BUILDING CONSTRUCTION ORGANIZATION AND ITS MANAGEMENTS

Building construction organizations managements are important to the development of the nation. They serve the country and society by developing products that are technically advanced construction organizations.

The building construction industry plays a key role in this development, as it provides one of the three basic needs of human life; “A House” to society.

Usually, up to 50% of the total revenue collected by the Government is spent on the construction industry.

A building construction organization managements may consist of an individual contractor or it may be a giant construction organization.

The scope of the work may be limited to constructing a small house or it may extend to the construction of a township of bungalows, rowhouses, and residential apartments.

Whereas the work on a small scale can be handled by an individual, projects with a larger work scope as well as different locations require an organization that can carry out systematic coordination of the various construction aspects by assigning a team of trained personnel.

This team can gìve day-to-day direction to the people on sites as well as in the office.

It can also supervise the job and to complete the work maintaining quality, speed, and economy.

This team is the MANAGEMENT of the organization. The organization is said to be run by it’s management.

OBJECTIVES OF BUILDING CONSTRUCTION ORGANIZATION MANAGEMENT

The main objectives of building construction can be broadly classified as

1. Undertaking and carrying out of various building constructions.
2. Achieving the task through disciplined work and efficient management.
3. Constructing low-cost housing schemes for the common man.
4. Developíng financial resources to complete the work in the stipulated time.
5. Researching and experimenting to discover better and superior construction technology. Preparing model projects to demonstrate minimal wastage of materials and labour, to achieve quality results at a minimum cost using the best practical technology.
6. Establishing branch agencies for efficient management of the business.
7. Creating joint ventures through association with other companies.
8. Material testing and development of new building management techniques for the prosperity of the organization.

STRUCTURE OF THE ORGANIZATION – BUILDING CONSTRUCTION ORGANIZATIONS MANAGEMENTS

An organization develops through a number of stages from foundation to maturity.

Therefore, the structure of the building organization also undergoes changes in tandem with growth. As a norm, the building construction organization is a CENTRALIZED TYPES OF ORGANIZATION.

TYPE OF  BUILDING ORGANIZATION

Here, individual departments such as engineering. finance, purchase, sales, etc., with their Head of the Departments (H.O.D.) report directly to the top management.

Normally, a construction organization consists of the following departments

1. Engineering department
2. Purchase department
3. Finance department
4. Personnel and Administrative department
5. Marketing and Sales department
6. Accounts department
7. Legal department
8. Electronic Data Processing (E.D.P.) department

BUILDING-STAFF-REQUIRED

COMMUNICATION AND COORDINATION OF VARIOUS DEPARTMENTS 

7. LEGAL DEPARTMENT

 

• Checking of all the documents of the property.
• Give title clearance.
• Prepare legal agreements between the organization and its clients/landlords.
• Submission of legal documents to the concerned Government authority.
• Attending and pleading on behalf of the organization in case of any disputes.
• Formation of societies/apartments.
• Prepare the sale deed and handing over the completed schemes to societies/apartments.

8. E.D.P. DEPARTMENT (ELECTRONIC DATA PROCESSING DEPARTMENT)

Selection of appropriate hardware, software for various functional requirements.

Implementing the systems for effective working.

Providing timely and correct information to the management.

Training the staff to use software packages.

Maintenance of all the computer systems in the organization.

Updating the information about advanced computer technologies.

Monthly reporting to the management about the development and progress in the implementation of the systems.

TRAINING TO THE STAFF 

1. A team of dynamic managers can be instrumental in the progress of the organization. The management is said to be effective when It delegates appropriate tasks, to it’s subordinates.
2. The job of a manager is to develop leaders, rather than occupy himself with the day-to-day supervision. Training the staff to implement modern techniques in their daily tasks is therefore essential.
3. The staff can be trained by arranging.

• Training programs
• Arranging lectures of specialists
• Arranging site visits and study tours
• Ensuring the availability of books in the library
• Testing new products in the market
• Checking the updated working knowledge
• by conducting professionally written tests in the department
• Implementing a system of rewards and encouragement to the staff for good
• performance
• Ensure that the subordinates receive guidance if required
• Arranging group discussions on various subjects

MEETINGS 

NECESSITY OF MEETINGS

After delegating the work to the staff, the management must see to it that the work is proceeding as per the schedule and is of the desired quality. The progress of the work may be affected by the following factors.

• Shortage of labour.
• Shortage of material
• Delay due to non-co-operation
• The inability of the staff to follow the instructions correctly
• Technical/ practical difficulties experienced by the staff while executing the job as per
• the schedule/drawing
• Tight schedules leading to extra work

All these problems can however be dealt with if the management summons a meeting of the concerned staff and discusses the issue in question. Thus meetings are an important activity in the progress of building construction organization managements.

ADVANTAGES OF MEETINGS

1. The management can explain the quantum of work, the work schedule and it’s expectations from the staff more effectively.
2. Direct involvement of the employees in the discussions may lead to the suggestion of new and better ideas to overcome unpredictable difficulties, the loopholes in the working systems, etc.
3. It is an opportunity for the employees to make the management aware of genuine difficulties.
4. It helps to plan for the future while recording the present progress.
5. It helps in coordinating with various departments in a better manner.
6. It creates a better understanding between the management and staff.
7. It helps to develop personal relations.
8. It helps to enhance individual etiquette, manners, and confidence.
9. It helps in gaining an insight into the activities of different departments.
10. Trains the staff to become attentive and be totally prepared while attending meetings.
11. It helps in developing a positive approach towards the organization.

The meeting can be between two individuals or can be held as a general meeting for the
employees and management.

• Avoid any interruptions during the meeting.
• The meeting should be of n short span, as over a period of time people can lose their concentration.
• Excess meetings indicate a deficient organization.
• Meetings have to be an exception rather than à rule.
• When a meeting includes more than eight people, It should proceed according to an agenda.
• Only one person should speak at a time.
• Avoid cross-talking between the people attending the meeting.
• Periodic meetings should be held on a prearranged day, at a fixed time, and at the same venue in order to avoid erratic attendance.
• Meetings should have a definite agenda and objectives.
• At the end of the meeting, the chairman should be in a position to summarize the conclusion, which should be in line with the purpose of the meeting.

Meeting of Directors with all heads of departments (H.O.D.) (normally once a month).

 

POINTS TO BE DISCUSSED

• Review of the last meeting, assignments allocated department-wise, and the results achieved since the last meeting.
• Measures/actions required for achieving results.
• Department-wise allocation of work, funds, staff (If any).
• Solutions for problems and devising of methods to achieve the work.
• Clarification of any doubts raised by the heads of the department.
• Coordination is required between heads of departments and determining the definite stages and steps to achieve this.
• Decisions on administrative problems.
• Decisions on any new policy or consultancy to be introduced.
• Policy decisions for maximum output from staff.