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Construction Management by Alan Griffith

By Alan Griffith

In the back of the luck of any development undertaking is the potent website administration of the works by way of the primary contracting association. this article offers a finished creation to the major administration recommendations, ideas and practices that give a contribution to undertaking good fortune. filled with examples and case research fabric, this publication is acceptable for a number scholars together with HNC/D and undergraduate scholars on development, civil engineering, building administration, volume surveying, construction surveying and structure classes.

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This would enable them to keep in touch with other professionals engaged in the construction process. General Administration/Paperwork This activity should not be the sole responsibility of the site manager. Within most firms contacted, managers had insufficient time to undertake what were sometimes very time-consuming tasks. Site managers in control of the entire site found that time spent in the office performing non-productive tasks would not add value to the project. Advocated Improvements Other areas were noted by respondents to the questionnaires but these were of an individual nature.

However, in order to become a proficient manager, there is a requirement for them to have some key basic managerial skills, as opined by Calvert et al. ” Characteristics Construction managers have to incorporate a number of key functions into their role: these are forecasting, planning, organising, controlling, motivating, co-ordinating and communicating. The seven functions have been recognised by various authors in this subject area, with Calvert et al. ” The role of the site manager has been described as one of the most demanding jobs in the construction industry.

Specialised ‘departments’ also evolve to deal with individual areas. The method of communication within hierarchies is controlled by the superior levels. Hierarchies are often perceived as pyramid shaped. 2 (see also the work of Weber later in this chapter). e. specialists develop expertise clearly delineated relationships exist it is suitable for fairly static operational environments there could be a loss of the entrepreneurial spirit because of a concentration on specialist functions the holistic nature of the company could be lost in its drive for a sustainable competitive advantage there could be problems in trying to co-ordinate the disparate functions functional specialists may seek to further their own little empires at the expense of the company there is a danger that specialists will concentrate on short-term profit maximisation at the expense of long-term corporate survival.

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