ConstructionManagement, commonly described as Construction Project Management(CPM) is the general process of design, control, and organization, ofa project from the start to the conclusion. CPM has the objective ofaccomplishing a client’s prerequisite in order to create afinancially and functionally feasible project. A construction manageris allocated the same responsibilities and performs the same processin each part. The management of building projects needs knowledge ofcontemporary management and a comprehension of the model andconstruction process. Projects in the construction industry have aprecise set of aims and constraints like the strict timeline for theconclusion. As much as the institutional process, management, ortechnology differ, the management of these kinds of projects has morecommon characteristics with the control of the same types of schemesin other technology or specialty domains like aerospace, energydevelopment, and aerospace (Nunnally & Nunnally 2004, p. 325).
. In construction there are several methods of management these are:
Thistechnique of management involves a manager who is allowed the libertyto make the decision unilaterally in disregard of the subordinates.Consequently, these resolutions will replicate the ideas andcharacter of the manager, which might project an image of awell-managed, confident organization or business. Meanwhile, strongand competent junior employees may be annoyed due to the boundariesof decision-making liberties. As a result, the project will receiveinsufficient initiative and ideas from those "on the ground",and turnover among the highly productive juniors will be higher.There exist two kinds of autocratic type of leaders:
Directive autocrat—makes decisions without consulting his/her junior as well as supervise subordinates
Permissive autocrat—makes decisions personally, but allows the subordinates to carry out their work
Thisform of management is common in situations involving crisismanagement where the moment of discussion is not available whichprompts the line managers to give commands only. The subordinatestaff should adhere to them without delay. For instance, this is thestyle of leadership seen the disciplined forces like the military andthe police. It major advantage is that of smooth decision-makingprocess since it is done unilaterally (Nunnally & Nunnally 2004,p. 325).
Thismethod involves regular meet up with subordinates to agree onimportant decisions affecting both them and the business. In thiscase, the communication is always downward, but feedback to tophierarchy is encouraged to maintain or boost employee morale. Thismethod is particularly successful where there is a strong, loyalrelationship between the manager and the employee. In return, thisleads to lower labour in-and-out movement. In addition, it puts itsfocus on promoting social needs. On the flip side, this style mightlead to low productivity in case of a staff demotivation. It alsoencourages dependents of the leader leading to lack of growth(Nunnally & Nunnally 2004, p. 325).
Thisstyle of managing to shares some features with that of an autocraticmanager. The most significant element of an influential manager isthat they preserve influence over the whole decision –makingprocess. The key dissimilarity between the two methods is that, apersuasive leader will spend more time to work with their juniorstaff in the effort to convince them of the importance of thejudgment that has been affected. One merit of this style is that thedrivers are more aware of their employee. However, it is incorrect toassert that the persuasive style management is more inclusive to theemployees. Nevertheless, it would not be appropriate to assert thatthis style of management is more inclusive of employees. Inconclusion, this style does not encourage delegation of duties to thelower ranked subordinates in the hierarchy. In addition, it maypromote bad blood between employees and their leaders. Moreover, thesystem discourages employee participation leading to lack of moraleat work (Nunnally & Nunnally 2004, p. 325).
Inthis technique, the manager enables the staff to contribute theirideas. As a result, everything agreed upon by the majority sidevouching for a particular view. This method is critical when it comesto making highly complex decisions. Its primary disadvantage is that,the need for consensus lead to taking “the most appropriate”decision for the organization unless it is managed effectively. Other important styles are as listed below:
MBWA (Management by Walking Around)
Eachmethod listed above has its advantage and disadvantage and may beadopted based on the circumstance available.
Inthe construction industry, there are various stakeholders whose inputduring the building process is vital. However, we will only discussthree of them, namely: the client, architect, and the site manager.
Theclient has one of the major roles to play in a construction. Apartfrom the responsibility of availing the needed capital, clients havethe central functions of setting criteria, and control how it isimplemented devoid of risks to the long-time health and safety of theon-site employees. By doing this, you will bring the gains of awell-run project as well as meet the guidelines of CDM 2007. Theseare regulations that guide the various relationships that a clientshould follow to maintain their relationship with the contractor,designers, and product suppliers for the ultimate well-being of theemployee on-site. If one fails to follow this stringent directive,he/she may attract a hefty fine. However, on the most important rolesof the client is to make sure that all official Health and Safetymeasures are adopted and implemented by the project manager(Kagioglou, Cooper & Aouad 2001, pp. 85-95).
Inthe construction period, the designer is given the responsibility ofensuring that the design of the building measures up to the currentstructural, design, and health standards. He/she comes up with thevirtual impression of the building before construction commences. Oneof the primary functions of an architect is creating ideas thatobserve the Health and Safety policies. For instance, designers arecompelled to include lifts or elevators in any design that is morethan four storeys going up. The architect also develops a plan ofhandling various processes like waste management and evacuation plans(Kagioglou, Cooper & Aouad 2001, pp. 85-95).
Thesite manager is allocated the role of scheduling, organizing, andimplementing all the requirements coming from the client, thearchitect. In fact, he/she ensure that the all the informationincluded in the architectural impression the architect are followedto the end. In addition, he/she makes sure that all the Health andSafety conditions of the employees and nearby people is observed toavoid accidents. The site manager has the full responsibility to makecertain that employee`s welfare is perceived. In other words, sitecontractors ensure that work continues without stopping no matter thereason. He/she decides the portion of work to be handled on a dailybasis (Kagioglou, Cooper & Aouad 2001, pp. 85-95).
Thehealth and Safety Guideline
Conclusively,these laws are meant to protect people in the construction process. These guidelines cover every aspect of the construction procedure.They emphasize to people the importance of them adhering to thesafety measures put in place by the authorities. The rules areregularly updated so as to be at par with the changes in technology,practice, and the ever increasing skill level.
Kagioglou,M, Cooper, R & Aouad, G 2001, Performance management inconstruction: a conceptual framework. Constructionmanagement and economics, 19(1),85-95.
Nunnally,SW & Nunnally, SW 2004, Constructionmethods and management (p.325). Pearson Prentice Hall.