ASSIGNMENT

Your company has bagged a lucrative contract to construct a housing colony for an Industrial Group to be located in Western Maharashtra in a coastal belt. You as a Project Manager have been asked by the company to evolve Organization Structure with following conditions.i. Organization should be as lean and thin as possible with bare minimum of personnel on company roll upto Junior Engineer level.

ii. All supervisors to down below will be temporary for project duration only to be recruited locally from 10 km radius.

Suggest and discuss an organization structure denoting responsibility, authority, communication control for all facets of construction work and management functions as visualized by you.

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

Before starting the assignment we need to understand some basic term and their functions of Organisation mgmt. such as Business Enterprise, Enterpreneurship, Management and Organisation etc because these terms are very important role in Organisation Mgmt.

WHAT IS ENTERPRISE?The business enterprise is a work organization especially created to produce goods and services for the community. It produces goods for the market and consumers that yield profits for the owners or dividends for share holders. It generates services for employees in terms of jobs, careers, income, perks and welfare. The enterprise provides a frame work for control and co-ordination of diverse skills necessary for the achievement of the common goal. WHY PEOPLE JOIN AN ENTERPRISE

People join an Enterprise because they know that by co operation with one another they can achieve for themselves more than what is otherwise possible through individual efforts. Investor hope to earn higher dividend rate from their portfolios. Enterpreneurs seek higher rewards and satisfaction through enterprise.Managers draw professional recognition and look forward to career development opportunities from the companies they work for.FOUR BASIC FEATURE OF BUSINESS ENTERPRISE1) A statement of aims and objectives, the purpose for which the enterprise has been created. This may be stated in the form of Memoranda of the Articles of Association in the case of limited companies, trusts etc. or partnership deed of a firm.

2) An enterprise has a culture of its own which may be influenced by personal philosophy and values of promoters and owners, social environment and societal ethos expressed through methods and procedures of work and conveyed through business policy and communication system.

3) Every enterprise has a decision making and implementation machinery to translate policies into actions.

4) There is a mechanism of socialization of new members structured into recruitment, selection and training program which gives the new comers the required behavior pattern.

FORMS OF BUSINESS ENTERPRISE

1. PROPRIETORY AND PARTNERSHIP FIRMS:

An individual or a group of person can float a proprietory firm with single ownership or in partnership. In either event the liability of the owner is unlimited and in case of loss the recoveries can be made from any of the partner irrespective of his/her share holding ratio.But limited liability is a great risk. The financial institutions hesitate ordinarily to entertain requeste for assistance from such firms.2. COMPANIES:

These are joint stock companies where the capital base is created through sales of shares. In the case of private ltd. Companies, the total number of share holders cannot be more than 50, share are not quoted on stock exchange and liquidity of shares is restricted. Public limited companies offer their shares to large public and the shares are widely distributed amongst holders. Shares can be quoted on stock exchange and they are liquid assets. Companies may be public limited but may be held tightly or lightly by a family.

Financial Institutions like LIC, ICICI, IDBI, State financial corporations, banks etc. lend large sum of money to the companies and may also hold share in them. In fact it is hard to find a private sector company where financial institutions do not play a significant role through supply and control of funds.3. MULTINATIONAL CORPORATIONS:

Multinational Corporations have their head quarters in one country but their operations in many countries. In its early stages, international business was conducted with an ethnocentric outlook, that is, the orientation of the foreign operation was based on that of the parent company.

It is assumed that nationals have the best understanding of the local environment. Regioncentric orientation favors the staffing of foreign operation on a regional basis. The modern Multinationals corporations has a geocentric orientation. This means that the total organization is viewed as an interdependent system operating in many countries.ADVANTAGE OF MULINATIONAL CORPORATION

Multinational corporations have several advantage over firms that have a domestic orientation. Obviously the MNC can take advantage of business opportunities in many different countries. It can also raise money for its operation throughout the world. Moreover Multinational firms benefits by being able to establish production facilities in countries where their products can be produced most effectively and efficiently.

The advantage of Multinationals operations must be weighed against the challenges and risks associated with operation in foreign environment. Finally multinationals must maintain good relations with the host country, a task that may prove difficult because government frequently change and corporations must deal with and adapt to these change.It is important to note that the goal of an enterprise is to attain the optimum efficiency and effectiveness. An enterprise is a social instrument for the creation of wealth for the nation. ENTERPRISE PROFILE

The enterprise profile is usually the starting point for determining where the company is and where it should go. Thus, top managers determine the basic purpose of the enterprise and clarify the firms geographic orientation, such as whether it operate in selected regions or even in different countries. In addition, managers assess the firms competitive situation.

ORIENTATION OF TOP MANAGERSThe enterprise profile is shaped by people, especially top managers, and their orientation is important for formulating the strategy. They set organizational climate, and they determine the direction of the firm. Consequently, their values, their preference, and their attitudes toward risks have to be carefully examined because they have an impact on the strategy.STRATEGIES AND IMPLEMENTATION OF STRATEGIES

It is one thing to develop clear and meaningful strategies. It is another matter, and one of very great practical importance, to implement strategies effectively. If strategic planning is to be successful, certain steps must be taken to implement it.1. Communicating strategies to all key decision-making managers.

It does little good to formulate meaningful strategies unless they are communicated to all those managers who are in position to make decisions on programs and plans designed to implement them. Nothing has been communicated unless it is clear to the receiver. Strategies may be clear to the executive committee members and the chief executive who participated in developing them. However, strategies should be communicated in writing, and top executives and their subordinates must make sure that everyone involved in implementing strategies understands them.

2. Developing and communicating planning premisesManagers develop premises critical to plans and decisions, explain them to all those in the decision making chain, and give instructions to develop programs and make decision in line with them. If premises do not include key assumptions about the environment in which plans will operate, decisions are likely to be based on personal assumptions and predilections. This will certainly lead to a collection of uncoordinated plans.

3. Ensuring that action plans contribute to and reflect major objectives and strategies.Action plans are tactical or operational programs and decisions, major or minor, which take place in the various parts of an organization. If they do not reflect desired objectives and strategies, the result will be vague hopes or useless intentions. If care is not taken in this area, strategic planning is not likely to have bottom-line impact, that is affect ion the profits. There are various ways of making sure that action plans contribute to major goals. If manager understands strategies, all managers can certainly review the recommendations of staff and line subordinates to see that they contribute and are consistent, it is a good idea for major designs to be reviewed by an appropriate small committee, such as one including a managers superior and a staff specialist. Budget should also be reviewed with objectives and strategies in mind.4. Reviewing strategies regularlyEven carefully developed strategies may cease to be suitable if conditions change. Therefore, they should be reviewed from time to time. Financial performance alone is an insufficient indicator of company success; it requires scanning of external environment for new opportunities and threats and revaluating internal strengths and weaknesses. The competitive situation may be changed by new forces requiring regular review of strategies.

5. Developing contingencies strategies and programsIf considerable change in competitive factors or other elements in the environment occur, strategies for such contingencies should be formulated. Even if there is considerable uncertainty and events may occur that make a given set of objectives, strategies, or programs obsolete, a manager has no choice but to proceed on the most credible set of premises he/she can come up with that given time frame. Contingency plans can provide a degree of preparation.6. Making the organization structure fit planning needsThe organization structure, with its system of delegations, should be designed to help managers accomplish goals and make decisions necessary to put plans into effect. If possible, one person should be responsible for the accomplishment of each goal and for implementation of strategies to achieve this goal. The responsibility of the various positions in the matrix organization should be clearly defined.

7. Continuing to emphasize planning and implementing strategyEven if an organization has a workable system of objectives and strategies and their implementation, the system can easily fail unless responsible managers continue to steer the nature and importance of these elements. The process may seem tedious and unnecessarily repetitious, but it is the best way to make sure that members of an organization learn about them. Teaching does not necessarily mean conducting seminars; rather, much of teaching can take place in day-to-day interaction between superiors and subordinates.

8. Creating a company climate that forces planningPeople tend to allow problems and crises of today to interfere with effective planning for tomorrow. The only way to ensure that planning will be done is to develop strategies carefully and to take pains to implement them.

WHAT IS MANAGEMENT AND REQUIREMENT OF MGMT.:One of the most important human activities is managing. Ever since people began forming groups to accomplish aims they could not achieve as individuals, managing has been essential to ensure the co-ordination of individual efforts. As society has come to rely increasingly on group effort, and as many organized groups have become large, the task of managers has been rising in importance.

Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims. This basic definition needs to be expanded:

i) As managers, people carry out the managerial functions of planning, organizing, staffing, leading, and controlling.

ii) Management applies to any kind of organization

iii) It applies to managers at all organizational levels

iv) The aim of all managers is the same: to create a surplus.

v) Managing is a concern with productivity: this implies effectiveness and efficiencyManagement is the process of utilizing physical and human resources to accomplish designed objectives. Management is the process of designing and maintaining an environment in which individual working together in groups, efficiently accomplish selected goals.

Management involves the organization, direction communication, co ordination, and evaluation of people to achieve these goals.Management is motivating, persuading and influencing others providing leadership, promoting team work, exercising and delegating authority and making decision.

Before any attempts to implement a project, the planners and Implementers should set up goals and objectives.

A goal defines broadly, what is expected out of a project. A goal emerges from the problem that needs to be addressed and signals the final destination of a project.

Objectives are finite (limited) sub-sets of a goal and should be specific, in order to be achievable.

The objectives should be :

Specific : clear about what, where, when, and how the situation will be changed;

Measurable : able to quantify the targets and benefits;

Achievable : able to attain the objectives;

Realistic : able to obtain the level of change reflected in the objective; and

Time bound : stating the time period in which they will each be accomplished.

To achieve the objectives of a project, it is essential to assess the resources required /

available. The planners and implementers should also identify the constraints they may face in executing the project and how they can overcome them. The goals and objectives provide the basis for monitoring and evaluating a project. They are the yardsticks upon which project success or failure is measured.Activities at Mobilization Stage

Deployment of Plant & Machinery, Staff, Labour, Material, Money for initial set-up and construction of Site Infrastructure as per schedule, agreed during Tender.

Arrangement & submission of Performance guarantee, Bank guarantee for

mobilization & machinery advance, Labour license and Workmen Compensation and other relevant Insurance policies (like CAR policy).

Initial arrangement of Staff & Labour Accommodation and their Transportation, Telecommunication facilities and Bank account.

Activities at Construction Stage

The project activities are not individualistic, onetime events; they do overlap at varying

levels throughout the project.

Study :

Nature of the Project,

Scope of work in BOQ,

Commercial Conditions,

Technical Specifications,

Site Investigation Report.

Quantity Estimation from Drawings and BOQ.

Preparation of :

Construction Schedule,

Site Infrastructure Plan,

Estimation & Scheduling of Manpower,

Estimation & Scheduling of Materials,

Estimation & Scheduling of Equipments,

Cost Estimation and Cash Flow,

Quality Assurance & Control Plan

Safety, Health and Environmental Plan,

Work Procedures.

Carry out :

Preliminary Site Survey (like establishing Bench Mark),

Site Clearance,

Soil Investigation (if required),

Mix Designs.

Proceed with construction.

Check Design Aspects

Whether Soil Investigation carried-out by Customer.

If yes, study the Bore Log data and if not, conduct the soil investigation, where required.

Check the soil condition.

Whether foundation is designed according to sites soil condition or other suitable / economical options can be worked-out.

Whether slope protection is required during open excavation.

Whether sub-soil de-watering arrangements are required.

If boulders are available, can it be crushed and used as aggregates for concrete works or for boulder pitching / road works. (Check royalty clause also).

Whether Project falls in Seismic Zone.

If yes, in which Zone.

Whether its effects are considered by designer while designing.

Whether any support is required to get the in-house design for Formwork,

Staging, Detailed fabrication drawings, Pre-cast yard, Culvert to approach site

etc.

Check the source of Stone Aggregates, Sand, Construction Water and type of

Cement.

Whether any recognized agency available near-by to check the suitability of

these materials.

Whether initial design mixes can be carried-out near-by by any recognized

agency.

Whether it is possible to carry-out the steel fabrication on site.

If yes, arrange Welder pre-qualification process.

Check the availability of welding equipments.

Check the availability of testing facilities.Resource Based Planning & SchedulingResource based planning and scheduling helps in advance, all activities of the project undertaken. It also helps to plan, in advance, the inputs required for the project, and also, take effective steps to make these inputs available at the required time. It helps in fixing targets for achievement in terms of milestone events, invoicing and contribution.

The resource based scheduling systems consists of following ten schedules :

1) Construction Schedule

2) Quantity Schedule

3) Schedule of Invoicing

4) Schedule of Staff requirement

5) Schedule of Labour requirement

6) Schedule of Material requirement

7) Schedule of Equipments requirement

8) Schedule of Direct Costs

9) Schedule of Overheads (Indirect Costs)

10) Cash Inflow and Outflow

These schedules enable timely mobilization of the required resources and help in identification of bottlenecks in the early stages of project duration. They also act as references for comparison with actual progress, cost of construction and contribution at any time during the course of project construction. Scheduling, Execution and Monitoring

In Construction Schedule, the execution of the project is detailed according to work sequence and thus this form the basis of day to day action plan.

It also forms a major input for other schedules i.e. Schedule of Invoicing,

Manpower Schedule, Material Schedule, Equipment Schedule, Schedule of Direct Cost and Schedule of Indirect Cost.

Hence this is of vital importance.

The procedure to be followed in preparation of Construction Schedule are :

Study the scope of work in detail from tender drawings / most recently

available drawings,

Decide on the sequence of construction including methods to be adopted

and equipment to be used,

A major project is cut down into a number of activities (tasks),

All these activities are arranged in a logical sequence,

It should be prepared, taking into consideration milestone events in each

structure and also inter dependency of activities between structures,

Before an activity may begin, all activities preceding it, must be completed,

Organize activity concurrently (parallel) to make optimal use of resources.

Minimize activity dependencies to avoid delays caused by one activity

waiting for another to complete.

Estimate resources for activities

Identify activity dependencies

Identify activities

Allocate resources to activities

Create Construction Schedule

Inter dependencies arises due to the sequencing of activities, constraints

such as utilization of a common resources or structural orientation when the

product of a preceding activity must be available to the succeeding activity,

It should also take into account commencement dates of all inputs and other

factors affecting these activities,

Prepare Schedule assuming most likely time period for each activity,

Each activity is assigned time and other necessary resources like quantity,

manpower, plant and cost,

Resources should be assigned in all activities and in particular on the critical

path,

On a review, if it is found, that the critical path is too taxing on the

resources, then alternative methods, alternative resources and re-working of

the Schedule may become necessary,

Initially the duration arrived at, as described above may not fit in the desired

time of completion as per contract,

The whole exercise is to be repeated to review and fit in,

The unexpected always happens. Always allow contingency in planning,

Do resource leveling :

o If resource fits with minimum idle time in between the deployment and

does not contain peaks and troughs, then the leveling is already done.

o If it does contain peaks and valleys the, idle times are to be eliminated

first by reviewing the logic in the program so as to ensure continuous

deployment,

o Then reshuffle utilization of the resources to avoid peak requirements

based on the floats in the activities. While utilizing the floats, care is

also to be taken not to make the entire program critical.

The Construction Schedule will form the basis of all monthly / weekly

programmes made at site.

Submit the construction schedule and work procedures to Client for approval.

Proceed for Construction on the basis of approved schedule and work procedure.

Prepare Monthly Construction Schedule for execution purpose.

Monitor construction activities on day-to-day basis and evaluate resource

utilization.

In case of slippage in construction schedule, at any stage :

Identify the cause of failure, scrutinize and analyze the gap,

Update construction schedule, as per project requirement/s for all balance

activities,

Plan mobilization of additional resources, as required.

Go-ahead with revised construction schedule.

Complete the project and hand-over to Client.SCOPE OF WORK

I as a project manager for this particular project would have the following duties and responsibilities in the scope of work of the company to evolve Organization Structure with following conditions.

Organization should be as lean and thin as possible with bare minimum of personnel on company roll upto junior Engineer level. All Supervisors to down below will be temporary for project duration only to be recruited locally from 100km radius.To build a housing colony consists of 10 bungalows for senior executives, 20 Apartments in five buildings, 100 dwellings for white collar workers and 300 dwellings for blue collared workers. Colony will have market and entertainment complex.

The very basic scope of work includes the following:

i) The organization structure.

ii) Communication system which includes the reporting inside and outside the organization.

iii) Authority and litigationiv) Motivation of the all employees at different levels of the organization

v) Training of employees, specially the unskilled labour. The different types of training incorporated.

vi) Recruitment ,application and selection of employees

vii) Monitoring and controlling each facet of the organization structure built up.

CHARACTERISTICS OF CONSTRUCTION INDUSTRY

Below are listed characteristics of the construction industry as it exists today. These characteristics have a meaning to the kind of managerial strategies that could be developed.

i) Construction is large industry of small firms.

ii) Construction industry is client oriented instead of production oriented

iii) Construction industry is primarily contracting. All relationships are contractual and exist during project life only.

iv) Entry into construction industry is easy due to lack of registration/licensing and low initial capital requirement.

v) Construction industry has inter-dependence between many heterogeneous disciplines and professions.

vi) Construction is labor intensive industry(in terms of role of labor)

vii) In construction industry product is first sold and then made.

viii) In construction industry each product made is unique. There is no repetitive work at all.

ix) In construction industry plant and machinery are not fixed. They move from site to site.

x) In construction industry work is seasonal, labor is casual and temporary, sub-contracting is common.

xi) In construction industry production is done at sites under natural/hazardous conditions. Safety is of paramount importance.

xii) In construction industry employment relations are contractual and of short duration and hiring is project based.

xiii) In construction industry unionization is difficult, unions are unstable, and unions are difficult to deal with.

xiv) Participants in construction are contractors, clients, government. They come together around project.

xv) Project-The project is the design and production of construction facility.

The work performed by the organization involves a number of processes and sub processes,

the process model can be applied iteratively, by means of :

Identifying inputs (from the output of the previous stage).

Planning & Scheduling.

Implementation.

Monitoring.

Recording.

Improving.ENTERPRENEURSHIP

Enterprise are developed by people and managed by people. Those who develop and promote companies are entrepreneur and once developed, the enterprises are run by managers.

Is a professional manager who rose to become chairman of the board an entrepreneur? Does a civil servant on appointment as Managing director of public corporation become an entrepreneur? Will an entrepreneur who promoted a company and sat down to run it be called a manager? There are no clear cut answer of these questions. And yet management educators concerned with training and employers who seek to hire suitable managers should distinguish between the two roles.

An Entrepreneur is one who undertakes an economic venture, owns, organize, promotes and manages it and assume the risk of business.

Whether a person is trained or not success in business depends on how well a person is able to find the problems that need to be solved.

An Entrepreneur is supposed to display Operant behavior vis-a vis the respondent behavior displayed by managers who are experts in problem solving and decision making.

ORGANIZATIONThis refers to the structure of authority relationship which results from organization process. For most practicing managers the term organization implies a formalized intentional structure of roles or positions. Organizing is the second management process, next to planning. The organizing process brings together the basic resources of an enterprise in an orderly manner, and arranges people in an acceptable pattern so that they could perform the required activities efficiently and achieve objectives. It is the process that enables people to work together effectively in an enterprise.ORGANIZATION STRUCTURE

Looking at organizing as a process requires that several fundamentals be considered.

1. The structure must reflect objectives and plans, because activities derive from them

2. It also should reflect the authority available to an enterprise management. Authority in a given organization is a socially determined right to exercise discretion: as such, subject to change.

3. The organization structure like any plan must reflect its environment. Just as the premises of a plan may be economic, technological, political, social, or ethical, so may be those of an organization structure. It must be designed to work, to permit contributions by members of a group, and to help people gain objectives efficiently in a changing future. In this sense, a workable organization structure can never be static. There is no single organization structure that works best in all kinds of situations. An effective organization structure depends on situation.4. Since organization is staffed with people, the groupings of activities and the authority relationships of an organization structure must take into account peoples limitations and customs. This is not to say that the structure must be designed around individuals instead around goals and accompanying activities. But an important consideration is the kinds of people who are to staff it.

Model Organizational Structure for Construction IndustryObjective and Path:

To exercise management control the learning path shall primarily be in three stages:

Third Stage: Improvement in Productivity & Revenue Optimum Utilization of resources Control of wasteful expenditures Financial Planning Contracts Management Leadership Skill Administrative ControlFirst Stage:

Experience in Work Process

Creation of Database with monitored data on time motion study,

resource utilization and output cost

Analysis of data and Evaluation

Second Stage:

Planning -

Time - Activity

Resource

Cash flow & Cost budgeting

GAP Analysis between planned targets and actual achievements

recorded through monitoring process

Quality Plan and Quality Assurance, Awareness in ISO 9001 : 2000

Health Safety Environment (HSE)

Documentation & Reporting

ORGANISATION ANALYSIS

Organisation analysis is the technique used very often by management consultant to study the organization, identify its strengths and weakness, locate the areas where changes are needed and to report to the clients.

Periodically companies also report to organization analysis for corporate planning.

The Organisation analysis is done for the following purpose:

1. To know the organization structure

a. Various functions

b. Status of each function and functionary

c. Reporting relationship

d. Authority flow

2. To identify weak points in the organization

3. To locate points that are not updated and update them.

4. To ensure that authority is commensurate with responsibility at each stage.

5. Each person has one boss only. One man receives instructions from one person only and to remove anomaties if any.

6. To see that formal organization is commensurate with informal organization.

7. To help work out job description and process charts.

SITE ORGANISATIONEssentially a project for getting success needs a good responsible team. The team works with a goal of completing the project in time within the specified costs and quality specifications. To achieve the aforesaid goal, the work and responsibilities are divided within the team. The work management will be as per the chart showing the site organization team. The brief role and responsibilities of various personals involved in the project are as follows.

PROJECT MANAGERHe is appointed by the head office to look after the complete project. He is the head of the project team and is responsible for any act at site. He manages the entire construction process and is accountable to the client. He should get all site and head office related information.

If any decision is needed the project manager would be the top most authority to give or arrange the answer of the decision.

PROJECT CO-ORDINATORThe decisions at head office and the problems or demands at site are coordinated by the project coordinator. Project coordinator acts as a link between the project manager and site engineer. He should be very well aware of the work happening at site and the decisions taking place at head office. It would be his duty to provide the project information to project manager.

SITE ENGINEERThe key person and the head of the team working at site, is the Site Engineer. He operates the complete work at site making use of the available resources and managing the workforce. Site Engineer would be responsible for any work happening at site so it would be his duty to check and study the execution of work

ASSISTANT ENGINEERSite engineer needs a proper team composed of engineers, supervisors and skilled and unskilled workforce at site. To share his workload he is accompanied by assistant engineers and junior engineers who provide him all the details of the work asked by him.

FOREMANA foreman is the leader of the workforce.

It would be his responsibility to communicate directly to the workforce. After getting approval of a drawing it would be the duty of the foreman to dictate the workers what to do and to check the work progress. In fact the foreman handles the labors.

COMMUNICATION AND REPORTING SYSTEMAfter forming the team which will execute the construction process, a proper communication and reporting system is formed at site. It would be the duty of all persons included in the team to make the coordination among them and to carefully look after their allotted responsibilities. They will have to make a communication chain providing information of the project to all the other senior or junior persons involved in the work. The communication and reporting system will be done as per the chart attached.

MOBILIZATIONAfter studying the project and forming a team with an effective system of communication, work at site will progress in following manner

.

PHASE I

First of all fencing will be done all around the site. This fencing will be either of permanent nature like brick wall boundary or of temporary nature like wire fencing as per instruction issued by the head office.

After the fencing a name board will be erected at the entrance of the site. The name board will include following details

i) Name of the organization or client

ii) Name of the organization or client

iii) Name of the Project Management Group (Head Office)

iv) Name of the architect

v) Names of the consultants

Structural Engineer

Services consultant (Plumbing and electrical)

Fire Safety etc.

vi) Project Area details

vii) Project cost

PHASE II

Site will be cleared and leveled. All the unwanted materials like bushes, trees, stones, waste particles etc. will be removed from the site. Trenches will be filled and extra sand will be excavated to make the site leveled.

PHASE III

Construction of

i) site office,

ii) camps,

iii) equipment yard,

iv) stacking yard,

v) stores,

vi) services

vii) Security Posts

PHASE IV

Proposed construction work in actual starts at site after demarcation at site.

EFFECTIVE COMMUNICATION

The following points should be borne in mind

1. The object and purpose of the communication must be clearly known

2. The form and medium of the communication should be appropriate

3. The language of communication, both written and verbal should be understandable by the receiver.

4. Information/message/instruction should be complete and unambiguous. It should not be based on any assumptions

5. There should be a proper follow up.

MOTIVATION OF TEMPORARY EMPLOYEES

As a project Manager I must motivate temporarily assigned individuals by appealing to their desires to fulfill the highest two levels. Of course, the motivation process should not be developed by making promises that cannot be met. As a Project Manager I must motivate by providing: A feeling of pride or satisfaction for ones ego

Security of opportunity

Security of approval

Security of advancement, if possible

Security of promotion, if possible

Security of recognition

A means for doing a better job, not a means to keep a job

Understanding professional needs is an important factor in helping people realize their true potential. Such needs include:

Interesting and challenging work.

Professionally stimulating work environment.

Professional growth.

Overall leadership (ability to lead)

Tangible rewards

Technical expertise (with in the team)

Management assistance in problem solving

Clearly defined objectives

Proper management control

Job security

Senior management support

Good interpersonal relations

Proper planning

Clear role definition

Open communications

A minimum of changes

Motivating employees so that they feel secure on the job is not easy, especially since a project has a finite lifetime. Specific methods for producing security in a project environment include:

Letting the people know why they are where they are.

Making the individuals feel that they belong where they are.

Placing individuals in positions for which they are properly trained.

Letting the employees know how their efforts fit into the big picture.

Since project manager cannot motivate by promising material gains, then I must appeal to each persons pride. The guidelines for proper motivation are:

Adopt a positive attitude.

Do not criticize management.

Do not make promises that cannot be kept.

Circulate customer reports.

Give each person the attention he requires.

There are several ways of motivating project personnel. Some effective ways include:

Giving assignments that provide challenges.

Clearly defining performance expectations.

Giving proper criticism as well as credit.

Giving honest appraisals

Providing a good working atmosphere.

Developing a team attitude

Providing a proper direction

The Motivator- Hygiene Approach to Motivation

Closely related to Maslows theory, Frederick Herzbergs research purports to find a two factor explanation of motivation. All needs have been classified into two groups. In one group are things such as company policy and administration, supervision, working conditions, interpersonal relations, salary, status, job security and personal life. These were found by Herzberg to be only dissatisfies and not motivators. Further if they exist in a work environment in high quantity and quality, they do not motivate or give satisfaction; their lack or absence would however cause dissatisfaction.

In the second group, Herzberg listed satisfiers or motivators. All relate to job content. These include the factors of achievement, recognition, challenging work, advancement and growth in the job. Their existence will yield feelings of satisfaction or no satisfaction.

The first group of factors Herzberg called maintenance or hygiene factors. Their present will not motivate people in an organization; yet they must be presence or dissatisfaction will arise. Herzberg has also made clear that motivation will not be very effective if hygiene factors are missing. The second group or the job content factors are the real motivators because they have the potential of yielding a sense of satisfaction. This theory implies that managers, to motivate others must give considerable attention to upgrading job content.

Herzbergs two factor theory cast a new light on the content of work motivation. Up to this point, management had generally concentrated on the hygiene factors. When faced with a morale problem, the typical solution was higher pay, more fringe benefits and better working conditions. However, as has been pointed out, this simplistic solution did not really work. Management are often perplexed because they are paying high wages and salaries, have an excellent fringe benefit package and provide great working conditions, but their employees are still not motivated. Herzbergs theory offers an explanation for this problem. By concentrating only on the hygiene factors, management is not motivating their personnel. Job enrichment was thus a direct outgrowth of Herzbergs work.

There are probably very few workers or managers who do not feel that they deserved the raise they received. On the other hand, there are many dissatisfied workers and managers who feel they did not get a large-enough rise. This simple observation points out that the hygiene factors seem to be important in preventing dissatisfaction but do not lead to satisfaction. Herzberg would be the first to say that the hygiene factors are absolutely necessary to maintain the human resources of an organization, dangling any more in front of employees will not motivate them. According to Herzbergs theory, only a challenging job which has the opportunities for achievement, recognition, responsibility, advancement and growth will motivate personnel.

The Relationship of the Maslow and Herzberg theories of Motivation

While Maslow helped in identifying needs or motives, Herzberg provided insights into the goals and incentives that tend to satisfy these needs.

MASLOW

HERZBERG

Thus, in a motivating situation, if the project manager knows what are the high strength needs (Maslow) of the individuals he wants to influence, then he should be able to determine what goals (Herzberg) he could provide in the environment to motivate those individuals. At the same time, if the project manager knows what goals these persons want to satisfy, he can predict what their high strength needs are. That is possible because it has been found that money and benefits interpersonal relations and supervision are example of hygiene factors that tend to satisfy needs at the esteem and self-actualization levels.

TYPES OF TRAINING

RECRUITMENT/APPLICATION/SELECTION

Training is an inseparable part of staffing. There are three types of training namely Induction training, Job training and refresher training.

Training is work oriented and is aimed at imparting specific skills for doing a particular job. It is continuous process.

Through a medium of certain test candidates are selected for the particular recruitment, these tests are namely:

1. Trade test or performance test particularly for jobs where certain skills and knowledge is expected.2. Group discussions to judge candidates ability to work in a group, his response to suggestions or views from other, self confidence etc.

3. Medical examination to ensure physical fitness.

4. Intelligence tests to judge the candidates mental alertness, reasoning ability and general level of intelligence.

AUTHORITY & LEADERSHIPAuthority is the legitimate right to direct and influence the performance of others. When we speak of authority in managerial settings, we usually refer to the power of positions. At the same time it may be noted that other factors such as personality, style of dealing with people, expertise, competence, etc condition the extent to which the authority of a position and the person occupying it is accepted by the subordinates.

A person may be having authority but his subordinates are not willing to accept it or support him / her. Leadership comes into the picture. Persons in authority should also have corresponding leadership qualities which motivate and enthuse subordinates to accept them in that role.

Motives

(Needs)

BEHAVIOR

Goal

(Incentive)

Page 32 of 32