Functions of

management
Planning, Organizing, Leadership,
Coordination & Controllong
Planning
 Planning is the (psychological) process of
creating and refining a plan, or integrating it with other
plans.
 It may also refer to creation of documents,
diagrams, or meetings to discuss the important
issues to be addressed, the objectives to be
met, and the strategy to be followed.
 Beyond this, planning has a different meaning
depending on the political or economic context
in which it is used
Organizing

 Organizing is the act of rearranging

elements following one or more rules. It can
also be seeing as the opposite of messing up.

 The difference between ordered and organized

is that something is only ordered as long as it
is both organized and standardized
 Organizing, in companies point of view,
is the management function that usually
follows after planning.
 It involves the assignment of tasks, the
grouping of tasks into departments
and the assignment of authority and
allocation of resources across the
organization
 Organizing involves arranging the necessary
resources to carry out the plan. It is the
process of creating structure, establishing
relationships, and allocating resources to
accomplish the goals of the organization.

 Managers distribute responsibility and

authority to job holders in this function of
management
Leadership

 House defines "leadership"

organizationally and narrowly as "the
ability of an individual to influence,
motivate, and enable others to
contribute toward the effectiveness
and success of the organizations of
which they are members" (House, R. J.
2004: page 15).
 Personal strategies that one can use to
guard against the unrealistic expectations
associated with belief in leaders include:
 maintaining a questioning and
skeptical attitude
 bolstering confidence in one's
own decision-making abilities
Coordination
 Coordination or Co-ordination is the regulation
of diverse elements into an integrated and
harmonious operation.
 Coordination means integrating or linking
together different parts of an organization
to accomplish a collective set of tasks.

 Examples might include eye-hand

coordination in racket sports, or coordination
between those stocking products and those
selling it in the retail business
 Another concise and clear general
definition is from (Malone and Crowston,
1991): "Coordination is the act of
managing interdependencies between
activities."
Organization

 An organization or organisation is a
formal group of people with one or
more shared goals. The word itself is
derived from the Greek word organon
meaning tool.
Control

 Regardless of the negative connotation

of the word "control", it must exist or
there is no organization at all.
What is Construction
Management?

 Construction management is a
professional field that focuses on
each part of the construction process
of any built environment.
 Construction management typically
encompasses commercial building
sites or multi-unit residential sites, but
not usually single-family residential
building sites.
 Construction management of the site
may be maintained by a general
contractor or a separate entity, and the
construction management personnel
or firm answers to the developer and
is responsible for overseeing every
aspect of the project from start to
finish.
 During a typical project, construction
management personnel are responsible
for overseeing each phase of
construction and resolving any
discrepancies in original blueprint
design and actual implementation.
 Construction management personnel are
also accountable for the cost of a
project and must control material and
labor cost. They may work with one or
more project managers, architects, and
site-specific superintendents, often in
both an office and hardhat environment
simultaneously.
 In addition to overseeing the physical
construction phases of a project,
construction management must also be
familiar with design and construction
laws and serve as a point of contact
for all issues.
 Equally important is delivering each
phase of a project within a given
time frame and budget, right
down to the completed building or
buildings.
 Construction management firms vary in
size, and some provide their services
exclusively to smaller general
contractors. Large construction
companies generally hire their
own construction management
personnel.
Stephen R. Covey.
 The Seven Habits of Highly Effective People, first
published in 1989, is a self-help book written by
Stephen R. Covey. It has sold over 15 million copies in
thirty-eight languages since first publication, this was
marked by the release of a 15th anniversary edition in
2004.
 The book lists seven principles that, if established as
habits, are supposed to help a person achieve true
interdependent "effectiveness".
 Covey believes this is achieved by aligning oneself to
what he calls "true north"; principles of a character
ethic that, unlike values, he believes to be universal
and timeless
 A chapter is dedicated to each of the
habits, which are represented by the
following imperatives:
 Be Proactive. Here, Covey recommends
an attitude of initiative-taking and
compares this to the less effective, but
more common "reactive" stance.
 Begin with the End in Mind. This chapter is
about setting long-term goals based on "true-
north principles". Covey recommends to
formulate a "personal mission statement" to
document one's perception of one's own
purpose in life. He sees visualization as an
important tool to develop this. He also deals
with organizational mission statements, which
he claims to be more effective if developed and
supported by all members of an organization,
rather than being prescribed.
 Put First Things First. Here, Covey describes
a framework for prioritizing work that is aimed
at long-term goals, at the expense of tasks that
appear to be urgent, but are in fact less
important. Delegation is presented as an
important part of time management. Successful
delegation, according to Covey, focuses on
results and benchmarks that are to be agreed
in advance, rather than on prescribing detailed
work plans.
 Think Win/Win describes an attitude
whereby mutually beneficial solutions are
sought, that satisfy the needs of oneself
as well as others, or, in the case of a
conflict, both parties involved.
 Seek First to Understand, Then to be
Understood. Covey warns that giving out
advice before having empathetically
understood a person and their situation will
likely result in that advice being rejected.
Thoroughly listening to another person's
concerns instead of reading out your own
autobiography is purported to increase the
chance of establishing a working
communication.
 Synergize describes a way of working in
teams. It is purported that, when this is
pursued as a habit, the result of the
teamwork will exceed the sum of what
each of the members could have
achieved on their own. “The whole is
greater than the sum of its parts.”
 Sharpen the saw focuses on balanced
self-renewal. Regaining what Covey calls
"productive capacity" by engaging in
carefully selected recreational activities
Thank you