniques to project activities to meet project requirements interms of Scope, Cost, Time, Quality, Participant satisfaction. In organizational management,the important steps include:

1. Choosing the right people

2. Setting up the right organization

3. Using the right system

The concept of how to choose the right people for the task and how to set up the rightorganization was also discussed in this study. There are many organizational structures andeach one of them has its own application, advantages and drawbacks. Selecting theappropriate structure for an organization will therefore be dependent on the task, the size ofthe firm, the subordinates, the managers and the environment. Managers, in choosing theright organizing structure, need to study its vision, mission and its strategic intent and thenstrive to pick strategies and structures that are congruent. In choosing the right people for theteam, managers need to define what kinds of skills are required, what kinds of individualsrequired in what time frames and then select the right people

INTRODUCTION

Management of materials and information flows are key strategic priorities forconstruction firms. Sound performance in these two areas can provide them with significantbenefits and allow the adding of value for clients.


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The introduction of supply chain management in construction is intended to integrateprocesses, manage interfaces between companies in projects, reduce uncertainties and weedout inefficiency as much as possible. The elimination of waste and inefficiency from thesupply chain builds in value in the process.

Similarly, Sir John Egan reaffirmed the aforementioned recommendations in hisreport title “Rethinking Construction’’ (Egan, 1998: 16). The report identified five keydrivers of change, namely:

Committed leadership

Focus on the client Integrated processes and teams Quality driven agenda, and

Commitment to people.

The present assignment paper is done by keeping in mind the above factors for attaining thebest and profitable output.

PROJECT- SCOPE OF WORK

The project is about construction of a housing colony for an industrial group in WesternMaharashtra in a coastal belt. There are three main aspects to be studied in the course ofproject namely man power, materials and expectation of the client.

1. The colony may be divided into three blocks tabulated as,

Block Area (Sqm) Personal Nos. RemarksA 120/Block Senior

Executives90 10 Bungalows

comprising ofTwo Apartments

EachB 100 White Collared

Workers100 Individual House

C 80 Blue CollaredWorkers

300 Individual House


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2. Apart from the housing it is also proposed to build an entertainment complex and amarket.

3. Entertainment complex comprises of a theatre and a multi-purpose hall and a smallpark at the entrance. Considering on the economical basis the market can be also keptinside the complex as a shopping mall.

Considering the fact that the local labours can be engaged in the field of work due to thefollowing facts;

a. No permanent accommodation is required for local workers.

b. Only travel arrangements can be made on demand as the people are around 100KMradius from the work site and

c. The number of labours can be altered in the work load.

Apart from these as all the materials and are purchased from the nearby market andavailability of materials can be made on demand and there will be an assured supply ofmaterials.


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SITE ORGANISATION STRUCTURE


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ProjectManager

Manager (Contracts)•Assistant Manager (Scheduler)•Qunatity Surveyor•MEP Qunatity Surveyor•Document Controllers

Manager (Engineering andDesign)•Assistant Manager (Design)•Assistant Manager (QualityControl)

•Project Engineer (Safety)

Manager (Construction)•Construction Manager (Civil &Structure)

•Assistant Project Manager (Civil)•Manager Services (MEP)•Site Engineers

Manager (Procurement)•Assistant Manager (Logistics)•Assistant Manager (Accounts &Administration)

•Assistant Manager (Supply ChainManagement)


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The above organization chart is prepared keeping in mind Basic Design and Engineering isprovided by Client-Architect. We have not considered the Client Organisation requirement inabove Structure. This Structure is applicable for Contractor Organisation deployed at siteonly. The top most position in any project is the project manager. The orders are executed bythe junior engineers through their senior engineer who is guided by the construction manager.The functions of the personnel are discussed briefly below

PROJECT MANAGER The project manager is a leader of the team.

The project manager will have clear idea about all the process that takes placein the project.

He should be influencing the team to follow in the achievement of a commongoal.

He should be able to identify the delay if it is occurred and should be able torectify it. He is answerable to the top level management of the firm and to theclients.

MANAGER (Contracts Administration) The function of a Manager (Contracts) is to regularise the work flow in the

project. He forms a planning department under which all the essentials of the project are

been maintained and recorded. The Manager (Contracts) being the head of the planning department has to keep

up the above mentioned functions. He is assisted by:

Assistant Manager (SCHEDULERS): Prepares the work flow for a project.

Assistant Manager (QUANTITY SURVEYS-Civil): Preparing and checkingBills of Quantity related to all the civil and structure work on site.

Assistant Manager (QUANTITY SURVEY- Services): Preparing and checkingBills of Quantity related to all the Service work i.e. MEP on site.

Assistant Manager (DOCUMENT CONTROLLERS): Maintains all therecords of the project

MANAGER (ENGINEERING & DESIGN)

The Manager (E &D) makes the plan and does the design of every singlemember of a structure that has to come in the project.


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As for the residential project, he does prepare the layout of the entire colonywith specification of the every single apartment and bungalow allocated as perthe specification proposed by the clients.

He prepares the drawings which provide all the essentials for the structure.

Assistant Manager (Design): He will take care and assist Manager for design relatedcalculation and drawing preparations.

Assistant Manager (QC INSPECTOR): He takes care in examining the quality ofthe all the products from reinforcement, concrete to a completed building.

Project Engineer (SAFETY): He assures the safe working condition prevails in thesite to all the people working in the site. Thus he assures that the risk factors in thesite are minimized and a safe working environment is provided.

4. MANAGER (Construction- Civil & Structure)

He is the head of the execution department.

The main function of the execution department is to execute the ordersreceived from the planning department.

The most active post in the organisation is the construction manager since hedecides upon the plans proposed on assumed working conditions and executesthem under the actual working conditions.

He has a team consisting of engineers’ ad his sub-ordinates for various worksin the field.

Construction Manager (Civil): He is the head of civil work over site, report toManager (Construction- Civil& Structure) and responsible for all construction relatedissues accept the structure as that part is headed by his hierarchy boss.

Assistant Manager (Structure): He will be responsible for allocating duties tosupervisory staff as well as idle labour for works related to Structure.

Manager- Service (MEP): He will be responsible for all Service related work on site.

Site Engineers: They are responsible for looking after site execution work under theguidance of their respective managers.


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5. MANAGER (Procurement)

The commercial Manager looks after finance, administration and HR relatedwork

Banking and managing cash flow Site Legal matters

General books of account maintenance Subsidiary records Financial reports

Payment of invoices Billing

Personnel records Payrolls and records

Wage and personnel reports to public agency

Assistant Manager (Logistics): He will be responsible for logistical and delivery ofmaterial to site. He will provide the status of material in transit.

Assistant Manager (Accounts and Administration): He will be responsible for allaccounts and administration work for company and supporting hand for Manager(Procurement)

Assistant Manager (Supply Chain Management & HR): He will be responsible formaterial and manpower supply flow to site and checks for idle labour on site. He willalso look after HR work for Manager (Procurement)


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NOS OF PERSONNEL IN ORGANISATION STRUCTURE

S.No Positions Qualification and Experience Nos.1 Project Manager Min. BE (Civil) with 20-25 years of

Experience in Civil Industry1

2 Manager (Contracts) Min. BE (Civil) with 15-18 years ofExperience in Civil Industry and almost 5years of experience in handling contracts

1

3 Manager (Engineering& Design)

Min. M.Tech (Strcuture) with 15-18 years ofExperience in Structure Design of

Residential Complex

1

4 Manager (Construction-Civil & Structure)

Min. B.Tech (Civil) with 15-20 years ofExperience in Residential Complex

construction related work

1

5 Manager (Procurement) Min. 10-12 years of exp in the field of HR,Materials, Logistics, Accounting

1

6 Construction Manager Min. 10-12 years of exp in the Civil andstructure work

1

7 Quantity Suveryors Min. 7-8 Years of experience in Estimationsurveying in respective field of Civil and

MEP

2

8 Assistant Manger(Civil)

Min 5-8 years of experience in ConstructionIndustry

6

9 Assistant Manager(Accounts and Admin.)

Min 5-8 years of of exp in handling complexCivil projects

2

10 Project Engineer Min 2-5 years exp in Construction Projects 2

The number of Professional Personnel : 6

The numbers of junior manager : 12

The number of skilled labours : 20 (This may vary on demand)

The number of unskilled labours : 80 (This may vary on demand)

Hence total Senior executive and labours required Total= 118 persons min.

INFORMATION FLOW AMONG SITE FUNCTIONS

As discussed above the breakdown in an organisation can be categorized fourdepartments namely,

1. Planning Department,

2. Commercial department,


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3. Engineering and Design Department and

4. Execution department.

Planning Department

The Planning team would work on the Project schedule, sequence material andactivities, initial site mobilisation activities planning, Site Layout, Town Planning andConnectivity.

The Planning team would ensure that the basic infrastructure like Water andElectricity is made available to the units.

The intention to club these two divisions is based on logical interpretation of the basictenets on which the two teams work.

A coordinative effort between these two divisions will ensure that that the product isready for the execution team to deliver.

Commercial Department

The team will work around the year to ensure that the required cash flows aremaintained and also to ensure that the work doesn’t get affected due to the inherentissues of managing the project.

Booking to ensure that all the required books are to do the book keeping and alsoexecute the plans

Store, Purchase and logistics management at site

Engineering and Design department

The Quality Team will have a structure as follows: Quality Control plays a very vitalrole in a project. Hence, it would be critical to have a Quality team member involvedin every critical aspect of the project.

A team member would be involved in the Engineering Drawing and Interface withEngineering Consultants, one team member in Architecture and one in Execution.

Execution department

The primary thing that has to be realized is that execution is a very critical team forthe success of the organization.

This team has to be closely monitored and should also be given enough flexibility toallow intelligent deviations from the plan and also should be flexible enough toincorporate the changing conditions in the environment.


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Information and Material flow chart as shown in the flow chart below among constructionsite, Consultants and Clients;

Thus it is very clear from the flow chart that in the field of construction there is nounidirectional flow of orders or communication it is a must that a for an efficient project thereis a must that all should be knowing the happenings around them so as that the problems canbe discussed and hurdles are overcome.

So as a result the client is pleased and at the same times the work progress is alsomaintained at the same ratio. As a result for the company time efficiency is gained which atthe day’s end earns a lot of profit and fame for the concern.

ConsultantDesign and Studies

ContractorManagement

Sub-ContractorFabrication Part Production

Material Production

Site Execution andHanding Over after

QC Approval

Need

ClientUse

Information Flow i.e. Orders, Programs, Estimates, Procedure etc.

Resource Flow i.e. Supplies, Finished Products, Equipments etc


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RECOMENDATION

Construction is a labour-intensive industry, which places heavy reliance upon the skills of itsworkforce;

In the construction sector, a very fast employment growth is expected. Additionally,excellent job opportunities will exist as number of job opening exceeds the numbersof qualified applicants. Thus, the retention of good people is very crucial.

Good manpower planning is necessary. Storage of workforce results in delays leadingto a cost escalation.

Availability of workforce differs from region to region. Even the cost of man hours isdifferent in different places. This it is necessary to keep these factors in mind beforeprocessing with project.

Pre-planning for the manpower should be done with a proper estimation of requiredpersonnel. This will be great help to avoid labour related uncertainties.

The structure of site organisation should be such that is able to focus on its coreactivities and outsourcing is cost effective.

Communication is very important aspect. It is recommended to use the e-mail andcommunication tool effectively.

BIBLIOGRAPHY

Hinks, J., Aouad, G., Cooper, R., Sheath, D., Kagioglou, M. and Sexton, M. (1997) IT andThe Design and Construction Process: A Conceptual Model of Co-Maturation.

Towers, David. "Human Resource Management essays". Retrieved 2007-10-17.

The international journal of construction IT, July Construct IT report. (1995) OccasionalPaper No. 1: A Process-Based Study of an IT Research Work Plan, University of Salford.

Jonathan E. DeGraff (21 February 2010). "The Changing Environment of Professional HRAssociations". Cornell HR Review. Retrieved 21 December 2011.

Wright, Patrick. "The 2011 CHRO Challenge: Building Organizational, Functional, andPersonal Talent". Cornell Center for Advanced Human Resource Studies (CAHRS).Retrieved 3 September 2011.

Conaty, Bill, and Ram Charan (2011). The Talent Masters: Why Smart Leaders Put PeopleBefore Numbers. Crown Publishing Group. ISBN 978-0-307-46026-4.

"Human Resources, Training, and Labor Relations Managers and Specialists". U.S Bureau ofLabor Statistics. 2011.

assisgnment no. 3 management in organisation

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