SITE AND WORKSHOP MANAGEMENT (BUILDING)

Topic 3 MATERIALS

Ordering procedures:

Documents should be in triplicate or more depending on the system adopted by the firm. A common
note of documentation is:

 original/top copy to suppliers,

 Second copy to store man or site agent.
 Third copy retained for filling (purchasing department)
 Fourth copy to accounts department (to check invoice)

Actual buying:

Before deciding to buy, quotations are compared using factors as a basis to deciding which to accept;

i. Is the material suitable for contract?

ii. Can the material be maintained in quality and quantity?
iii. Has the supplier been used before? Is he reliable?
iv. Can the delivery date be met?
v. Price- trade discount,- cash discount,- bulk discount.
vi. Are the materials available in the laid down specification.
vii. Other factors -packaging -delivery to site, -deposits, -return to suppliers etc

Having decided on a suitable supplier, a definite order is placed using an order form.

NB-Ordering should be made by purchasing department or section.

Immediate use should be purchased by petty cash.

Documentation (ordering and supply of materials)

The following documents are commonly used:

Advice note-advises the site personnel of goods dispatch so as to prepare for unloading and
storage, it is written by supplier.

Delivery note-records goods delivered in both quality and quantity, it accompanies the goods
from supplier to site personnel. It is checked before signing.

Invoice- states some notes as delivery note but contain prices of goods. It is a request for payment
compared with delivery note before payment.

Requisition-used to obtain items from (site) stores on a day to day basis. (enables a check to be
made on what is used by who?)
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 Material check book (store ledger)-this is a complete record of material received on site. Entries
are on the day of delivery.

Material transfer-shows when materials are moved from one site to another (varies with different
firms)

Material delivery board-not a document but an aid to show when deliveries are done. Generally
for bulk materials e.g stones, bricks, blocks etc. it shows materials and date expected.

MATERIAL SCHEDULE

This is prepared by the quantity surveyor for materials scheduler or foreman by systematic
analysis of the bill of quantities and contract drawings.

Example of materials schedule:

Doors schedule
Site………………………………………………………………………………………………………………..

Door ref location size finish No needed Lock or Additional

latch information
20tx Hostel 1980x810mm Plywood 50 Mortise 75mm Barrel
bathroom both sides latch bit
24tx bedroom -do- -do- 27 -do- -do-
MATERIAL CONTROL
Is majorly to ensure that materials are ordered at the right time and that a close watch is kept
upon them

Planned delivery

 Schedule are required so that quick reference can be made as to when and from whom
deliveries are made/required
 Materials in short supply or late delivery should be chased up immediately.

Control on site must be exercise in respect to:

 Waste
 Deterioration
 Pilfering (theft)
 Misuse

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Security of materials (in site)
Adopt the following procedures:

 Small items ie (doors and furniture’s) should be issued by store man or foreman
 Accurate store control must be maintained with regular checks.
 All stores and storage shades should be lockable (lock after materials are issued)
 Car-park should be away from construction (tools can be easily/quickly hidden
in the car boot )

Site security
This should guard against two separate problems:

 Theft especially on high value materials (loss of money) and

 Damage by unauthorized person being on site.

DEFFENCE
 hoardings-stops the curious ”sight sees” but is little deterrent to a criminal.

N/B -hoarding can give cover to a criminal

-Open hoarding is better

 Keep stock to a minimum criminals won’t be attracted to small quantities, in

case of theft losses are small.
 Maintain flood lighting during hours of darkness this deter criminals as they
can be easily seen.
 Use of watchman mainly to raise an alarm (sometimes they are of little value in
apprehending criminals).
 Keep a close check on keys and persons requiring them
 Seek police advice in areas of high crime rates.

MATERIALS STORAGE AND PROTECTION

-Areas on site located for material storage should be determine after determining the following
questions:

 Will construction take place in the area?

 Is the storage for a long or short term?
 Can delivery transit vehicles safely reach the area?
The following should also be considered:-
 Susceptibility of climatic conditions
 Value of materials
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  Size of units
 Scarcity of materials.

PREPARATION FOR CARRYING OUT THE WORKS

Preliminary items for the work;

 Site services -water

-electricity
-telephone
-access road and parking areas
-hoarding and fencing
 Insurance-licenses
-permits
Water; water is used for
i. Construction work on site e.g. mixing of concrete and mortar
ii. Washing tools and clothes
iii. Used by site personnel for drinking and personal hygiene.
Electricity; electricity is required for.
i. Power tools e.g. drills, saw, and vibrators
ii. Lighting-keep the site well lit at night and lighting dark areas during working hours.

Telephone;
i. For oral communication, where oral massages or instructions are often given and
received over the telephone.
ii. The correct use of this instrument is important as it often reflects an image of the
person receiving the call, who may never have met the caller.
iii. Telephone offers a means of quick communication among the parties involved in a
construction project.
Access roads and parking area
i. Road should be provided to facilitate transportation and delivery of materials on site.
ii. For removal of spoil or rubbish from site.
iii. Transfer of plant to the site
iv. Parking areas are also required for visitor’s cars.
Hoarding and fencing
If required by the local authority, a person who erects, alters or demolishes a building shall
erect and properly maintain throughout the period of work an approved hoarding. If the
hoarding encroaches into the street, a license has to be obtain from the local authority before
erection. Hoarding shall be erected;
a. To enclose the site and protects the public
b. To ensure that there is minimum obstruction to the use of any street during unloading
and loading.
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 c. To contain all materials, debris and builders plant inside.
 They should be kept properly lighted throughout the period of darkness and
paint white any projections and corners.
 Maintain it at all times to be in good order and condition
 Should not be used for advertisement purposes

STORE KEEPING

The organization of the stores is dependent on the nature of;

 The product
 The material used
 Organization of the flow of the product

Stores can be divided into two

o Direct materials
o Indirect materials
 DIRECT STORES

Raw materials stores

 Bulk silos gas meters, oil storage etc.

 Bulk solid-sheet metal, pig iron cartons, timber etc.
 Engineering production-small items kept in pins or placed in racks.

Component stores

 -carries the piece parts that;

 -are manufactured in factory
 -are purchased from outside e.g. switches, lugs, resistors, capacitors.

Finished parts stores

 -finished parts ready for assembly.

 -items made within the plant are kept here.

Warehouse

 -where finished goods are kept prior to dispatch to customers.

 Indirect stores
Tool store
 -Returnable tools
 -consumable tools e.g. hacksaw blades.

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Maintenance store

 -parts and materials for maintenance.

Issue of materials
Materials requisition-

this document is required when drawing materials, from stores.

 -it acts as a cheque with which to pay the goods .usually two copies of the requisition are
presented to the store and one copy remains in the book.
 -Often the storekeeper cannot supply the exact amount demanded.it may be in short supply or
the material may be made up in fixed quantities e.g. reels of wire from which lesser quantities
cannot be supplied. Provision must therefore be made on the requisition for the actual
amount supplied as well as the quantity demanded/requested.
 -the storekeeper enters the actual amount issued in the appropriate column and returns the
copy to the person requisitioning the goods.
 -the goods requisition is passed from the stores to production planning and control to inform
this department of a withdrawal and to enable the stock record to be adjusted accordingly.

Materials requisition form

Materials requisition
 Quantity required/quantity issued/sign of storekeeper
 Description/code no
 Required by/job no/date/sig of foreman.

Purchasing
-done by the purchasing department headed by the purchasing officer/buyer.

Functions
 Identify sources of materials or suppliers
 Obtain full details of materials and their prices
 Select the supplier offering the best terms and conditions.
 Place a purchase order with the supplier selected.
 Obtain acknowledgement of the purchase order from the supplier.
 Ensure that the delivery promise is kept.
 Receive the ordered goods.
 Return goods which are not according to specification.
 Authorize for payment of the invoice.

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WORKSHOP/SITE LAYOUT
Site layout- refers to the physical organization of a production area.

 -it is designed by an experienced person and aims to achieve an effective and efficient network
as relates to the intents and purposes of the site /workshop.
 -it therefore follows that particular activities to be carried out have to be analyzed after the
decision to undertake the project has been made.
 -in a construction project site layout and organization procedure commences after the tender
has been accepted and site officially handed over to the contractor.
 -a good layout facilitates effective side management in terms of control co-ordination and
supervision and as consequence increase productivity.
 -layout depends on particular site, location, size of project , local authorities ,requirements and
contract conditions.

Principles governing general site layout

 -access to site/circulation within site
 -site and equipment
 -accommodation [staff , small tools and equipment]
 -services
 -materials
 -security

1. Access to site/circulation within site

 Access lanes to site should be from low traffic roads if possible.
 Transport lane within the site should be made useable in both directions and along building sites.
 Crossing lanes should be avoided.
 Lanes should leave a clear distance away from the building to make ample room for workers and
materials.

2. Equipment
 Minimum equipment should be set on site
 Their position should relate to their work points
 Auxiliary equipment should match with the output of the main machine

3. Materials
 Their discharge point should be as near as possible to the production place

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  Storage sites should be as near as possible to production areas to avoid double handling and should be
within reach of hoisting equipment as well as fabrication workshops
 Heavy materials should be stored at shorter distances from production areas than lighter materials to
avoid high transportation costs

4. Accommodation

 Administrative hutments or offices should be sited near the entrance and oriented to have a
good view of the works
 Welfare facilities and labor camps should be situated at points where activities are minimal.
 Stores for small tools and equipment’s should be of adequate size and sited where they can
be easily monitored

5. Services
Water, telephone, electricity, gas etc.

-these should be well incorporated and designed to avoid damage and wastage.

6. Security
A well designed security system is necessary to avoid pilferage and local vandalism. This can be achieved by
hoardings, fences, night security patrols, well-kept tools inventories etc.

Hoardings this are close boarded temporary barriers erected adjacent to foot paths or streets which
are next to construction sites.

Typical site layout

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HOARDINGS

These are close boarded temporary barriers erected adjacent to the footpaths or street
which are next to a construction site.

They are two types -vertical hoarding

-Fan hoarding

WORKSHOP LAYOUT

Working area-the working area in the workshop should be specious enough to accommodate the
right number of work that the workshop is designed to hold. Work benches should be placed as per
the requirements stated in the Kenya building code of regulations to minimize chances of accidents.

Storage area-storage area should be at the at the most convenient points to minimize any time
wastage that may occur.

Machine area-machines should be arranged in sequential order to ease the operations to be

undertaken at a particular time.

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 CONTRACTS

Main participants in a building contract

CLIENT

QUANTITY SURVEYOR ARCHITECT STRUCTURAL ENG..

LOCAL AUTHORITHY (PLANNING DEPT) CLERK OF WORK LOCAL AUTHORITY(INSPECTORS DEPT)

SUB-CONTRACTOR BUILDER/MAIN CONTRACTOR SUPPLIERS

CONTRACT manager SURVEYOR ESTIMATOR BUYER ADMINISTRATOR

COSTING
FORE MAN

ACCOUNTS

WORK FORCE
OFFICE

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 MEDIUM SIZE FIRM
 In a medium size firm several jobs can be done by one person.
 The architect may also do the job of quantity surveyor and structural engineer.
 Clerk of work may not be necessary.
 The builder may be able to do all the work without sub-contractors.
 Within the contractors organization he may merge the jobs of estimator, buyer and costing.(all
under costing)
The medium size contractor will only carry out one contract at a time so he will be his own
contract manager. Administration could also cover accounts. He may do his own surveying on
small jobs and hire a surveyor for large ones.

CLIENT

LOCAL AUTHORITY
LOCAL AUTHORITHY ARCHITECT
(PLANNING DEPATMENT) (INSPECTORS DEPT)

ROREMAN SUPPLIERS
CONTRACTOR

WORKFORCE SURVEYOR

COSTING ADMINISTRATION

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SMALL FIRM SIZE

-In a small size firm the manager (builder) may do all the administration and also design small buildings.

CLIENT

LOCAL AUTHORITHY
LOCAL AUTHORITHY (INSPECTOR)
(PLANNING DEP)

BUILDERS

SUPPLIERS
WORK FORCE

DUTIES OF MAIN PERTICIPANTS IN A CONTRACT

A. CLIENT-

 The owner of the building.

 He commissions the architect to design the building.
 He decides on the kind of building he wants considering:
 Available land
 Money
 Time
 Use of building and possible future uses.
B. ARCHITECT-
 Design the building from the client’s ideas and instruction.
 Puts plans to clients for approval.
 Gets permission from local authority.
 He plans costed.
 Engages quantity surveyor and structural engineer (if required).
 Puts out plans for tenders.
 During the work he will give client information on the progress.
 Authorizes any changes to be made.
 Liaise between client and builders.

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 C. QUANTITY SURVEYOR

 Engaged by the architects.

 Prepares a specification of work to be done, materials to be used, work method, prepares
detailed of list of quantities of materials to be issued to tender applicants.
 Will check on prices given by applicants.
D. STRUCTURAL ENGINEER
 Work with or for architect
 Helps in designing specialized engineering aspects of building
E. CLERK OF WORK
 Work on site representing the architect.
 Mediate between the architect and builder
 Has no official power, only influence with builder and architect.
 He reports to architect on progress
F. MAIN CONTRACTOR
 He has the responsibility to fulfill the contract.
 He tenders for a project.
 In tendering he will ask his estimator to work out the tender price from the bill of
quantities.
 Assumes that he wins contract, he builds the building.
 The buyer will negotiate prices with suppliers and order materials.
 Organizes his workforce to carry out the project.
 Appoints the contract manager to take charge.
 The contract manager will represent the contractor in the project.
 He will organize the work.
G. FOREMAN

A general foreman who takes full charge of the site and several trade foremen to be incharge of
workers in particular trade

H. SUB-CONTRACTOR

 on all except smallest projects the main contractor is unable to do all the work
 He brings in the sub-contractors
 Sub-contractors, carry out specialized jobs e.g. electrical work, plumbing works etc.

I. SUPPLIERS
 They supply the contractor all his raw materials at the proper time to ensure delivery on time
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 It is the responsibility of the suppliers to ensure that delivery is on time and that the materials are of
the required standard.

J. LOCAL AUTHORITY

I. PLANNING DEPARTMENT

 The architect submits all his plans to the local planning department
 They are then responsible for checking that the plans are acceptable and do not go against any
of the development plans for the area
 Also they are responsible for ensuring that the plans comply with Kenya building code and
local authority regulations
 Planning permission must be given before work on the site can begin

II. INSPECTOR

 The local authority will employ inspectors to ensure that all work is carried out in accordance
with the law on such matters as

1. HEALTH
2. FAIR WAGES
3. SAFETY-to work force
-to the public
-to the users of the finished building

THE MANAGER

QUALITIES
 Good communicator
 Able to follow up decision with clear instructions
 Able to set example and inspire others.
 Initiative, self-confidence.
 Self-control-not afraid of comment or criticism.
 Just and impartial.
 Foster good relations with management and men.
 Foresight, patience, persistence and tact.
 To criticize intelligently.
 Reliable, sincere, dependable.
 Calm and courageous in an emergency.
 Energetic and industrious.
 Good personality.
 Refrain from criticizing his superiors in presence of others.
 Plenty of good sound common sense.
 Ability and desire to delicate.
 Good work experience.
 Fully acquainted with coy policy.
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 Aware of appropriate legislation.

RESPOSIBILITIES OF A CONTRACTOR
The contractor has responsibilities and duties toward many people. E.g. Client, Architect, sub-
contractors, suppliers and society.

Client and architect

 The contractor has the responsibility to that work is carried out to the requirements of
the plans, especially with regards to the quality, time and cost.
 He must ensure that the work is done as the client and architect require.
 He must also ensure to carry pout maintenance for an agreed period.

Sub-contractors

 The contractor has the responsibility to ensure that sub-contractors meet, well in
advance the delivery dates of materials.
 The contractor should also ensure that the sub-contractor has proper facilities on site
e.g. facilities for storage, office etc.
 The contractor should ensure that the site is properly prepared to enable sub-
contractors to start work on time.
 He should also ensure that the sub-contractors are paid promptly
 By alternating to all these things the contractor will enable the sub-contractor to do his
job promptly thus improving the overall job. Also sub-contractor will be more willing to
work for the contractor in the future.

Suppliers

 The contractor must ensure that he accept materials from the suppliers as and when
ordered
 He must ensure that the supplier has easy access to the building site, that the supplier
does not have to wait for the road to be cleared to deliver his materials.
 The contractor should ensure that there is storage space for the materials to be
unloaded.
 He should also ensure that the supplier is paid promptly
All these help improve the contractors’ relations with the supplier.

Employees

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 The contractor should ensure that:

 Regular work-regular pay

 Proper instruction on work to be done.
 Make available materials, tools etc.
 Safe working conditions.
 Fair wages.
 Recognition of trade union.

Local authority

The contractor has responsibility to the local authority to ensure that all the work is carried out
in accordance with the national and local laws and regulations.

Society and Community

 The contractor has the responsibility to provide employment, provide quality

workmanship at fair prices.
 Ensure work is carried out safely i.e. for the employees and public and latter for the
users of the building.
 To ensure to pay taxes.

TENDERS AND CONTRACTS

The stages in a building project
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From the client’s decision to build, there are several stages in the building project.

These may be classified as follows:

1. Brief –The stage at which the clients requirements are established.

2. Design –The stage at which the clients requirements/brief are translated into building terms.
3. Tender –The stage at which a suitable contractor is selected and acceptable offer is agreed.
4. Contract –The stage at which the terms of contract are agreed and the contract signed.
5. Construction –The stage at which the design is translated and transformed into works.
6. Completion –The stage after practical completion of construction in which all outstanding
contractual obligations are discharged. This would include making good the defects and
settling the final account.

Process –tendering and contract stages

The essential processes in the tendering and contract stages of a contract are:

a) Selection of the contractor.

b) Obtaining from the selected contactor a firm offer that is acceptable as a basis for control
c) Establishing the terms and conditions of a contact with the selected contactor.

TYPES OF TENDERS (methods of obtaining tenders)

1. OPEN TENDERING
- Advertisement is placed in the local dailies or technical press.
- Builders apply for tender documents.
- Builders send out the tendering documents.

Advantages

- Give great degree of completion

- No possibility of favourism or corruption.
- Only those really wishing to tender participate.
- Gives opportunity to new firms to break into the market.

Disadvantages

-less accurate price due to diminished chances of getting the job

-more chances of mistaken lowest tender

- More care required in bill production

-more care required in checking tender

-reputable firms may be less inclined to tender

2. SELECTING TENDERING

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-Decision is made on the number of firms to be invited to tender. This is dependent on size and type of job . The
actual selection is from a standard list of firms.

FACTORS TO BE CONSIDERED

- Business record of the firm

- Reputation for good workmanship
- Suitability of the firm for the project
- Availability of the plant and equipment to the firm
- The capacity the firm has to carry the project.

Advantages

 The system lends itself to selection of the most technically and financially suitable firm to carry out the
work.
 Contractors cannot overstretch their resources, if they are honest when they cannot wish to tender.

Disadvantages

-System may miss suitable upcoming firms.

-Higher price tenders due to

 Less completion
 Choice of more reputable firms

3. NEGOTIATED TENDER

-This is negotiating with a particular contractor to carry out the job due to the following reasons

-The type of the job to be completed is urgent and if the normal type of tendering is followed there would be a
delay.

-The job could be of complex nature resulting in difficulties in billing and costing

-The client may wish to retain the services of a builder who has proved reliable, by giving complete satisfaction
in the past

Advantages of negotiated tendering

1. A builder will be brought in at a very early stage for consultation with the designer.
2. Time and money are saved on the work done in unnecessary tendering.

ESSENTIAL OF A VALID CONTRACT

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-For any contract to be valid it must contain various essential

1. There must be an offer and acceptance.

2. There must be an intention to create legal relations.
3. The contract must be either under seal or consideration, each party to the contract must receive some
sort of benefit or gain from the contract.
4. The parties must have the capacity to contract [capacity in law e.g. of age, of sound mind]
5. There must be genuine consent by the parties to the terms of the contract e.g. no entered into by
mistake, fraud etc.
6. The contract must be legal and possible.

TYPES OF CONTRACTS
1. LABOUR ONLY CONTRACT

-labour only contract is a type of a contract whereby the owner supplies all the materials while the contractor
only provides labour and sometimes also equipment’s.

-The tender is only on the labour items of the contract.

-This type of contract suits the small contractor with no financial means or abilities.

2. COST REIMBURSEMENT CONTRACT

-No bill of quantities has to be priced.

-Used on small jobs [or on specialized works which are difficult to measure/price]

-The contract consist of

1. Drawing
2. Specifications [detailed descriptions of work]
3. Schedule of rates.
4. Articles of agreement.

N/B- The work should be clearly shown on drawings and fully described on specifications.

-No preliminaries-usually added as percentage.

DISADVANTAGES [TO THE BUILDER]

-There is no bill of quantities. The contractor has to do the quantity surveying himself.

-The contractor submits only one price [lump sum price] for which he will carry out the work.

3. PACKAGE DEAL

-Also called [all in all] series as it provide all the services that a client needs in a contract; therefore only two
parties exist i.e. the client and the builder .The client give brief details of what he needs.
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 ADVANTAGES

-The cost in tender figure may be low due to repetitive work of the company.

-The job should be completed in good time considering all the consultants are based in one place.

4. TARGET COST CONTRACT

-The profit is fixed by a percentage or asset sum.

CONTRACT DOCUMENTS

Building drawings-contains the representation of the project in the paper showing clearly all the details.

Bill of quantities [b/q]-Indicates the measured work in details.

Specifications- Specifies the quantity of materials and workmanship.

Articles of condition-specifies terms in which a contract will be carried under.

Preliminaries-situations conditions or factors which influence cost of work to about 5-10 percent of contract
sum. Includes things like hoardings that client must pay.

Preambles- conditions e.g. Workmanship, quality and method e.g. painting of a room.

Measured work-includes things like descriptions, quantity, rate unit and the cost.

Prime cost and provisional sums-sums paid to all the people nominated by the architect e.g. nominated sub-
contractor, supplier etc.

Schedule of rates-shows the sum of money on works which were not shown in the plan or bill of quantities.

-show the rate of all trades

-schedule of rates covers works which comes up e.g. casual labour.

Liquidated and ascertained damages- sum paid by the contractor to the client in case he fails to complete the
project in the stated time.

PACKAGE DEAL TENDERING

- Client selects two or more contractors to submit design and layout drawings with prices.
- The contractor who submits the best competitive priced design with backup service to suit will be
awarded the contract.
- There would be two parties to the contract: the client and the contractor.
- The contractor who tender for the work have considerable cost burden because generally they use
their own designed services, departmental and therefore the reward on successful y bidding for the
work must be substantial justify the cost work.

TARGET COST CONTACT

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 - Similar to cost reimbursement contract but it is modified to provide the inducement to a contractor to
control cost and complete the work as quickly as possible. Provision target cost and target times are set
and by agreement. If the contract prime cost exceeds the target cost, then the management fee would
be reduced by an amount worked out by the formula.
- Similarly, where saving is made both the client and the contractor would share in good fortune.
- A maximum price (guaranted maximum price) for the contract can be agreed so that the clients knows
the absolute limit of his/her expenditure for the project.

ORGINASATION

- Organization is the process where arrangements are made for all resources to be available
exactly when required in order to achieve a given plan.
- This represents a stage between planning and implementation.
- Organization is the basic structure underlying all management activities.

PRINCIPLES OF ORGANIZATION (OSCAR)

- The organization should have a clearly defined objective and each position should have an
objective logically related to each in such a way that if the incumbent of each position fulfills
his goals, the goal of the entire organization will be met
- The work of each person should be confined to a single function (specialty) and related
functions should be grouped under one head.
- Means of coordinating all efforts towards the common goal must be provided.
- The organization must have a supreme authority and a clear line of authority should run from
that person (or group) to every individual in the organization (chain of command).
- Authority should be equal to the responsibility; that is when anyone is given responsibility for
a task he should be given authority to accomplish it successfully.

O S C A R

Objectives Specialty coordinating Authority Responsibility

THE ORGINISATION PYRAMID

The structure or design may be applied to many different kind of organizations and is known as the
hierarchy.

MANAGING DIRECTOR (MD)

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 SENIOR MANAGEMENT

MIDDLE MANAGEMENT

SUPERVISORY

GENERAL WORKFORCE

NOTE
Not all organization have same extended as shown, some will have a narrower base line and even
taller, while others will tend to be flatter having only a limited hierarchy (i.e. most staff will share the
same or a limited number of rank or grades).

SPAN OF CONTROL

 Within limits of span of organization the leader (i.e. general fore man, contract manager)can
only control his sub ordinates if he can communicate with them.
 It is generally considered that a practical limit to the number of person under ones control is
between five to seven (5-7)
 With a greater number of persons the efficiency and production can be affected due to poor
communication and coordination which may results to:
- Lowering of morale and breakdown of team spirit
- Unofficial sub-groups forming within the main group.
- Lowering the standard of work due to lack of supervision
- Poor time keeping and lengthy breaks.

When considering a man’s span of control the following should be borne in mind:
 The method of communication i.e. phone letter etc.
 Speed in which decision must be made and their importance.
 Nature of work being done either competitive or complex.
 Leader’s character and stability (i.e. is he able to carry the load).
Organizational structure

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 In practice the organization structure generally will take a “shallow” or “deep” form
resemble pyramids when drawn.
1. Shallow structure this is found in many small firm having up to 25 workers. This type of
structure has an advantage of making communication quick and easy.
Head

Sections or workers

The lines between the head and the workers or operatives are short and direct; management wise it is
not good as it will make the company vulnerable if something such as illness goes wrong at the top.

The lines of communication will become loose ends with no links between them.

2. Deep military structure this is necessary when a bigger set up working to finer limits is
desirable, requiring more department or groups for each case of control.

Head

Manager

Dept. heads

Sections heads
The third structure is a combination of shallow and deep structures and is referred to as line
and staff pattern.
This combines most of the advantages of the two systems with little of disadvantages.

DISCIPLINE MOTIVATION AND LEADERSHIP

 The relationship between the schedule time for completing an operation and the
resources needed depends upon the level of productivity attained by the labour force.
 There are many factors which may have greater influence upon this and in many cases
site management can take steps to ensure that any adverse effects are minimized.
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  Basic content [A] of the operation is increased by the inefficiencies resulting from the
design and specifications or from limitations imposed upon production method [B1B2] .
 To those must be added time caused by delays and shortcomings of the side of
management [C1] and reasons within the control of the worker.

NB Observations from many resources indicates that management share of this ineffective or non-production
time is usually two or three times that of the workers.

 The level of productivity achieved on site is greatly influenced by the attitude of the workers and the
degree to which they are motivated.
MOTIVATION
 Motivation is about [getting the best out of people].it is concerned with what causes an individual to
act
 An understanding of motivation is important to any manager who is anxious to ensure that his
subordinates are giving their best and helping to achieve the desired results.
 Motivating is not something which can be learned or handed out.it is something which comes from
within an individual and expresses itself in what might be termed [commitment] to something or
another.
 This [something or another] can be anything and may not be related to the work situation and the task
in hand.
 It is up to the manager /foreman to obtain good and productive feeling from his workers but it is
generally up to the individual on how it is achieved.
 Whatever method is adopted it must be realized that economic rewards must be a major
consideration.
 A Wide variety of incentives schemes may be applied by management at any time for motivational
purposes. i.e.
- sound wage policy
- attractive bonus scheme
- security
- status
- welfare
- staff development
- company cars
- Sports [recreation facilities.
- tools money
- subsidized canteen facilities
- Free medical care.

INCENTIVES
Incentive scheme is a system of remunerations in which the amount earned depends on the results
obtained thus encouraging an employee to achieve better results.

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The scheme should be operated by employers to;

- Increase productivity and reduce cost.

- Enable employee earn more by their increase effort(s)
1. Financial incentives-
- Profit sharing
- Hourly rate
- Payment of bonuses
- Overtime payment.

Principles of ensuring that the scheme succeeds

- The schemes should be simple to understand and should be in writing.

- The percentage saving to be paid out to operatives must be agreed before commencement of
work.
- Payment should be made at regular frequent intervals.
- Losses in one week should be deducted by gain in the other weeks.
- The target you set should not be altered unless an increase.
2. Non-financial incentives
- Working conditions-expressed by standard site layout, offices, materials and general
appearance of the work which is being done.
- Clean sanitary service.

Promotion-

- The aim of an ambitious person is to obtain a chance of getting to the top which he can
achieve by working extra.

Security-

- This is one of the non-financial incentives especially for workers with commitments are
prevalent.
- A firm offering continuity of work will always attract a steady flow of labour force.

Safety-

- People feel safer if they are provided with a means of transport if they are leaving place of
work during late hours.
- All moving parts of a machine should be covered as a measure of safety.

DESCIPLINE

 This means orderly conduct, and is essential in any group of persons. Without some form
of discipline, a day’s pay would never be earned or a planned days’ work completed.

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  In the present building industry the old threat of dismissal in order to maintain discipline
has disappeared.
 The manager/foreman needs the support, interest and suggestions from his labour force
and this are achieved by leadership and co-operation not by fear.

General rules or principles to bear in mind when disciplining a person.

1. Always be sure of the facts and that you have the right person to be reprimanded.
2. Do not favor or discriminate.
3. Do not lose your temper-keep self-control and be calm.
4. Always discipline in private- not in present of others.
5. Be fair and firm.
6. Decisions and behavior must be consistent with offences.
7. Let people present their sides of the story.
8. If the error is on your side, admit it.
9. Do not turn back on disciplinary problems.
10. Never be malice. (desire to harm others)

OFFICE PRACTICE/PROCEDURES
An office is a room or a building where clerical processes are carried out to start, develop and control
activities of a business.
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-There are head offices, branch offices, factory offices, cost offices, transport and sales offices etc.

Functions of an office

The functions of an office include the following;

1. The starting of any enterprise by the issues of instructions to departments to proceed with
projects.
2. The keeping of all essential documents in good order (filled and indexed) so that they are
obtainable when required.
3. Ensures that all the requirements of both statutes (acts of parliament) and legal by laws are
kept.
4. The supervision of money flow to ensure that funds are available to meet expenditure at all
time.
5. Routine administrative matters, the recruitment and payment of staff, the ordering of
equipment’s and materials and safeguarding of assets once they have been purchased.
Above all the office, in every aspect of its work is concerned with its information i.e obtaining
and collecting information, sorting, arranging and interpreting, supplying it to the
management when required and preserving it too so long as it is useful in promoting the
enterprise concerned

-The office maintains communication between departments and outside firms and gorverment
agencies.

Methods of communication

Communication takes one of the forms:

 Oral instructions
 Written
 Draw details

Whichever method is adopted certain consideration relate to all. They should be:

I. Precise-communication should be clear, straight forward as simple as possible accurate in

every detail, well thought out.
II. Not too long-so that part may not be forgotten, misunderstood or misinterpreted.
III. Definite-so that no doubt is left as to what the massage means, it should not be changed once
given.
IV. Situation-communication should suit both the situations and the person receiving it.
1. Oral instruction-These should be given in a manner that reflects efficiency and
enthusiasm.
 Verbal instruction should be given directly to the person concerned and if possible not
to be passed on to the relevant person.

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  It should be remembered that most people prefer to be asked to do something than to
be told or ordered.
2. The telephone-oral messages or often given and received orally by telephone. the
correct use of telephone is important as it often reflects an image of the person
receiving the call who will never have met the caller .the person using the phone
should speak clearly without shouting, speaking in a normal conversation tone, giving
the listener time to reply to any matter arising.
3. Written instructions-written communication involves letters, reports, minutes of the
meeting and general documentation. Paper work generally has increased a great deal
in modern industry mainly due to much more carefully control required to run a
successful and efficient businesses, for documentations provides the necessary links in
chair of administration.
 All members of an organization, large or small, should be made fully aware of the
importance of correct paper work in all this aspects, from letter writing to site
documents that is used for future records controlled.
1. Memorandum
-This is written message within an organization on structure i.e. from one department to
another or within the department .planning department to estimating depa
EXAMPLE
N.Y.S.T.C

MEMO

From……………………...to………………..
Date…………….
Ref………………………………………………
Subject matter…………………………………….
Copies to……………………………………………..signature………………………

2. Letters
These are communication usually within outside of an organization.

General consideration
 Use organization official note paper.
 Ensure any reference are quoted
 All letters should be dated or signed
 Take care over English, punctuations and spellings.
A typical letter
N.Y.S.T.C
BOX 96078

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 MOMBASA
3/7/1997
REF. [OUR]
Your ref.
MOMBASA STORES
P.O BOX…………………
MSA
Dear Sir
Order 1672/7
With reference to the above order we have to advice you that four of the plastic fittings, we found to be broken
upon receipt of the order on 15/5/97.

We shall be pleased if you will replace as soon as possible.

Yours faithfully

……………………..

Purchasing officer

NOTE
 Letter on firms headed paper, giving full name, address and telephone number.
 Date should be typed in full just below the letter heading.
 Ref .generally in the left hand side opposite date.
 Addressees name and address typed just below the reference.
 Subject heading in the Centre of the sheet is usually underlined.
 Salutation always on the left hand side of the letter.
 Bonding of letter if of a business letter should be short and to the point care being taken not to omit
relevant information.
 Complementary close towards the lower right hand side of the sheet should be complementary to the
salutation.
 Signature and signation of the person sending the letter signs, name, typed with position rank in the
firm.
3. REPORTS
A report is used to relate information back to someone such as investigations; something witnessed, or
subjected ideas. The main objective of a report should be to disclose act for recommendation.

The report can be divided basically into five sections.

 Headings
 Introduction to the report and its purpose.

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  The body of the report, use of subheadings and dividing information into sections should be the
main aim.
 The conclusion and summary with any possible recommendation.
 Any data, drawings tables etc.
4. NOTICE BOARD

A useful means of conveying information if placed is a prominent position where everybody can see it.

5. HAND BOOKS AND REGULATIONS

Copies of such items as the construction regulations, building regulations etc. Should be kept on site on a
position where they can be reached easily for points of reference, not locked away on draws or barred under
draws.

6. SITE RECORDS

-Many site records might be made out each with regarding labour, plant and material they must be filled
accurately whether daily, weekly or monthly.

7. BUILDING SITE DIARY

These are often proved most useful documents if well kept the right time of information recorded in it. Its value
of project cannot be under estimated .even after the project completion.it has often most important in cases
are prone to court .as a general rule items which might be well recorded will be;

a. Telephone services from the sub-contractors suppliers

b. Verbal instructions from the architect
c. Visits to the sites by client, architect, and quantity surveyor. etc.
d. Details of weather conditions especially when work is affected.
e. Delays in programme due to late delivery of material, delay start of sub-contractors.
f. Verbal instruction from the head office or contract manager.
g. Any matter of unusual occurrence decisions, production it is felt should be recorded. In the
8. DRAWINGS
An important picture here is that all the architect drawings and details enable the project to begin. Key
should be clear as possible, if doubt exist in their interpretation the architect should be conducted
immediately. Proper safe for drawing should be available on site to ensure that they should not get lost
or badly damaged.
Any connections should be clearly marked on drawing and not carried round in the foreman’s head.
Another useful form of information is a sketch and it will often be found far more advantageous than
along with written documents.
9. THE MASTER PLAN (OR PROGRAMME)

This is found in the site office and it is also a means of communication. It provides much information.

Filling system

Filling is one of the most important functions of an office; it is aim at enabling the officer to locate the
document which they may need easily, conveniently and quickly.
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 Essential of a good filling system

A good filling system should have;

a) Should compact not take too much space.

b) Documents and files should be so arranged that each or any may be located and remove d
without having to disturb others.
c) Classification of files should be simple and easy to understand.
d) Documents should be so kept that they have no or minimum risk of destruction by such as peril
as fire.
e) The system should be flexible and capable of expanding when need arises
f) The system should allow for files to be removed but all removed be noted on such things as
out-guides and it should be possible to with whom is the missing file lying.
g) Whatever system is chosen it should be appropriate to the needs of the business concerned for
example; the filling needs of a doctor are quite different from those of a building firm.
h) The cost of both of initial outlets and maintenance of the system should be well within the
means of the system.
Methods/classification of files

These should be considered in two stages: for small offices it may just be sufficient to have just one file. When
it get full with documents a second volume is opened, a third, four etc. larger offices however keep several
files, each file has a subject or tittle.

Classification for small offices refers to the classification of the documents. While in large offices classification is
done on the basis of files.

For large offices methods of classification of files are:

 Alphabetical
 Numerical
 Geographical
 Subject

 ALPHABETICAL FILLING-a comparison can be made here with a telephone directory.

Documents e.g. names or subject are filled in alphabetical order selecting the first letter to
start with and subsequent letters in the order. If two or more are lying e.g. a name Adam will be
filled before Amos
Advantages
 Simple
 No need for an index.
 Convenient
 Easy in explaining the system to a new employee.
Disadvantages
 Congestion under common name
 Difficult in expansion and it’s a burden and its unsustainability for very large organization.
 Possibility of a document being filled under different name due to different in spelling.
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 NUMERICAL FILLING-under this classification, each file is given a number and all files are kept in
thefilling cabinets in the numerical order
An index is necessary for locating the correct files. This system is particularly used for large companies
that have great number of files.
Advantages
 Greater accuracy in filling
 Unlimited scope of expansion

Disadvantages

An index must be used

It takes time for a new employee to fully understand the system.
 SUBJECT FILLING-this is similar to alphabetical

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