Module 1 (cecpm)

Contracts, organization, and management

Organization- most probably this individual have the same interest and same objectives or
goals

Structural Elements of an organization (5m’s)

 Men-different members of the organization starting from the very top of the last work
men in the enterprise, it could either be from top executive down to the last vice versa.
 Materials-this represents the materials necessary in the distribution of function or in
the attainment of objectives. How this people or how this member on an organization
can actually perform their task or how are they able to function effectively.
 Machine-these are tools necessary producing its desired output more effectively and
more efficiently.
 Methods-these are the procedures and ways used in the course of its action so that it
can be organized.
 Money- these are the financial resources of the organization, how are they going to pay
the men, how are going to purchase the materials, how can they buy or rent the
machine and how are they going to function as an organization.

Major elements of organization structures

 Distribution of functions- you are entitled to a specific job/position so more or less

you know what is your job description.
 Vertical and horizontal authority relationships – in this manner you have to know
who is your superior, who is of your same level and who is under your jurisdiction.
 Communication and decision process – is a very important role it will aid to a
proper coordination and definitely when you try to decide it will be coming to a different
ideas within the organization
 Policies

Principle of good organization

 Principle of Objective -this is a clear and complete definition of the objective must be
known, as a manger or as a member of an organization you have to know what is the
goal that your organization intend to do.
 Analysis – it is a sound business judgement that attempts to build an organization
through full knowledge of the requirements of the business. You have to know by heart
the faction of your organization and you really have to know what specific role are you
going to undertake
 Simplicity -the simplest organization that will serve to attain a desired objective is
considered the best, you do not need a lot of members in an organization just have a
few but will be working effectively and efficiently will do.

Functionalism -the organization should be built around the main function of the business
and not around of the individuals, you should be attracting or you should be hiring members
of that organization based on the credentials and based on what is needed within the
organization.

 Departmentalization – it is to achieve smoother flow of operation because in this

manner it will be easier to manage.
 Centralization of Authority and Responsibility – this centralized executive control
are command authority. You are centered and you are limited
 Limited Span of Control- it is the no. of subordinates an executive can manage
effectively this actually are connected to each other because when you try to limit your
control you only have the capacity, you’ll know how many people can manage
effectively and with that it is due to the departmentalization as well as centralization you
do not go beyond whoever is within your department or whatever is your department
has.
Management- you are working alone here, you are working as a team

Management Concept

 Management to be effective must be systematic

-it should be in order and you should be following a certain process to make it
organized.
 Management to be successful must be scientific
-make sure everything is factual and make sure all the sources are reliable and do not
just believe on the hearsay or do not be too subjective.
 Management must be humanistic
-its very important that the management consider this because lets say proper paying or
proper wages of your people you are giving them the contributions like Phil health, SSS
etc., so you really have to give them what is due and especially whatever is written on
their job description.

Management Structures

 To facilitate the coordination and control over the activities of the company
 Companies should be studied in terms of purpose, size and nature of its business
(You do not come up with a business without you knowing what is the soul purpose of it
or what is your intentions why are putting up that particular business or organization

Line of responsibility

 From executive to the supervisor down to the workers under his jurisdiction
 From the workers to those who are in authority over him
(in an organization there is what we call organizational chart and eventually in the
laboratory counterpart you will be assigned to do this in a group you will be assigning
who will be the general manager or president because in plate no. 1 you will create
your own company.

Management control

 Not only to check nor command, but also to whip

-you really have to help your people to do better
 Not only to regulate, but also to stimulate
-you have to help them to enhance their capabilities and making sure what they are
doing, and you have to be a good example
 Includes activities that require restrictive or corrective action
-not all the time that you just let them do whatever they want and require them do
whatever they like, and making sure that if ever a person under your management
committed a mistake there should be a restrictive or corrective action
 The success or failure of any enterprise depends greatly upon the manager
-you cannot use the pronoun “I” in managing but rather “we” because that will not
happen if as a manager you really check their works.
 The manager must know by heart the reasons why his business or enterprise exists
-you really have to analyze the functions and the reasons why your company/business
exists and typically its not just about thinking but also you really have to know it by
heart because when you know it by heart it will be easier for you to manage it and to
add on this
 The manager should be a good organizer
- the manager should be a good organizer, if you are lost, as a manager you cannot
expect your employees to be organized too they will be distracted, they won’t actually
know what to do.

Effective communication system

Information has four purposes to serve and must answer the questions:

• What are we going to do?

-you are collecting ideas
 • How well are we doing?
-without you knowing there is a problem that is arising so to further avoid such thing to
happen you really have to ask.
• How can we do better?
-there will be different ways on how are you going to do
• Does it serve as an aid to coordination?
-you really have to communicate properly

Qualities of an effective manager

• He studies, analyzes and dissects his job

• He knows how to delegate the administrative details of his job
• He is willing to delegate to and share with his subordinates the credit of a job well done
• He trains and develops his men to prepare them to assume delegated work
-do not assume that they know it
• He knows how to control and plan his time
• He institutes controls for effective performance

Executive functions

Managers do not do the actual work of an organization. His specific functions are:

• To plan
-planning is the job making things happen that otherwise would not occur, you have to
have more than one plan.
• To organize
-organizing a good organizational structure does not guarantee a good performance:
take note “but a poor one makes a good performance impossible”
• To direct
-directing it is actually guiding and overseeing subordinates
• To control
-controlling the process by which an executive gets the performance of his subordinates
to correspond as closely as possible to chosen plans, orders, objectives, or policies.

Executive functions

• LEADERSHIP The process by which an executive imaginatively directs, guides or

influences the work of others in choosing and attaining particular ends
• COORDINATION The process whereby an executive develops and orderly pattern of
group effort among the subordinates and secures unity of action in the pursuit of
common purpose.
• POLICIES General statements, which guide or channel the thinking and action of
members of an organization
-ex. There is a law republic act its actually parallel to the policy but a republic act cannot
actually be considered a policy unless otherwise you have the implementing tools and
regulations you cannot implement the republic act without the IRR.
• PROCEDURES Are reflection of policy. Involves the selection of a course of an action
and applied to future activities. Detailed the manner in which a certain activity must be
accomplished

Order

A specific message conveyed by a leader to a follower for the purpose of influencing the
follower to take desired action

• VERBAL ORDER
• WRITTEN ORDER
-to further add in this can also be considered when you are coating general instructions
on higher authority or when record is desirable perhaps the order may needs to be
referred “to” in the future.
 Four distinct categories
 • A request
-you should use a request whenever you want a specific actions from the people, such
as anyone is interested in his work, someone who welcomes responsibility, someone
who is interested in advancement or a group of experienced personnel with good moral
or someone whose initiative you want to develop.
• A suggestion
• Asking for volunteers
-these are jobs that are dangerous or that is disagreeable for extra heavy work this can
also be for jobs that require overtime or when you want a skilled worker to do a special
unskilled job.
• A direct order / command

-in case of danger or extreme urgency, careless worker

 THE WAY AN ORDER IS PHRASED MAKES A LOT OF DIFFERENCE

• Make an order clear
-phase it in simple terms and repeat anything that might be forgotten or misunderstood
• Make an order complete
-answer all the qustions
• Make an order concise
-to make it short enough to the receiver to be able to repeat it to prove that he received
it fully
• Make an order acceptable
-to ensure that the receiver will readily act on the order as he sees it justified, practical,
tactful, challenging, and accompanied by sufficient authority.

Discipline

Is a means that management uses to bring employees behavior under control

Principles of discipline

• Disciplinary action should not be taken unless there is an obvious necessity for it
-for minimal action not actually damaging no need for you to have it as person you
know what is right or wrong
• The reasons for disciplinary action should be made clear
-what is the reason why you gave that particular person a sanction or a memo
• Give the man a chance to present his side of the story and do not argue
-listen first
• There should be no favoritism or discrimination in any disciplinary action
• Reprimand should be given as soon as possible after the occurrence of the act. Right
timing is important, but first have all the facts
-do not bring up the past
• Forgive and forget. When a disciplinary action has been given, the supervisor should
resume a normal attitude toward the offending employee
• Never discipline anyone in the presence of others
• The discipline that is inflicted must be just, but sufficiently severe to meet the
requirements of the situation
• Disciplinary measure should be applied by the immediate superior of the employee
affected, rather than by some other higher executive
• Negative disciplinary action cannot be successfully applied to large group of employees
representing a substantial portion of one’s organization
• The discipline that is inflicted must be just, but sufficiently severe to meet the
requirements of the situation
• In determining the nature and degree of disciplinary action that is made necessary by
some improper act of an employee, the intent should be considered
• Discipline should be constructive. It should show the offender how to correct his errors
and leave him willing and anxious to improve rather than feel bitter and resentful
 • Except in cases of extremely serious offenses, no disciplinary action should be permitted
to take place until the supervisor has actually talked over with the employee
• Discipline should not be administered on an entirely routine basis. Each case should be
treated individually. You cannot discipline a group to teach a few offenders
• Maintain a constant and sincere interest in your people’s welfare on and off the job.
This reduces the need for disciplining to a minimum
• Motivation is the secret of good discipline. When a man is sufficiently motivated,
discipline will take care itself

Construction

• Infrastructure can be defined as the basic facilities and installation needed for the
functioning of the society
• Construction is typically carried out as project
• A temporary endeavor undertaken to create a unique product
-definite end day
• Construction is a process that consists of the building or assembling of infrastructure
 Construction Project includes all material and work necessary for the
construction of a finished structure for occupancy by End Customer.
• Site preparation
• Foundation
• Mechanical
• Electrical work
• Any other work necessary to complete the project
• Large scale construction is a feat of human multitasking
• Managed by a Project Manager
 Supervised by:
• Construction Manager
• Design Engineer
• Construction Engineer
• Project Architect
• For the successful execution of project, effective planning is essential.
 Considerations involves:
• Environmental Impact
• Scheduling
• Budgeting
• Construction site safety
• Availability of building materials
• Construction Delays
• Bidding
 Types of construction
• New Construction
-from the start/scratch
• Rehabilitation
-it is the act of restoring something to its original state
• Retrofitting
-making changes to an existing building to protect it from flooding or other
hazard such as high winds or earthquake. Addition of new technology to an old
structure. The old structure can be vulnerable. Modification of an existing
structure to make them more resistant to seismic activity. Seismic strengthening
• Maintenance
-to avoid further damage on the structure.
• Repair
-to bring back the architectural shape of the building so that all services start
working again.
• Residential
• Building
 • Institutional and Commercial
• Industrial
• Specialized Industrial Constructions
• Highway Construction
• Heavy Construction

Construction project participants

• Owner
• Designer
• General contractor/ Prime contractor/Contractor
• Specialty contractor/Subcontractor
• Government agencies
• Community
• Insurance Companies
• Banks

Construction process

 STEPS IN PROJECT DEVELOPMENT PROCESS:

• Recognizing the need for the project
• Determining the technical and financial feasibility of the project
• Preparing detailed plans, specifications and cost estimates for the project
• Obtaining approval from regulatory agencies. This involves ascertaining compliance
with zoning regulations, building codes and environmental and other regulations
 THE PRINCIPAL METHODS BY WHICH FACIILITIES ARE CONSTRUCTED
ARE:
• Construction employing an owner construction force
• Owner management of construction
• Construction by a general contractor
• Construction using a design/build contact
• Construction utilizing a construction management contract

Codes and regulations

• Building Codes -provides minimum design and construction standards for structural
and fire safety
• Zoning Regulations -Controls land use, limit the size, type and density of structures
that may be erected at a particular location
• Environmental Regulations -Protect the public and environment by controlling such
factors as water usage, vehicular traffic, precipitation runoff, waste disposal and
preservation of natural resources
• Safety Regulations -Designed to protect both construction workers and the public

State of the industry

• Construction Productivity
• Reducing Construction Cost
 Good working planning
 Carefully selecting and training workers and managers
 Efficient scheduling labor, materials and equipment
 Properly organizing work
 Using laborsaving techniques such as prefabrication and preassembly
 Minimizing rework through timely quality control
 Preventing accidents through good safety procedure

Management

Elements
 • Refer to the contractual arrangement under which firm supplies construction
management services to an owner
• Refers to the act of managing the construction process

Quality management

• Ensuring that all elements of the work have an equal chance of being included in test
samples
• Verifying that test samples taken by the contractor and by other parties come from the
same population
• Analyzing the variations in the test results of material and processes sampled
• Establishing acceptable levels of variation in sample results
• Developing a payment schedule which rewards or penalizes the contractor depending on
the level of quality attained in the construction product

Poor construction

• Project delays that increase labor and equipment cost and the cost of borrowed funds
• High material costs caused by poor purchasing procedures, inefficient handling and/or
loss
• Increased subcontractor cost and poor contractor – subcontractor relations
• High insurance costs resulting from material and equipment loss or damage or a poor
safety record
• Low profit margin or a loss on construction volume

Career

• Unskilled and Semi-Skilled

 General site labor with little or no construction qualifications
-laborers, helpers, mason carpenter
• Skilled
 On-site managers who possesses extensive knowledge and experience in their craft
or profession
-typically mason the painter, electrician in between semi-skilled and skilled
• Technical and Management
 Personnel with the greatest educational qualifications, usually graduate degrees
trained to design, manage and instruct the construction process

Planning and scheduling

• Planning must be done in order to perform any function with a minimum of wasted time
and effort
• Schedule is nothing more than time - phased plan
• Schedules are used as guides during the performance of an operation in order to
control the pace of activities and to permit completion of the operation at the desired or
required time
• Principal uses for schedules
 Before Starting
 Provides an estimate of the time required for each portion of the
project as well as for the total project
 Establishes the planned rate of progress
 Forms the basis for managers to issue instructions to subordinates
 Establishes the planned sequence for the use of personnel, materials,
machines and money
 During Construction
 Enables the manager to prepare a checklist of key dates, activities,
resources and so on.
 Provides a means for evaluating the effect of changes and delays
 Serves as the basis for evaluating progress
 Aids in the coordination of resources
• After Completion of Construction
 Permits a review and analysis of the project as actually carried out
 Provides historical data for improving future planning and estimating