Introduction to construction methods and constraints within which it may be

project management delivered

 Scope management
History and basic concepts
- The process of developing the
When did construction begin? description of the project and its
deliverables.
Construction and the ability to build things is - Purpose
one of the most ancient of human skills. As - To ensure that all the work
society became more organized, the ability to specified, and later done, is related
build things became a hallmark of the to the project objectives.
sophistication of ancient civilizations. The - Also important to establish clearly
wonders of the ancient world reflect an what is excluded from the project
astounding ability to build not only structures scope.
for shelter but also monuments of gigantic  Requirements management
scale. - The process of capturing, assessing
Example: parthenon and justifying stakeholders’ wants
and needs
The construction process - Requirements become the principal
• project development and contract project deliverables
procedures - Purpose
- It helps to define the project scope,
- The major steps in the construction allowing the project team to
contracting process include bid understand the exact deliverables of
solicitation, bid preparation, bid the project and how the work will be
submission, contract award, and structured to meet the requirements
contract administration. and deliver the scope.
 Stakeholder management
• for major projects, steps in the project
- Stakeholders: organizations or
development process include:
people who have an interest or role
- Recognizing the need for the project. in the project, or are impacted by it
- Determining the technical and financial - Stakeholder management: the
feasibility of the project. formal management of
- Preparing detailed plans, specifications, stakeholders’ interests, including the
and cost estimates for the project. management of the relationships
- Obtaining approval from regulatory and monitoring the delivery of
agencies. This involves ascertaining commitments made to the
compliance with zoning regulations, stakeholders
building codes, and environmental and  Record keeping
other regulations. - Records are the physical and digital
data that are required to accurately
I. Definition document the life of the project
 Business case - Record keeping is a formal and
- The justification for undertaking a disciplined process for capturing this
project, in terms of evaluating the information
benefit, cost and risk of alternative - Purpose
options and rationale for the - To provide, and preserve, a
preferred solution. comprehensive history of what
- Purpose happened, when and where
- To make the case for a particular - In the context of planning, it is the
project to proceed, and to define basis of updating the schedule, of
and validate, in broad terms, the forensic planning, and provides
 information that will be useful in variety of skills. A high level of
planning future projects (productivity competency is needed in a broad
data) range of qualitative and quantitative
subjects
Construction technology and construction
management
 The project players
 Construction technology  Primary players
- Relates to the methods or - The three principal players in any
techniques used to place the construction project are the owner,
physical materials and elements of the designers (architects and
construction at the job site. engineers), and the contractor.
- The word technology can be broken Although these three parties are
into two sub-words—techno and always involved in a project, the
logic. alignment and contractual
- What construction technique or relationships among them will vary
method should be selected? depending upon the project delivery
- The types of methods for placing system utilized to deliver the project.
construction are diverse. New o Owner
methods are continuously being - The driving force behind the
perfected and a construction construction industry
manager must weigh the - After determining need and deciding
advantages and disadvantages of a to build, the owner is accountable
given method or technique for four primary duties:
 Construction management - Developing the program and
- How the resources available to the outlining the needs and
manager can be best applied. requirements of the end users
- When speaking of resources for - Determining the quantity, extent,
construction, we think of the four and character of the project by
m’s of construction: manpower, defining the scope of work
machines, materials, money - Creating the overall budget for the
project, including land acquisition (if
 Construction management is necessary), development, design,
resource driven and construction costs
- The job of a construction manager - Providing the funding for the project
is to efficiently and economically and making periodic payments to
apply the required resources to the designers and the contractor
realize a constructed facility of o Design professionals
acceptable quality within the time - Architects and engineers are the
frame and budgeted cost specified. two types of professional designers
The construction manager is are engaged in the construction
provided with resources such as process, and each deals with
labor, equipment, and materials and different parts of the project design.
is expected to build a facility that They typically work together to
meets the specifications and is complete the design
consistent with the drawings function with one or the other taking
provided for the the lead, depending on the type of
project. facility being constructed
- Construction manager o Construction professionals
- The manager must be clever and - According to the american institute
innovative in the utilization of of constructors, the term constructor
resources available. This requires a is generally used to define the
 professional responsible for all necessary to accomplish the
construction activities whether they project’s objectives.
work as a general contractor, a - The activity of determining how raw
construction manager, or a materials and other resources are
specialty contractor. delivered into a desired outcome.
- Self-performed work: construction - It is also the process that will deliver
work that is performed with the a competitive edge to organizations
general contractor’s own forces or competing to win contracts to
labor. This is work that is not deliver work.
subcontracted. - Purpose
 Secondary players - It determines how, when and which
- These secondary players, or what project deliverables must be
we call layers of influence, are achieved in order to deliver the
beyond the immediate control of any products (or actions) needed for the
of the primary players. project’s success.
o First level players - Including organizational /
- This level of influence management approaches and
includes subcontractors, material processes
suppliers, and equipment vendors. - Management approach information
This layer directly influences the recorded in project management
outcome of a job in a serious way. plan (pmp)
o Second level players • timings for identified activities
- This level of influence includes recorded in project schedule,
insurance companies, utility included in pmp/pep.
companies, bonding companies, Art rather than science
building code officials, zoning, labor
unions, and manufacturers. - Team activity
Although this level has no - Outputs:
contractual connection or obligation - Overall strategy
to any of the three primary parties, - Overall methodology
they hold great - Breakdown structures
influence over your project. - Key dependencies
o Third level players - Contributions to risk (including
- This layer of influence includes the opportunities) register and issues
courts and attorneys, local log
government, state and federal - Interfaces
government, trade associations,
Benefits of planning
education and training, bankers,
and others. Like the second level - Identify and document the right
mentioned previously, these parties activities and products to achieve
do not have a direct link to the the outputs.
primary players but do influence - Determines what activities and
construction projects on a regular products need to be carried out,
basis. when, to what standard and using
which resources, including
monetary funds.
II. Planning - Central to the control of the project
 Introduction to planning and early identification of where the
Planning project might be starting to fail.
- The process of identifying the - Integral part of problem solving at all
methods, resources and activities stages of the project.
- With good planning, it is possible to - Best commercial solution based on
predict whether the project remains earliest completion;
on target to deliver its outputs within - Most economical solution based on
the time, cost or performance avail ability of funds;
constraints. - The rate at which funds can be
- Above all, planning is about committed (sometimes referred to
communicating the sequence, as ‘cashflow’);
method and time required to - Availability of resources (labour and
complete the project deliverables material);
- The rate at which the project can be
Successful planning mobilised;
- Key considerations: - External factors such as a
- Effective leadership relationship with other projects.
- Considers inputs of team and other Allowing for risk
stakeholders
- Uses contributions of the right - The future is unwritten, that is to
people say uncertain. It is necessary to
- Adopt structured approaches allow for the unknown when
- Allow adequate time planning for the future. Depending
- Understand scope and all on the stage of the project, it is
commitments advisable to allow a 10%– 20 %
- Identify all dependencies and time contingency.
interfaces
- Define, document and take into  Breakdown structures
account all assumptions - Break the project into smaller
- Make use of adequate scheduling elements to facilitate delegation of
resources responsibility
- Including adequate project control
systems Level 1:
- Ensure scheduling disciplines are - Based on the ultimate project output
applied by schedulers (wbs), top of an organization
- Use the right tools to define, structure (obs), highest project level
describe and communicate the plan cost control package (cbs), highest
- Take into account all factors level product (pbs) etc.
surrounding the project
- Including logistics planning, Level 2:
stakeholder management and the - Break out the structure into more
availability of suitably trained manageable levels to make the
resources planning process easier
- Understand and address all project
risks Level 3 and beyond:
- Include identified risk mitigations in
- Break out the structure until the
the schedule
project team can define tasks and
Planning strategies logical dependencies
- These deliver the lowest level of a
- As part of the business strategy, it structure (node)
will need to be decided how best to - At this point there is no need to
deliver the project. Some of the break out the structure any further
factors that may influence an
adopted strategy would be: Product breakdown structure (pbs)
- A pbs should be developed at the where there is a complex division of
start of a project, once the required responsibilities.
scope or requirements have been - The step-bystep approach to
agreed. The pbs provides a break- constructing a ram
down of all the necessary products - Define your deliverables.
(outputs) of a project. A product is - Identify the people involved.
an output which meets the scope or - Create the responsibility
requirement, sometimes referred to - Assignment matrix.
as (a) deliverable(s) - Assign other roles.
- Communicate.
Work breakdown structure (wbs)
Raci matrix
- A wbs divides the scope of the work
into definable work packages. A - A raci diagram or matrix is an
wbs is developed initially at the instance of a ram that provides a
start of the project and is reviewed clear and concise summary of tasks
iteratively at the beginning of each or deliverables and the level of
stage (as a minimum) – it is good accountability or contribution
practice to use a wbs when required from named roles or
developing any project schedule. individuals within the project
(designated in ‘raci’ terms).
Wbs dictionary - R responsible (doing the work)
- A tool that helps to define clearly the - A accountable (approves the work)
work content of each wbs node - C consulted (supporting the work)
- Helps to ensure a consistent and - I informed (about progress)
coherent approach to the project
and clearly defines the key
deliverables for each wbs node
- Often called the work package
scope sheet
- Purpose
- Used with the customer to ensure
that the scope of work to be
undertaken is agreed by all Constructing a raci matrix
contracting parties
- Define your tasks or deliverables.
Organisation breakdown structure - Identify the people involved.
(obs) - Create the raci matrix.
- Check for accountability.
- An obs is initially developed at the
- Communicate.
start of the project and is
reviewed iteratively at the beginning Cost breakdown structure (cbs)
of each stage as a minimum.
- This created and structured at a
Responsibility assignment matrix sufficient level of detail to allow
(ram) budgets to be set, and costs to be
collected, recorded, monitored and
- Often drawn as a table that shows
controlled. Thus it must be mirrored
the project obs in relation to the
in the organisations’ accounting
(wbs to ensure that each element
system as well as the project’s
of the scope of work is assigned to
reporting system.
a responsible team or individual. It
is Resource breakdown structure (rbs)
developed at the start of a project,
 - Hierarchical structure groups Interface risk
resources by function, type and
grade required to deliver the scope - Claims for damages.
- Resources may include: - Stakeholder complaints.
- Personnel - defined individually or - Loss of profit.
by discipline - Industrial action.
- Tools - Regulatory infringements.
- Machinery - Reputational damage. The action of
- Materials breaking the terms of a law,
- Equipment agreement, etc.; violation.
- Any resource that incurs a cost
should be included  Cost estimating
- Level of detail sufficient to allow the - The process used to quantify the
work to be scheduled, monitored cost of services, materials and
and controlled resources required to deliver a
project
Summary of breakdown structures - Purpose
- To determine the likely cost of the
 Dependency management project. It may have a number of
- The process of monitoring and uses. For example, to create
controlling the key interfaces on a budgets, draft proposals, tender for
project work or to get approval for research
- Purpose studies. Depending on its purpose,
- On a typical project there are many the scope and detail of the cost
interfaces. estimate will vary
- For the smooth and efficient
management, these need to be Type – 1
carefully and regularly monitored
and controlled Planning
- High-level - The earliest stage in scope
- Within the project development. Estimates are termed
- Scope of interfaces between parties ‘conceptual’ or ‘pre-conceptual’ and
is defined, agreed and if will rely primarily on approximate
appropriate, documented methods. May be termed order of
What is “interface” in construction? magnitude (om) or rough order of
magnitude (rom)
- Interfaces are points of interaction
between two or more aspects of a Preliminary
project: - Estimates should use definitive
- Physical interfaces occur where methods for the next stage of scope
different contractors are engaged definition; however, it is acceptable
on the same project, particularly to use approximate methods for
where their respective works those areas of scope remaining
interact or connect in some way. undefined
- Relationship interfaces occur
between different stakeholders on Definitive
a project, such as; contractors, - The definitive stage is the final
local community groups, stage in scope development.
regulatory bodies, the client, and Definitive estimates are prepared
so on. using definitive (detailed) estimating
What are the possible schedule methods
impacts of interface?
 Type – 2 - Budgets set cost performance
targets for the procurement and
Optioneering delivery of the project. The budget
- Prepared to establish the cost will become the basis for a true
differences between two or more comparison with actual costs
alternative strategies in order to incurred during the life of a project
arrive at ranking of alternatives to What is the difference between
inform an economic decision funds and budget?
Fair price - Funds represent the money
- Used to determine the available for expenditure in the
reasonableness of competitive or accomplishment of the effort, and
sole source bids received in must not be confused with budgets;
connection with a proposed sub funds are spent, not budgets.
contract, and serves as a control in Budget transfers
evaluating cost and pricing data in a
contract negotiation - Budget transfers are made through
a change control process to
Independent cost estimate formalise the movement of scope
- Prepared by external or third parties (budget and sched ule) from one
with the express purpose of part of the project to another, or to
validating, cross-checking or move scope into or out of the
analysing estimates developed by project
project teams - Secondary reason for budget
transfer may be the real location of
Methods budgets in order to correct data
Approximate methods: error

- Pecific analogy estimating  Document management

parametric estimating delphi - Document management is the
technique collection, storage, dissemination
Definitive methods: and archiving of documentation in a
structured manner. It is a
- Detailed estimating fundamental aspect of project
- Activity based cost (abc) estimating delivery, particularly in supporting
- Task analysis (resource-based assurance processes and the
estimating) handover of a project at completion
- Level of effort / business as usual / - Purpose
prelims - Document management ensures
that:
 Budgeting - All relevant parties have all the
- The process of allocating information they require
appropriate budgets to different to complete their responsibilities
parts of the word breakdown - All the information used in the
structure. Budgets are often project is up to date (i.e. Latest
expressed in terms of money, but revised information is in use)
may - Out-of-date information is no longer
equally be described in terms of accessible for implementation
other resources, such as labour, purposes, but . . .
plan or materials - All data is available for record
- Purpose purposes
 - Process step schedules
III. Scheduling - Normally presented in graphical
 Introduction to scheduling format
- Time-based schedules
Scheduling - May include gantt charts, time
- It involves the calculation of chainage charts, line of balance
duration and resources required, graphs, etc
it defines the logic and sequence - Schedule narrative
and the calculation of critical - Explains methodology, timing,
path, float, and start and finish risks and constraints on the
dates of individual activities, and schedule
thus determines the feasibility of The scheduling process
delivering the project within the
desired completion dates and - Strategy and planning
budget - Scheduling
- Purpose - Preparing for monitoring and control
- As a result of creating key outputs:
Once the schedule is
- Helps make decisions about
created….
strategies and methods
- Focuses management attention on - Perform schedule integrity checks to
important issues and activities ensure the robust ness of the
- Considers work calendars schedule.
- Considers time contingency - Issue the baseline with the
- starts at strategic level and is appropriate level of authority and
decomposed into medium and short under formal change control.
term scheduling - Monitor the progress of delivery of
- Defines the sequence of activities to the plan, and control divergences
accomplish project goals from the original plan.
- Quantifies resources required and
cost expected Schedule structure and density
- Defines clearly the scope of work
- Optimise resource use
Scheduling
- Determines project parameters
- Wbs used to build all project
activities
- Calculates dates from activity/task
durations
- Determines resources required
- Defines logical sequence of
activities
- Calculates:
- Critical path
- Overa ll completion date Detail density
- Start and finish dates and float of
activities - Schedules must be produced with
- Determines the feasibility of the target audience in mind
delivering the project to the required - Senior management – low
completion dates density schedules
Principal scheduling components
 - To explain blocks of activity, - The baseline should be maintained
major dependencies and logic as change is approved.
links - Reflect the density of schedule that
- Management decision making – it relates to
medium density plans
- Day to day supervision of works – Summary schedule
high density planning and - Created to explain, in very simple
scheduling terms, the schedule and its
- Schedules with inappropriate level contents.
of detail may become useless - Better created in isolation
- Best presented in non-scheduling
 Types of schedule software – spreadsheets or
presentational tools
Time-based schedules
Working schedule or “forecast
Development / strategic schedule
schedule”
- The highest level of logic driven
- Developed from the tender, or other
schedule
earlier schedule
- Purpose:
- Include all activities relating to the
- Provides an outline of the project
delivery phase
parameters
- Design activities, procurement
- In terms of scope, and time
activities, installation and
- Defines project gateway stages
commissioning tasks
- Including key ‘go / no-go’ points
- Illustrates the approvals required Tracker schedules
- Incorporates key dates over the
project lifecycle - Procurement schedules
- Identifies a high level critical path - Design deliverables tracker
- Shows the key integration events - Other tracker schedules:
and acceptance points - Method statement trackers
- Quality control inspection
Tender schedule (or ‘bid schedule’) trackers
- Consents trackers
- Created by a contractor / supplier or
- Construction or installation
other delivery organisation, when
trackers
tendering or bidding for work
- Assurance documentation
- Can be critical to winning (or losing)
trackers
a bid for work
- Commissioning process
Contract schedule trackers
- Hand over process trackers
- Signed up to in the contract - Progress tracker schedules
- Agreed at the start of a contract /
programme of works  Schedule design
- Probably the most important - Considerations and decisions made
schedule! when setting up structures for the
Baseline schedule (or contract project
schedule) - These considerations must be made
prior to commencing any scheduling
- First working schedule work
- Copied and set as the baseline - Purpose
schedule - Making and writing down the
decisions around these structures
 should help to ensure that time is  Lessons learned
not
wasted revisiting schedules
correcting defects in settings,
structures and other technical
aspects of scheduling
Schedule design elements
- Activity identify numbers (ids)
- Activity descriptions
- Activity types
- Tasks
- Level of effort activities
- Hammocks
- Dummy tasks (schedule visible
tasks)
- Milestones
- Activity steps
- Time units
- Calendars
- Project, activity and resource coding

 Building the schedule

 Communicating the schedule
 Schedule review
 Handover and closeout
What is the difference between
planning and scheduling?
Topic 2:
- Planning and scheduling are closely related
subjects, but they are completely separate Construction project organization
processes; however, the terms are often
1. Organization
used as if they were interchangeable.
- It is a group of individuals who are
Planning has to be done well in order to
cooperating willingly and effectively
define the best solution to deliver the
for a common goal.
project, scheduling needs to be done well to
- It seeks to know who is it to do and
determine the project parameters: how long
what is to be done.
the project will take to complete, for
- It is structured to promote better
example.
management.
- Ideal set-up is the combination of
IV. Monitoring and control
good organization and executive.
 Baseline 1.1 Structural organization
 Performance reporting - it is the formal arrangements
 Cost control established to coordinate all
 Short-term planning activities in order to implement a
 Change management given strategy.
 Risk management
 Forensic analysis
 Record keeping
 location, or by projects of the
organization
- Limited span of control
- The number of subordinates an
executive can manage effectively
- Centralization of authority
and responsibility
- There should be centralized
- Structural elements of an executive control or command
organization authority in order to have
- Men authority and responsibility
- Materials definitely fixed
- Machine
- Methods 1.3 Organization and business
- Money - Business. It is a system through
- Major elements which economic activity was
- Distribution of functions organized by those who seek to
- Vertical and horizontal authority make profit.
relationships - Coordination. This is the attribute
- Communication and decision that integrates all the elements of an
processes organization.
- Policies
- Adapting to change 1.4 Legal forms of organization
- Sole proprietorship. Single person
1.2 Principles of good organization ownerships.
- “a set of rules cannot be laid down - Partnership. An association of two
that would be applicable to or more persons behind themselves
organization of all enterprises.” to contribute money, property or
- Objectives industry to a common fund with the
- The objective serves as the guide intention of dividing the profits
to future planning and action. It among themselves.
integrates policies, projects, and - Corporation. A corporation is an
programs. artificial being created by operation
- Analysis of law having the right of
- There should be a study as to succession and the powers
whether the project could be authorized by law or incident to its
finished at the right time, and at existence.
the right price
- Simplicity 2. Management
- The simplest organization that will - It is a process.
serve to attain the desired - It is a function.
objective is considered the best.
- Functionalism 2.1 Management concept
- The organization should be built - For management to be effective,
around by the main functions it must be systematic.
of the business and not around
the 2.1.1 Scientific management
individuals. - For management to be
- Departmentalization successful, it must be scientific.
- Can be through functions,
products, Management science extend to the
work of frederick w. Taylor,
 who propounded scientific - Office and field operations
management theory with the - Inventory and control
following peculiarities
- Division of labor and Engineers as executives
specialization
- Unity of command and 5 habits in mind
centralization of decision - They know where their time goes.
making - They focus on outward contribution.
- One-way authority - They build on strengths.
- Narrow span of control - They concentrate on few major
Frederick w. Taylor areas that produce
outstanding results.
- Origin of management science - Engineers make effective decisions.
- Engineer
- Father of scientific management Work simplification

Carl g barth - Rank and file employees are

frequently called upon to contribute.
- Research mathematics The term simplification is often used
Henry l. Gantt to designate the cooperative project.
- Recognition of worker
psychology, 2.1.2 Humanistic management
development of bonus plan, and - Management must be
charts used in production humanistic.
scheduling. - It is universally applicable.
Industrial engineering Konosuke matsushita
- It is a descriptive of the work of - Founder of panasonic corporation
funtional staff responsible for in japan
activites such as:
- Incentive standard Management principles
- Method analysis - We have good staff.
- Quality control - Our policies were clear.
- Production control - We upheld an ideal to be striven
- Material handling for.
Obvious strength is its objective, the - Our chosen field of business was
quantitative treatment of management appropriate at the time
problems - We did not allow factions to form
within our company.
- A statement of the problem in a - We regarded the company as a
mathematical form public institution.
- Reliance on measurable - We followed a policy of open
quantities such as costs and management.
income - We worked towards a system of
- Use of computers management by all employees.
- Dedication to rational decision
making 3 management philosophies

Engineering in business capital - Goal

- Ideal
- Organization - Vision
- Financing
5 key points to success in enterprise - The need for close supervisors as
management judged by the skill of the worked
and the difficulty of the
- To have a clear management operations.
philosophy, clear goals, and - The availability of experienced
definite ideal. and trustworthy personnel
- To manage a company with the capable of acting in supervisory
full realization that every capacity.
enterprise is a public enterprise.
- To practice open management.
- To collect the wisdom of the 2.3 management control
many.
- To try your best to acquire an - Control, in a much broader
unflappable and supremely interpretation, is not only to check
adaptable mind to enable you to nor command, but also the whip.
see things as they actually are Not only to regulate, but also to
without clinging to preconceived stimulate.
notions. - The success or failure of any
enterprise depends greatly upon the
Cultivating human resources manager. To have effective control,
he must know by heart the reasons
- People-first business philosophy why his business exists.
- Management by collective
wisdom 2.3.1 the manager
- The company is looked upon as a
lifetime education center for life. - The manager as an executive is
2.2 Management structure the most difficult and with the
- It is impossible for one person to highest degree of responsibility.
control effectively all the works of - A manager must be a good
a large organization through planner and a good organizer. In
personal contact with it. developing his organization, the
- No person possesses the skills manager should stress on getting
necessary to guide personally the the right men for the right job.
highly specialized activities in a The quality of an effective
modern construction business. manager
The line of responsibility works in two - Studies, analyzes and dissects
ways: his job
- From the executive to the - Delegate the administrative
supervisor down to the workers details of his job
under the jurisdiction and - Delegate and share with his
conversely. subordinates the credit of a job
- From the workers to those who well done
are in authority over him. - Trains and develops his men
to prepare them to assume
2.2.1 Personnel management delegated work
- The company organization is - Control and plan his time
dependent upon the special - Institutes control for effective
abilities and skills of personnel to performance
perform the work. Manager’s function
Two significant factors: - To plan
 - Planning. - Control.
It is an intellectual process, the It is the process by which an
conscious determination and executive gets the performance
direction of action of his subordinates to
- Classification of plans correspond as closely as
- Objective of the enterprise possible to chosen plans,
- Policies orders, objectives or policies.
- Procedures - Executive leadership. It is the
- Budget bridge between objective and
- Programs result.
- Policies. It is a general - Leadership. It is the ability to
statements which guide the motivate subordinates and
thinking and action of members other people toward the
of an organization. achievement of organizational
- Procedures. It involves the objectives.
selection of a course of action
and applied to future activities. Delegation of authority
- Authority is the power of an
- To organize administrator to delegate functions to
- Organizing. the next ranking executive, who in
A good organization structure is turn transmit it to the employees who
necessary though not a are charge with the actual
sufficient condition for good operations.
performance. - Delegation of authority is the key to
effective management.
- To direct - The authority vested upon an
- Directing. executive should preferably be in
It is guiding and overseeing writing.
subordinates. - Delegation of a task to a
- Leadership. The process by subordinate is a manifestation of
which an executive directs the faith and confidence towards the
work of others in attaining ability of a subordinate.
particular ends.
- Coordination. The process Responsibility & authority defined
whereby an executive develops - Authority refers to the power or right,
an orderly pattern of group to attached to do a particular job or
effort and secures unity of designation, to give orders, enforce
action in pursuit of common rules, make decisions and make
purpose. compliance.
- How can executive - Responsibility denotes duty or
coordinate efforts in their obligation to undertake or
organization? accomplish a task successfully,
- Clarifying authority and assigned by the senior or established
responsibility by one's own commitment or
- Careful checking and circumstances.
observation - Responsibility is “hell” without
- Facilitating effective authority.
communication
- Utilizing leadership skills Buck passing
- Buck passing, or passing the buck,
- To control
or sometimes the blame game, is the
 act of attributing to another person or You must:
group one's own responsibility.
- Clarify your objective
Directing people on the job - Obtain favorable attention
- Make it simple and specific
Order is a specific message conveyed - Phrase it tactifully for best results
for the purpose of influencing the - Explain why it should be done your
follower to take desired actions. way
Verbal orders - Learn how much information and
guidance he needs
- The order is simple and can be - Let him have it
clearly - Inspire his confidence in you and
heard the correctness of your order
- Privacy is important - Note his readiness to act
- Demonstration is involved - Give him faith in his ability to carry
- Follower is intelligent and reliable it out
Written orders 2.3.2 the knowledge worker
- Precise figures or complicated - Knowledge workers are the key
details to
are involved competitive differentiation. They
- Must be passed on to someone else are said to be the central to
- Particular sequence must be innovation.
followed exactly
- Workers involved are slow and Knowledge workers vs manual
forgetful - workers manual workers only
- Particular sequence must be need efficiency which is the ability
followed exactly to do things right than getting
Distinct categories right
things done.
- Request - Effectiveness – Competence
- Suggestion - Knowledge workers is not
- Asking for volunteers defined by quantity, neither is
- Direct order knowledge defined by its costs.
Orders should be Knowledge work is defined by its
results.
- Clear - Knowledge workers are those
- Complete who think for a living.
- Concise - “THE GREATEST WISDOM
- Acceptable NOT APPLIED TO ACTION AND
- Justifiable BEHAVIOR IS MEANINGLESS
- Tactful DATA”
- Challenging
- Sufficient authority
Order has three meanings
- You think you convey
- You do convey, directly and by
implication
- The receiver thinks you convey
How to give effective orders