HND in Qs & Be Management Principles & Applications-Assignment 01

HND in QS & BE
Management principles & Applications-Assignment 01
1.0 Introduction
Combined fields of policy and administration and the people who provide the decisions and supervision necessary to implement the owners business objectives and achieve stability and growth. The formulation of policy requires analysis of all factors having an effect on short- and long-term profits. The administration of policies is carried out by the chief executive officer, his or her immediate staff, and everybody else who possesses authority delegated by people with supervisory responsibility. Thus the size of management can range from one person in a small organization to multilayered management hierarchies in large, complex organizations. The top members of management, called senior management, report to the owners of a firm; in large corporations, the chairman of the board, the president, and sometimes other key senior officers report to the board of directors, comprising elected representatives of the owning stockholders. The application of scientific principles to decision-making is called management science.
M.H.MaheshMadushanka.
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1) Define three establish definitions for Management and explain the principles of processes of Management. Management has been defined by different authors in a number of ways. Some call it a process of managing. Some call it a coordination of resources, some call it body of personnel challenged in the task of managing while others call it as an organized distinct discipline. The following are some of the main definitions of management: Henry foyal, the father of principles of Management- To manage is to forecast, to plan, to Organize, to Command coordinate and to Control. 1. 2. Prevoyance. (Forecast & Plan). Examining the future and drawing up a plan of action. The elements of strategy. To organize. Build up the structure, both material and human, of the undertaking. To command. Maintain the activity among the personnel. To coordinate. Binding together, unifying and harmonizing all activity and
3. 4. effort. 5. To control. Seeing that everything occurs in conformity with established rule and expressed command. His 14 principles are:
Division of work - specialization provides the individual to build up experience, continuous improvement in skills, and thereby be more productive. Authority - the right to issue commands, along with which must go the balanced responsibility for its function Discipline - which is two-sided, for employees only obey orders if management play their part by providing good leadership. Unity of Command - each worker should have only one boss with no other conflicting lines of command. Unity of direction - people engaged in the same kind of activities must have the same objectives in a single plan
Subordination of individual interest to general interest - management must see that the goals of the firms are always paramount.
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Remuneration - payment is an important motivator although by analyzing a number of possibilities, Fayol points out that there is no such thing as a perfect system Centralisation or decentralisation - this is a matter of degree depending on the condition of the business and the quality of its personnel Scalar chain (line of Authority) - a hierarchy is necessary for unity of direction but lateral communication is also fundamental as long as superiors know that such communication is taking place. Order- both material order and social order are necessary. The former minimizes lost time and useless handling of materials. The latter is achieved through organization and selection. Equity - in running a business a 'combination of kindliness and justice' is needed in treating employees if equity is to be achieved. Stability of tenure - this is essential due to the time and expense involved in training good management. Initiative - allowing all personnel to show their initiative in some way is a source of strength for the organization even though it may well involve a sacrifice of 'personal vanity' on the part of many managers Esprit de corps - management must foster the morale of its employees. He further suggests that, "real talent is needed to coordinate effort, encourage keenness, use each persons abilities, and rewards each one's merit without arousing possible jealousies and disturbing harmonious relations." Harmony and pulling together among personnel. (Marino.v, October 2007." 14 Principles of Management - Henri Fayol")
E.F.L. Brech in his principles and practices of Management defined Management as, A social process entailing responsibility for the effective and economical planning and regulations of a given purpose or task, such responsibility involving. a. Judgment and decision in determining plans and in using data to control performance. b. The guidance integration, motivation and supervision of personnel. Management is the process of achieving organizational goals by engaging in the four major function of planning, Organizing, Leading and controlling by co-ordination of Human, Material, Technological and financial resources.
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Management is concerned with planning, Organizing, Leading and Controlling from this it is clear that the management is an on going activity which efficiently achieves the predecided goals of the firm. The main object of any business organization is to convert the available resources into desirable products or services. This requires the effective and efficient use of resources to get the maximum productivity. To achieve maximum productivity it requires ability to plan, effective organizing, leadership qualities and administrative or controlling skills.
More definition for management:According the Kimball-management may be broadly defined as the art of applying the economic principles that underlie the control of men and materials in the enterprise under consideration. According to Koontz, "Management is the art of getting things done through and with people in formally organized groups." According to Theo haimann, "Management is the function of getting things done through people and directing the efforts of individuals towards a common objective." According to Sisks, "Management is the process of working of with and other to effectively achieve organizational objectives by efficiently using limited resources in changing environment."
(Sharmaa.G, 2009.Definition, Meaning and characteristics of Management.)
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Principles of processes of ManagementPlanning Planning is the most fundamental and the most pervasive of all management functions. if people working in groups have to perform effectively, they should know in advance what is to be done. Planning is concerned with what, how, and when of performance. It is deciding in the present about the future objectives and the courses of action for their achievement. It thus involves: a) Determination of long and short-rang objectives. b) Development of strategies and courses of actions to be followed for the achievement of these objectives, and c) Formulation of policies, procedures, and rules, etc., for the implementation of strategies, and plans. The organizational objectives are set by top management in the context of its basic purpose and mission, environmental factors, business forecasts, and available and potential resources. These objectives are both long-range as well as short range. They are divided into divisional, departmental, sectional and individual objectives or goals. This is followed by the development of strategies and courses of action to be followed at various levels of management and in various segments of the organization. Policies, procedures and rules provided the framework of decisions. Every manager performs all these planning functions, or contributes to their performance. In some organizations, particularly those which are traditionally managed and the small ones, planning are often not done deliberately and systematically but it is still done. The plans may be in the minds of their managers rather than explicitly and precisely spelt out; they may be fuzzy rather than clear but they are always there. Planning is thus the most basic function of management. It is performed in all kinds of organizations by all managers at all levels of hierarchy.
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Organizing Organizing involves identification of activities required for the achievement of enterprise objectives and implementation of plans; grouping of activities into jobs; assignment of these jobs and activities to departments and individuals; delegation of responsibility and authority for performance, and provision for vertical and horizontal coordination of activities. Every manager has to decide what activities have to be undertaken in his department or section for the achievement of the goals entrusted to him. Having identified the activities, he has to group identical or similar activities in order to make jobs or groups of activities to his subordinates, delegate authority to them so as to enable them to make decisions and initiate action for undertaking these activities, and provide for coordination between himself and his subordinates, and among his subordinates. Organizing thus involves the following sub-functions: 1. 2. 3. 4. Identification of activities so as to create self-contained jobs. Grouping of activities so as to create self-contained jobs. Assignment of jobs to employees. Delegation of authority so as to enable them to perform their jobs and to command the resources needed for their performance. 5. Establishment of a network of coordinating relationship. Organizing process results in a structure of the organization. It comprises organizational positions, accompanying tasks and responsibilities, and a network of roles and authority responsibility relationships. Organizing is thus the basic process of combining and integrating human, physical and financial resources in productive interrelationships for the achievement of enterprise objectives. It aims at combining employees and interrelated tasks in an orderly manner so that organizational work is performed in a coordinated manner, and all efforts and activities pull together in the direction of organizational goals.
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Staffing Staffing is a continuous and vital function of management. After the objectives have been determined, strategies, policies, programmers, procedures and rules formulated for their achievement, activities for the implementation of strategies, policies, programs, etc., identified and grouped into jobs, next logical step in the management process is to procure suitable personnel for manning the jobs. Since the efficiency and effectiveness of an organization significantly depends on the quality of its personnel, and since it is one of the primary functions of management to acquire qualified and trained people to fill various positions, staffing has been recognized as a distinct function of management. It comprises several sub-functions: 1. Manpower planning involving determination of the number and the kind of personnel required. 2. Recruitment for attracting suitable number of potential employees to seek jobs in the enterprise concerned. 3. Selection of the most suitable persons for the jobs under consideration. 4. Placement, induction and orientation. 5. Transfers, promotions, termination and layoff. 6. Training and development of employees. As the importance of human factor in organizational effectiveness is being increasingly recognized, staffing is gaining acceptance as a distinct function of management. It need hardly be emphasized that no organization can ever be better than its people, and managers must perform the staffing function with as much concern as any other function.
Directing Directing is the function of leading the employees to perform efficiently and effectively, and contribute their optimum to the achievement of organizational objectives. Jobs assigned to subordinates have to be explained and clarified, they have to be provided guidance in job performance and supervised, and they are to be motivated to contribute their optimum performance with zeal and enthusiasm. The function of directing thus involves the following sub-functions: 1. Communications 2. Motivation 3. Leadership
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Coordinating Coordinating is the function of establishing such as relationships among various parts of the organization that they all together pull in the direction of organizational objectives. It is thus the process of tying together all the organizational decisions, operations, activities and efforts so as to achieve unity of action for the accomplishment of organizational objectives. Coordination, as a management function, involves the following sub-functions: 1. 2. 3. 4. 5. Clear definition of authority-responsibility relationships Unity of direction Unity of command Effective communication Effective leadership
Controlling Controlling is the function of ensuring that the divisional, departmental, sectional and individual performances are consistent with the predetermined objectives and goals. Deviations from objectives and plans have to be identified and investigated, and corrective action taken. Deviations from plans and objectives provide feedback to managers, and all other management processes including planning, organizing, staffing, directing and coordinating are continuously reviewed and modified, where necessary. Controlling implies that objectives, goals and standards of performance exist and are known to employees and their superiors. It also implies a flexible and dynamic organization which will permit changes in objectives, plans, programmers, strategies, policies, organizational design, staffing policies and practices, leadership style, communication system, etc., for it is not uncommon that employees failure to achieve predetermined standards id due to defects or shortcoming in any one or more of the above dimensions of management. Thus, controlling involves the following sub-functions: 1. Measurement of performance against predetermined goals 2. identification of deviations from these goals 3. corrective action to rectify deviations It may be pointed out that although management functions have been discussed in aparticular sequence-planning, organizing, staffing, directing, coordinating and controlling.
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Functions of Management (summary) 1. Planning: a. Identifying the goals to achieve. b. Exploring the actions to achieve set goals. c. Evaluation of the actions taken. d. Selection of the best action that can reach goal feasibly. Elements of planning: Forecast Objectives Policies Strategies Programs Procedures Schedules Budgets
2. Organizing a. Grouping similar tasks b. Assignment of task to different departments c. Creation of job position d. Establishing fair relationship e. Re organized grouped tasks 3. Staffing a. Recruitment b. Selection c. Placement d. Training and Development e. Performance Appraisal f. Promotion and compensation g. Career planning. 4. Directing: a. Leading b. Motivating c. Communicating
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5. Coordinating 6. Controlling: a. Measurement of employee performance b. Compare actual performance with standard c. Taking follow up actions
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2) Explain how leadership style of the Manager help to motivate individuals and groups, by highlighting different types of Leadership styles and Various type of Motivational Techniques available to Motivate individuals and Groups.
Leadership development is vital because organizations take on the personality of their leaders. Leadership training and development can maximize productivity, shape a positive culture and promote harmony. To achieve this, key people must lead individuals and teams using an appropriate leadership style.
In the past several decades, management experts have undergone a revolution in how they define leadership and what their attitudes are toward it. They have gone from a very classical autocratic approach to a very creative, participative approach. Somewhere along the line, it was determined that not everything old was bad and not everything new was good. Rather, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. Four of the most basic leadership styles are: Autocratic Bureaucratic Delegative or free reign (Laissez-faire) Participative or Democratic This article will briefly define each style and describe the situations in which each one might be used. Autocratic Leadership Style This is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. This leadership style has been greatly criticized during the past 30 years. Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. Certainly Gen X employees have proven to be highly resistant to this management style. These studies say that autocratic leaders: Rely on threats and punishment to influence employees Do not trust employees Do not allow for employee input
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Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use. These situations can include: New, untrained employees who do not know which tasks to perform or which procedures to follow Effective supervision can be provided only through detailed orders and instructions Employees do not respond to any other leadership style There are high-volume production needs on a daily basis There is limited time in which to make a decision A manager's power is challenged by an employee The area was poorly managed Work needs to be coordinated with another department or organization The autocratic leadership style should not be used when: Employees become tense, fearful, or resentful Employees expect to have their opinions heard Employees begin depending on their manager to make all their decisions There is low employee morale, high turnover and absenteeism and work stoppage Bureaucratic Leadership Style Bureaucratic leadership is where the manager manages "by the book everything must be done according to procedure or policy. If it isn't covered by the book, the manager refers to the next level above him or her. This manager is really more of a police officer than a leader. He or she enforces the rules. This style can be effective when: Employees are performing routine tasks over and over. Employees need to understand certain standards or procedures. Employees are working with dangerous or delicate equipment that requires a definite set of procedures to operate. Safety or security training is being conducted. Employees are performing tasks that require handling cash. This style is ineffective when: Work habits forms that are hard to break, especially if they are no longer useful. Employees lose their interest in theirjobsand in their fellow workers. Employees do only what is expected of them and no more.
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Participative or Democratic Leadership Style The democratic leadership style is also called the participative style as it encourages employees to be a part of the decision making. The democratic manager keeps his or her employees informed about everything that affects their work and shares decision making and problem solving responsibilities. This style requires the leader to be a coach who has the final say, but gathers information from staff members before making a decision. Democratic leadership can produce high quality and high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale. Typically the democratic leader: Develops plans to help employees evaluate their own performance Allows employees to establish goals Encourages employees to grow on the job and be promoted Recognizes and encourages achievement. Like the other styles, the democratic style is not always appropriate. It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems. The democratic leadership style is most effective when: The leader wants to keep employees informed about matters that affect them. The leader wants employees to share in decision-making and problem-solving duties. The leader wants to provide opportunities for employees to develop a high sense of personal growth and job satisfaction. There is a large or complex problem that requires lots of input to solve. Changes must be made or problems solved that affect employees or groups of employees. You want to encourage team building and participation. Democratic leadership should not be used when: There is not enough time to get everyone's input. It's easier and more cost-effective for the manager to make the decision. The business can't afford mistakes. The manager feels threatened by this type of leadership. Employee safety is a critical concern.
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Delegative or free reign (Laissez-faire) Leadership Style The laissez-faire leadership style is also known as the "hands-off style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own. This is an effective style to use when: Employees are highly skilled, experienced, and educated. Employees have pride in their work and the drive to do it successfully on their own. Outside experts, such as staff specialists or consultants are being used Employees are trustworthy and experienced. This style should not be used when: It makes employees feel insecure at the unavailability of a manager. The manager cannot provide regular feedback to let employees know how well they are doing. Managers are unable to thank employees for their good work. The manager doesn't understand his or her responsibilities and is hoping the employees can cover for him or her.
Varying Leadership Style While the proper leadership style depends on the situation, there are three other factors that also influence which leadership style to use. 1. The manager's personal background. What personality, knowledge, values, ethics, and experiences does the manager have, what does he or she think will work? 2. The employees being supervised. Employees are individuals with different personalities and backgrounds. The leadership style managers use will vary depending upon the individual employee and what he or she will respond best to. 3The traditions, values, philosophy, and concerns of the company will influence how a manager acts. A good leader uses all styles, depending on what forces are involved between the followers, the leader and situation. Leadership is influencing the people-by providing purpose, direction, and motivationwhile operating to accomplish the mission and improving the organization.
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The Leadership Style Inventory identifies four basic styles: commanding, logical, inspirational, and supportive. It also describes combinations of basic styles called patterns. These patterns help to describe the complexity behind leader behavior and competence for radical change. 1. Commanding leadership style Focus on performance. Short-term goal orientation. Highly productive and results oriented. Learn through own successes and failures. 2. Logical leadership style: Insistence on covering all alternatives. Long-term goal orientation. Use of analysis and questioning. Learn by reasoning through things. Effective when the goal is strategy development . 3. Inspirational leadership style: Development of meaningful visions for the future from focusing on radically new ideas. Learn by experimentation. High level of concern for assuring cohesiveness of members of the organization. Encouragement of others to follow the vision. Satisfaction of curiosity by finding radically new solutions. 4. Supportive leadership style: Concern with consensus. Emphasis on openness. Operate more as facilitators than directors. Learn by observing outcomes and how others react to decisions.
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Motivation Motivation is one of the most frequently used words in psychology. It refers to the factors which move or activate the organism. We infer the presence of motivation when we see that people work toward certain goals. For example, we might observe that a student works hard at almost every task that comes to him/her; from this we infer that the person has motive to achieve. Motives also help us make predictions about behaviour. We may tell what a person will do in future. Motives may not tell exactly what will happen but they give us an idea about the range of activities a person will do. Thus a person with a need to achieve in academics will work hard in school, an individual with a strong need to excel in sports will put in a lot of hard work in that field; similarly in business and in many other situations. Motivational techniques Motivational techniques have been experienced by every person from birth. We learn behavior through motivation. We live our whole lives because of motivation. The question that remains however is this: What motivation should a person have? This is important because our motivation decides our behavior. Some types of motivation are more effective than others. However, the perfect motivation for you can only be decided by one person It can often be a daunting task studying for an exam, interview, or other similar purpose regardless of the specific subject that an individual is studying. This means that in order for an individual to study effectively it is essential for an individual to stay motivated. This allows the individual to work through the material and complete the tasks that the individual has set out to complete. However, the more complicated, difficult, unpleasant, and/or uninteresting the task, the harder it is for an individual to stay motivated. As a result, it is important for an individual to be able to identify the various rewards that he or she can obtain by completing a particular task. This may sound simple, but it can often be difficult to identify the exact reason that an individual should complete a particular task especially if that task is related to completing a large long-term goal. This is because a particular task may not have a direct reward such as receiving a license, a job, or passing a class, but may instead have a reward that is harder for the individual to define. Therefore, the simplest way for an individual to find a reason to complete a specific task is to understand that there are actually two types of motivation. The first type of motivation is referred to as extrinsic motivation, which refers to the desire to perform a task for all of the rewards that an individual receives from the outside world such as more money, a better job, a good grade on an exam, or anything else that the individual receives from someone or something else. The second type of motivation, which can sometimes be harder for an individual to acknowledge, is intrinsic motivation. Intrinsic motivation refers to the desire to perform a task for all of the intangible rewards that the individual receives from himself or herself such as the satisfaction of
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completing a task, the joy of achieving a goal, the gratification of learning something new that the individual wanted to learn, or the pride associated with living up to one's own values. Intrinsic motivation may not offer the same physical rewards that are often associated with extrinsic motivation such as money or good grades, but it can still be a powerful motivational tool for individuals that are attempting to achieve a smaller goal with no apparent extrinsic reward. Components of Motivation There are three major components to motivation: activation, persistence and intensity. Activation involves the decision to initiate a behavior, such as enrolling in a psychology class. Persistence is the continued effort toward a goal even though obstacles may exist, such as taking more psychology courses in order to earn a degree although it requires a significant investment of time, energy and resources. Finally, intensity can be seen in the concentration and vigor that goes into pursuing a goal. For example, one student might coast by without much effort, while another student will study regularly, participate in discussions and take advantage of research opportunities outside of class. What is motivation? Many people know motivation as the driving force behind an action. This is probably the simplest explanation about motivation. Motivation can be considered the state of having encouragement to do something. Why do people do what they do? Why do we go on every day, living our lives and trying to find justification for our existence? Some people think that they can find purpose in the things that motivate them. Others just see the motivation and react automatically. There is no one thing that motivates people to perform certain actions. People are different, so it follows that their motivations have to be different. Here are some types of motivation: 1) Achievement This is the motivation of a person to attain goals. The longing for achievement is inherent in every man, but not all persons look to achievement as their motivation. They are motivated by a goal. In order to attain that goal, they are willing to go as far as possible. The complexity of the goal is determined by a person's perception. To us, the terms "simple" and "complex" are purely relative. What one person thinks is an easy goal to accomplish may seem to be impossible to another person. However, if your motivation is achievement, you will find that your goals will grow increasingly complex as time goes by.
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2) Socialization Some people consider socialization to be their main motivation for actions. This is especially evident in the situation of peer pressure. Some people are willing to do anything to be treated as an equal within a group structure. The idea of being accepted among a group of people is their motivation for doing certain things. 3) Incentive motivation This motivation involves rewards. People who believe that they will receive rewards for doing something are motivated to do everything they can to reach a certain goal. While achievement motivation is focused on the goal itself, incentive motivation is driven by the fact that the goal will give people benefits. Incentive motivation is used in companies through bonuses and other types of compensation for additional work. By offering incentives, companies hope to raise productivity and motivate their employees to work harder. 4) Fear motivation When incentives do not work, people often turn to fear and punishment as the next tools. Fear motivation involves pointing out various consequences if someone does not follow a set of prescribed behavior. This is often seen in companies as working hand-in-hand with incentive motivation. Workers are often faced with a reward and punishment system, wherein they are given incentives if they accomplish a certain goal, but they are given punishments when they disobey certain policies. 5) Change motivation Sometimes people do things just to bring about changes within their immediate environment. Change motivation is often the cause of true progress. People just become tired of how things are and thus, think of ways to improve it. (Different Types of Motivation, 2010)
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3) Explain the main markets, Activities and services provided by the construction and built Environment sector.
Main markets Each organization coexists with its competitors in four market places. They are: 1. The customer market In which customers and potential markets exist
2. The ownership market In which investors buy and sell shares on their judgment of a companys future profitability.
3. The supply market This is the market which consists of loan capital, fixed assets, supplies and consumables.
4. Labor market This is the market which supplies workers. These markets exist within an environment which contains thousands of companies. Markets affect the operations of a business organization because they are influence by: Economy Legislations Technology Ecology/Pollution Public Attitude towards the business
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Construction Markets include: Housing Industrial Commercial Repairs and Maintenance Demolitions Civil Engineering Housing These types of construction market which specific to the construction of houses,bungalows,flats or apartment complexes. Housing can range from individual properties to multi-million Rupee housing developments. These are being funded either by Private or Public Sector.
Industrial This type deals with the construction of buildings to house companies carry out the manufacturing of goods. Development of this type is usually carried out by private sector to either to house their own companies. Some Governments may encourage development in certain areas (e.g.: Free trade Zones) , where it would be most beneficial to the local economy and have the least damaging impact on the local environment.
Commercial This type of construction market which specific to the construction of buildings for retail offices, office purposes, shopping malls, etc.Current trends is to locate such type of construction projects on the edge of towns or next to residential development areas providing ease of access and lowering traffic congestion within town centers.
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Repairs and Maintenance As clients intend to develop and manage the completed project, provision will have to be put in place for repairs and maintenance of the buildings after completion.Over a time a building will degenerate due to wear and tear or the effects of the climate, vibration and vandalism.In order to retain the buildings usefulness and functionality, it is important that repair and maintenance is carried out regularly, to ensure the comfort and safety of its users.
Civil Engineering Civil Engineering encompasses to a large extent the branch of construction dealing specifically with infrastructure projects such as Roads, Dams, Tunnels large scale building operations such as Bridges.
Activities
Trading activity of a Business Organization consists of three core functions. They are: Buying The acquisition of materials and resources for use in the business Making: Changing The state of the materials and resources by adding value Selling The disposal of made products.
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Subsidiary activity within the business includes: Management & Control This provide the direction for the business including
Planning,Organizing,Coordinating,and Controlling Administrative This provides the functions and systems supporting the organization and all communications The success of a Business Organization is defined by profits it generates. It depends on how efficiently the Business is managed.
Services
Imagine yourself in the most fabulous building in the world. Now take away the lighting, heating and ventilation, the lifts and escalators, acoustics, plumbing, power supply and energy management systems, the security and safety systems...and you are left with a cold, dark, uninhabitable shell. Everything inside a building which makes it safe and comfortable to be in comes under the title of 'Building services'. A building must do what it was designed to do - not just provide shelter but also be an environment where people can live, work and achieve. Building services are what makes a building come to life. They include: energy supply - gas , electricity and renewable sources heating and air conditioning water , drainage and plumbing natural and artificial lighting, and building facades escalators and lifts ventilation and refrigeration communication lines, telephones and IT networks security and alarm systems fire detection and protection
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Water supply and waste water system
Hot and Cold water Systems in buildings are used for washing, cooking, cleaning and other specialized. Cold water for buildings is also known as potable water. Non potable water is not for drinking or cooking. Treated water then supplied to city dwellers by using Water Mains. Water Mains can be divided in to THREE categories. They are: Trunk Mains: Which carry water from the Treatment Plant to a district without supplying consumers in route. Secondary Mains: The Distribution Mains, fed from a Trunk Main and supplying the consumers connection in the district. Service Pipes: The branch supplies from secondary mains that serve individual premises. Cold water plumbing system. Cold water storage is an essential requirement in a dwelling to meet the 24hour demand. The consumption of cold water depends on the things done with water and the need of the customer satisfaction. Depending on above parameters the size of the storage tank can be calculated. If the head of water in the mains is not sufficient to supply water the top floors of high rise buildings, then it will probably be necessary to pump water to the top of the building. This known as Pressure Boosting. To boost pressure Booster Pumps are used.
Hot water plumbing system.
Hot water is used for washing & cooking. Therefore required temperature should be around 45C degrees. Water Heaters or Boilers are used to produce hot water in domestic and commercial buildings. Hot Water System may divide into two main categories. They are: 1. Local System 2. Centralized System.
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Waste water system Wastewater is any water that has been adversely affected in quality. It comprises liquid waste discharged by domestic residences, commercial properties, industry, or agriculture and can encompass a wide range of potential contaminants from different sources. Sewage is waste water contaminated with feces or urine. A system of sewer pipe collects all the sewage and takes it for disposal or treatment. In modern Plumbing DWV is a system that removes Sewage and Grey Water from a building and vents the gasses produced by said waste. Waste is produced in Fixtures such as WCs, Wash Basins, Sinks, and Showers and exists the fixture through Traps which always contains water. All such fixtures must contain Traps to prevent gases from backing up into the building. Through Traps all fixtures are connected to Waste Line., inturn take waste to a Soil .Stack, or Soil Vent Pipe which extends from Building Drain at the lowest point up to and out of roof level. Waste is removed from the building through the building drain and taken to sewage Line which leads to a Septic Tank or Public Sewer. Vent provides a means to release sewer gases out side instead of inside building. (Rajakaruna, G, 13th June 2011, water supply & waste water system)
In this manner the waste water coming from the office, factory, warehouse, canteen and the residential houses can be sent out in a proper way to a water treatment plant and purified and then can be used to fulfill some of the need in the land.
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Electricity on building sites
A supply of electricity is usually required on construction sites to provide lighting to the various units of accommodation and many also be needed to provide the power to drive small and large items of plant. Two sources of electrical supply to the site are possible namely, 1.) Portable self-powered generators. 2.) Metered supply from the local area electricity board. Since a supply of electricity is invariably required in the structure the second source is usually adopted because it is generally possible to tap off the permanent supply cable to the proposed development for construction, thus saving the cost of laying a temporary supply cable to the site. Electrical distribution cables contain three line wire and one neutral which can give either a 415v three phase supply or a 240v single phase supply. The recommended voltages for use on construction sites are as follows
415v Three phase Supply to transformer unit, heavy plant such as cranes and moveable plant fed via a trailing cable hoists and plant powered by electric motors in excess of a 2Kw rating. 230v-240v single phase Supply to transformer unit. Supply to distribution unit. Installations in site accommodation buildings. Fixed floodlighting. Small static machines. ( Chudly.R, 1998.Construction technology.)
Two phase current is needed only for the domestic building and the canteen and three phases current is essential for the office, factory and the warehouse in this industrial estate. (Fernando .R,4th July 2011,electrical systems installation)
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Air condition system Air conditioning is used to cool products or a building environment. The air conditioning system transfers heat from a cooler low-energy reservoir to a warmer high-energy reservoir Functions of an Air Conditioner, Control the Temperature Control the Humidity Cleaning and Filtering of Air Distributing the Air Uniformly
Air-conditioning load estimation, The cooling load to maintain steady temperature and humidity in a conditioned space will have four components: Heat leakage through the fabric by conduction from warmer surroundings Heat gain by radiation through transparent surfaces usually solar but occasionally by other means (radiant heat from a process, such as furnaces) Heat gain by forced or natural convection air infiltration and fresh air supply Internal heat sources lights, people, machines, etc.
Types of Air Conditioners Window and through-the-wall air conditioners
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Central air conditioners Air conditioning system which uses ducts to distribute cooled and/or dehumidified air to typically more than one room, or uses pipes to distribute chilled water to heat exchangers. Split System Packaged System
Split System The condenser and compressor are located in an outdoor unit; the evaporator is mounted in the air handling unit.
Packaged System All components are located in a single outdoor unit that may be located on the ground or roof. (Gunathilake, M, 20th July 2011, Heating ventilation & air condition system)
An AC system is not essential for factory, warehouse and residential unit. But if it is need to the residential unit we can apply Split System AC machine. Packaged AC System can only be used for the office building.
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. Telephone connection system A telecommunication system that allows interconnecting with the buildings in this estate should be established.
Mechanical circulation systemInstallation of a mechanical circulation system to a building helps the residents and the users of the building as well as the transportation of goods. These systems are used to transport goods and people from one place to another or from one floor to a floor above or below. This does a great job in transportation of large equipment. Mentioned below are certain types of circulation systems.
Roping system lift
Oil-hydraulic lift
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Escalators
Travelators
Security systems -
Intruder alarms have developed from a very limited specialist element of electrical installation work in high security buildings to the much wider market of schools, shops, offices, housing, etc. This is largely a result of the economics of sophisticated technology surpassing the efficiency of manual security. It is also a response to the increase in burglaries at a domestic level. Alarm components are an alarm bell or siren activated through a programmer from switches or activators. Power is from mains electricity with a battery back-up. Extended links can also be established with the local police, a security company and the facility manager's central control by telecommunication connection. Selection of switches to effect the alarm will depend on the building purpose, the extent of security specified, the building location and the construction features. Popular applications include: o o o o o o o o Micro-switch Magnetic reed Radio sensor Pressure mat Taut wiring Window strip Acoustic detector Vibration, impact or inertia detector
The alternative, which may also be integrated with switch systems, is space protection. This category of detectors includes: o o o o Ultrasonic Microwave Active infra-red Passive infra-red
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A Fire System Detects the activation of manual or automatic signal initiating devices, such as a pull station or smoke detector then activates the alarm locally and remotely where required. Provides peace of mind to user On premises Away from the premises Helps to reduce insurance costs Warns of an abnormal condition i.e. fire, smoke, high heat, rising temp. Notifies the premise occupants Notifies fire department via central station connection when desired May operate fire safety functions i.e. shut down A/C fans
Input Devices: Initiating Devices Automatic o Smoke Detectors o Heat Detectors Manual o Fire Box (Pull Station)
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4) Explain the roles of the different professions with the Design, Construction and Installation teams.
Architecture A simplistic view of the role is that architects create architectures, and their responsibilities encompass all that is involved in doing so. This would include articulating the architectural vision, conceptualizing and experimenting with alternative architectural approaches, creating models and component and interface specification documents, and validating the architecture against requirements and assumptions. However, any experienced architect knowsthat the role involves not just these technicalactivities, but others that aremore political and strategic in nature on the one hand, and more like those of a consultant, on the other. These activities drive the competencies that the architect needs to be successful. We present a competency framework that helps architects assess areas for their own personal development, and managers in identifying who is a good fit for the architect role.
Civil engineers Civil engineers design and supervise the construction of roads, buildings, airports, tunnels, dams, bridges, and water supply and sewage systems. They must consider many factors in the design process from the construction costs and expected lifetime of a project to government regulations and potential environmental hazards such as earthquakes and hurricanes. Civil engineering, considered one of the oldest engineering disciplines, encompasses many specialties. The major ones are structural, water resources, construction, transportation, and geotechnical engineering. Many civil engineers hold supervisory or administrative positions, from supervisor of a construction site to city engineer. Others may work in design, construction, research, and teaching. Also he can manage construction site.
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Structural Engineer Structural engineering is concerned with the structural design and structural analysis of buildings, bridges, towers, flyovers, tunnels, off shore structures like oil and gas fields in the sea, and other structures. This involves identifying the loads which act upon a structure and the forces and stresses which arise within that structure due to those loads, and then designing the structure to successfully support and resist those loads. The loads can be self weight of the structures, other dead load, live loads, moving (wheel) load, wind load, earthquake load, load from temperature change etc. The structural engineer must design structures to be safe for their users and to successfully fulfill the function they are designed for (to be serviceable). Due to the nature of some loading conditions, sub-disciplines within structural engineering have emerged, including wind engineering and earthquake engineering.
Materials engineers Another aspect of Civil engineering is materials science. Material engineering deals with ceramics such as concrete, mix asphalt concrete, metals Focus around increased strength, metals such as aluminum and steel, and polymers such as polymethylmethacrylate (PMMA) and carbon fibers. Materials engineering also consists of protection and prevention like paints and finishes. Alloying is another aspect of material engineering, combining two different types of metals to produce a stronger metal.
Mechanical engineers The work of mechanical engineers spans a number of different fields and disciplines, with a great deal of the emphasis being on the creation, design, construction, and installation of many of the mechanical devices that make modern life so comfortable. A fully trained mechanical engineer can practice his or her vocation in a number of settings, and provide a wide range of services. One of the more common roles of a mechanical engineer has to do with the design and construction of public buildings. Engineers address a number of aspects that impact the function of a building. The heating, cooling, and ventilation systems are one of the prime examples. The mechanical engineer will ensure that the placement of equipment, the routing of ductwork, and the placing of vents throughout the space will ensure that the occupants of the building will enjoy a comfortable temperature at all times. In some cases, the mechanical engineer may design special systems that work in building designs that are different from the norm
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Electrical engineers Design, develop, test, and supervise the manufacture of electrical equipment. Some of this equipment includes electric motors; machinery controls, lighting, and wiring in buildings; radar and navigation systems; communications systems; and power generation, control, and transmission devices used by electric utilities. Electrical engineers also design the electrical systems of automobiles and aircraft. Although the terms electrical and electronics engineering often are used interchangeably in academia and industry, electrical engineers traditionally have focused on the generation and supply of power, whereas electronics engineers have worked on applications of electricity to control systems or signal processing. Electrical engineers specialize in areas such as power systems engineering or electrical equipment manufacturing.
Quantity Surveyor The role of a quantity surveyor is to manage the costs relating to building projects. This may include new builds, renovations or maintenance work. From early design costs to final figures, quantity surveyors seek to minimize the costs of the project and enhance value for money whilst ensuring that the project meets all legal and quality assurance requirements. Quantity surveyor duties typically include: Conducting feasibility studies to estimate materials, time and labour costs. Preparing, negotiating and analyzing costs for tenders and contracts. Coordination of work effort. Advising on a range of legal and contractual issues. Valuing completed work and arranging for payments.
Health and safety engineers Prevent harm to people and property by applying their knowledge of systems engineering and mechanical, chemical and human performance principles. Using this specialized knowledge, they identify and measure potential hazards, such as the risk of fires or the dangers involved in handling toxic chemicals. They recommend appropriate loss prevention measures according to their probability of harm and potential damage. Health and safety engineers develop procedures and designs to reduce the risk of illness, injury, or damage. Some work in manufacturing industries to ensure that the designs of new products do not create unnecessary hazards. They must be able to anticipate, recognize, and evaluate hazardous conditions, as well as develop hazard control methods.
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Project manager
A project manager is the person who has the overall responsibility for the success of projects. Below is responsibilities list for a project manager.
1. Participate in the planning and formulation of design alternatives and solutions for construction projects. 2. Develop and administer project budgets and fiscal controls, contract and quality control provisions. 3. Perform cost estimating and value engineering; oversee all aspects of day-to-day management of construction projects. 4. Monitor and coordinate work performed by field staff and construction firms; ensuring that project operations are in compliance with design specifications and with state and federal policies and regulations, established performance and delivery criteria, and ensuring that client requirements are being met. 5. Research and prepare reports pertaining to operations, equipment, policies and procedures, and/or other issues. Assistant Project Manager During the construction process, they assist with managing all construction workers. These associates must often meet with contractors and designers for accurate scheduling, staffing, and cost analysis. They often create the progress and budget reports necessary to compute remaining estimates. They work directly with the Project Manager.
Managing Director A managing director is someone who is responsible for the daily operations of a company or organization. In some regions of the world, the term managing director is equivalent to chief executive officer (CEO), referencing the executive head of a company. In other regions, managing directors primarily work as the heads of individual business units within a company, rather than heading up the company as a whole. Whether managing an entire company or just a part of one, managing directors have a number of responsibilities. In the sense of the executive head of a company, a managing director is a member of the board, with voting capacity which can help him or her shape company policies. In addition to belonging to the board, the managing director also handles business operations, from establishing and implementing a business plan to making decisions about the fate of units within the business. Managing directors are held legally responsible for the actions of their companies, and they may also be accountable to shareholders if the company is public.
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Construction Foreman Foremen handle all aspects related to personnel management on site. They make decisions pertaining to production on a daily basis. They may work side by side with laborers, so they must have the capability to manually complete any activity.
Construction Supervisor Supervisors often assume the same basic duties as a foreman. They work closely with the laborers to ensure safety, quality, and timely production. All decisions that arise among workers are directed to these associates.
Surveyor Surveyors study land surfaces, take detailed measurements, and execute accurate tests, which are all necessary for any construction project. They use precise measurements to create detailed calculations necessary for determining property lines and boundaries. They are also needed to determine if sites are capable of supporting the structures that are to be built.
Inspector These professionals may work at one site and follow construction from beginning to end, or travel from one site to the next and monitor progress at different stages. They must be knowledgeable of all zoning laws, community ordinances, and legal codes that are to be maintained by each facility type. If any inconsistencies occur, they must be capable of offering advice to contractors in order to clear any issues. General contractors Take full responsibility for the complete a project, except of specified portions of the work that may be omitted from general contractor. Sub-contractors - Although general contractor may do a major portion of the work with their own crews they often Subcontract some of the specified work to sub-contractors. Specialty sub-contractors They usually do the work of only one trade, such as plumbing, Electrical work, Air conditioning, Aluminum etc. Beyond fitting their work to the own trades
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Skill Labors All other professional skill workers are construction industry included by this category. Carpenters, plumbers, electricians, aluminum workers and etc., Electricians- do both installation and maintenance work on the energy systems of buildings. When working in construction, electricians check their construction drawings to determine where to place equipment, such as circuits and outlets. After finding the proper locations, they install and connect wires to circuit breakers, transformers, outlets, or other components and systems. HVAC installers -install, maintain, and repair heating, ventilation, and air-conditioning systems. HVAC systems vary among buildings, but all are composed of many mechanical, electrical, and electronic components, such as motors, fans, and pumps. Following construction drawings, technicians install heating and air-conditioning systems by putting in fuel and water supply lines, air ducts and vents, pumps, and other components. They may connect electrical wiring to controls and check the unit to confirm that it works properly. Plumbers -working in the construction industry follow detailed construction drawings to install piping in new buildings. To conserve resources, plumbers lay out their materials and fit the piping into the buildings structure. Painters -apply paint, stain, varnish, and other finishes to buildings. When selecting the right paint or finish, they take into account its durability, ease of handling, and method of application. Roofers repair and install roofsusually made from a combination of tar, asphalt, gravel, rubber, thermoplastic, and metalto protect buildings from water damage.
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5) Produce Direct line, Lateral and functional Organization structures and explain staff Relationship, Span of Control, chain of command in relationto centralized and decentralized organization structures and compared with project based organization structures.
In every complex environment, good organization must have following features. Form a Route Mapthrough which the affairs of the enterprise can be planned, directed and controlled. Provides for orderliness in human affairs, which otherwise would almost certainly degenerate in to confusion Enables each member of the organization to understand his or her role, duties and relationships. Help to eliminate both duplication of efforts and unnecessary activity. Provide practical means for the allocation and control of costs, budgets and human resources. Permits the objective measurements of results in terms of achievement of goals, profits and agreed criteria. Facilitate the communication of data and instructions to the people required to take actions. Provide identity and sense of belongings to a group that has a common objective, and thus support the employee morale. Speeds up the response of the business to external events or pressure such as new competitive project and challenges.
Organizational patterns There are a number of different issues to consider when establishing organizational structures such as, Top management desire to exercise close control Size of operations Delivery of projects Quality of middle management Geographical spread
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Following are the more common organizational patterns. 1. 2. 3. 4. 5. Functional organizations Matrix organizations Centralized organizations Decentralized organizations Project based organizations
Functional Organizations
The main advantages of functional organization are that by grouping people together on the basis of their technical and specialist expertise, the organization can facilitate both their utilization and their coordination in the service of the whole enterprise. Functional grouping also provides better opportunities for promotion and career development. The disadvantages are primarily the growth of sectional interests which may conflict with the needs of the organization as a whole, and the difficulties of adapting this form of organization to meet issues such as product diversification or geographical dispersement
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Matrix Organizations
These are relatively new types of structure, which have come about as a result of coordination problems in highly complex industries such as aerospace, where the functional and product types of structure have not been able to meet the demands of the variety of activities and relationships created by the work. A matrix structure usually combines functional forms of structure with a project based structure. Thus, for the purpose of a two year project, for example, one project manager coordinates, and is accountable for then work to be undertaken by the project team, and he is the person who deals with the client. However, although reporting to his own line manager, his functionally involved with one or more functional managers, depending on the complexity and organizational stability. The project manager provides the leadership required to steer the project through during its relatively temporary lifetime. The main features of a matrix structure is that it combines lateral with vertical lines of communication and authority, this has the important advantage of combining the relative stability and efficiency of an hierarchical structure with the flexibility and informality of an organic form of structure. A matrix form focuses on the requirements of the project group, which is indirect contact with the client. It helps to clarify who is responsible for the success of the project.
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There are disadvantages of Matrix structure The potential conflicts that can arise concerning the allocation of resources and the division of authority as between project groups and functional specialists. The relative dilution of functional management responsibilities throughout the organization. The possibility of divided loyalties on the part of members of project teams in relation to their own manager and their functional superiors. Despite these disadvantages, the matrix from probably offers us the best answer to date to the issue of handling the tension between the need to differentiate and the need to integrate the complex activities of modern organizations.
Centralized and Decentralized Organizations
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The concept of centralization, as it is being considered here, it is not referring to the physical dispersal of an organization, out to the disposal of the authority to commit the organizations resources. The physical deployment of an organization may or may not reflect genuine power sharing. In our definition, therefore a highly de-centralized organization is one in which the authority to commit men, money and materials is widely diffused throughout every level of the structure. Conversely, a highly centralized organization is one where little authority is exercised outside a key group of senior managers. In practice some functions are more easily decentralized than others. Production & marketing functions are more amenable to extensive delegation than planning and R & D, for example. So, evenly highly de-centralized organizations usually reserve certain key functions to the centre. As well as planning and research, it is usually the finance and personnel functions that are least de-centralized. Advantages of de-centralization It prevents top management overload by freeing them from many operational decisions and enabling them to concentrate on their strategic responsibilities. It speeds up operational decisions by enabling line units to take local actions without reference back all the time. It enables local management to be flexible in their approach to decisions in the light of local conditions, and thus be more adaptable in situations of rapid change. It focuses attention on to important cost and profit centres within the total organization, which sharpens management awareness of cost effectiveness as well as revenue targets. It can contribute to staff motivation by enabling middle and junior management to get a test of responsibility, and by generally encouraging the use of initiative by all employees.
Main disadvantages of decentralization It requires an adequate control communication system if major errors of judgement are to be avoided on the part of operational management. It requires greater coordination by senior management to ensure that individual units in the organization are not working against the interests of the whole. It can lead to inconsistency of treatment of customers, clients or public, especially in service industries. It may encourage parochial attitudes in subsidiary units, who may be inclined to look more to their own needs than to those of colleagues in the organization. It does require a plentiful supply of capable and well-motivated managers, able to respond to the increased responsibility which de-centralization brings about. (G.A.Cole ,1988, MANAGEMENT Theory and Practice)
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Project based Organizations The opposite of the hierarchical, centralized & decentralized is the single-purpose project or vertical organization. In a projectized organization, all the resources necessary to attain a specific objective are separated from the regular functional structure and set up as a self-contained unit headed by a project manager. The project manager is given considerable authority over the project and may acquire resources from either inside or outside the overall organization. All personnel on the project are under the direct authority of the project manager for the duration of the project. In effect, a large organization sets up a smaller, temporary, special-purpose structure with a specific objective. It is interesting to note that the internal structure of the project organization is usually functional, that is, that the project team is divided into various functional areas
The advantages of the project organization come from the singleness of purpose and the unity of command. An esprit de corps is developed through the clear understanding of, and focus on, the single objective. Informal communication is effective in a close-knit team, and the project manager has all the necessary resources under his direct control.
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The project organization, however, is not a perfect solution to all project management problems, as some have suggested. Setting up a new, highly visible temporary structure upsets the regular organization. Facilities are duplicated and resources are used inefficiently. Another serious problem is the question of job security upon termination of the temporary project. Personnel often lose their home in the functional structure while they are off working on a project. Advantages Very responsive to new project requests (because the project is newly established and can be tailored around the problem) New people can be hired/selected who are very familiar with the problem or who have special capabilities. There is no waste of staff workload Disadvantages: Teams cannot be assembled rapidly. Often it is difficult to manage the staffing/hiring process. Because there are no predefined lines, roles and responsibilities need to be defined at the beginning of the project
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6) Explain the purpose of Mission Statement, Strategy, Corporate planning, policy and objectives to the Activities of a construction company.
What is a Mission Statement A mission statement is a statement that defines the essence or purpose of a company what it stands for i.e. what broad products or services it intends to offer customers. The mission statement also gives readers a window on the raison of the company and was initially designed as a means by which potential shareholders and investors could understand the purpose of the company that they were considering investing in. You should also think of a mission statement as a cross between a slogan and a mini executive summary. Why need a mission statement? The mission statement ensures some transparency for investors and employees alike so they can have some confidence as to any potential use of their resources be they capital investment or labour. A mission statement is also designed to ensure that all stakeholders are clear on the overarching purpose of the company so everyone can be focused on the same goals and objectives. When someone reads a mission statement in a business plan they are looking to get a feel for the range of activities that the company will focus on, in other words its core purpose and what it stands for.
Strategy Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. In order to determine where it is going, the organization needs to know exactly where it stands, then determine where it wants to go and how it will get there. The resulting document is called the "strategic plan." While strategic planning may be used to effectively plot a company's longer-term direction, one cannot use it to reliably forecast how the market will evolve and what issues will surface in the immediate future. Therefore, strategic innovation and tinkering with the "strategic plan" have to be a cornerstone strategy for an organization to survive the turbulent business climate. Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions:
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1. "What do we do?" 2. "For whom do we do it?"

3.
"How do we excel?"
(Wikipedia, June 2009, Strategic planning,)
Corporate planning Even the largest and most profitable corporations do not have unlimited financial or human resources. The corporate planning process attempts to create a system of allocating these resources in the most efficient manner possible, giving the company the best possible opportunity to achieve its objectives. Key aspects of the planning process are determining goals for each department of the company and assigning responsibility for carrying out the tasks necessary to reach these goals. Objectives The objectives of your business plan are the most important part. Spell out your goals; specify results and activities that can be easily tracked. Goals may include increasing monthly sales or profits to some specific number or by a specific percentage; decreasing costs or operating expenses to a specific number or percent; or finding a specific amount of new funding. Small business owners use a number of techniques to establish a working business plan, perhaps the most effective of which is deriving measurable short-term and long-term objectives from the companys mission, vision, values, and SWOTT analysis. By analyzing the companys goals, the business owner can effectively develop objectives that keep the organization in line with its definition of success. Both managers and employees can monitor progress and determine the companys level of success when business owners set quantifiable goals. In the same way, by setting achievable short-term goals, the company can progress toward meeting its long-term aspirations.
Policy
A policy is typically described as a principle or rule to guide decisions and achieve rational outcome(s). The term is not normally used to denote what is actually done; this is normally referred to as either procedure or protocol. Policies are generally adopted by the Board of or senior governance body within an organization whereas procedures or protocols would be developed and adopted by senior executive officers. Policies can assist in both subjective and objective decision making. Policies to assist in subjective decision making would usually assist senior management with decisions that must consider the relative merits of a number of factors before making decisions and as a result are often hard to objectively test e.g. work-life balance policy. In contrast policies to assist in objective decision making are usually operational in nature and can be objectively tested e.g. password policy.
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A Policy can be considered as a "Statement of Intent" or a "Commitment". For that reason at least, the decision-makers can be held accountable for their "Policy". The term may apply to government, private sector organizations and groups, and individuals. Presidential executive orders, corporate privacy policies, and parliamentary rules of order are all examples of policy. Policy differs from rules or law. While law can compel or prohibit behaviors, policy merely guides actions toward those that are most likely to achieve a desired outcome.
Specifically, company policies: Drive strategic planning, and help set expectations and performance objectives. Lead to more efficient internal operations. Engage and align the values of stakeholders; and build mutual understanding of expectations and challenges. Ensure accountability. Create transparency. Promote ethical and responsible decision-making. Assess and mitigate risk. Streamline new staff orientation; having established written policies that staff can refer to creates consistency, clarity, and provides an understanding of the goals and culture of the company. Result in time savings: proactively thinking about how specific situations and issues will be handled eliminates having to discuss and debate how to handle issues every time they come to the forefront. Meet legal requirements; some laws require employers to adopt certain policies to guide the actions of their staff and management. Example: Discrimination/Harassment Policy
Company policies are most effective as official written documents. While policies often differ in form depending on company size, industry, and length of time in business, policy documents generally contain certain standard components including: Purpose Statement, outlining why the organization is issuing the policy, and what the desired effect or outcome of the policy is. Specifications, including statements indicating the specific regulations, requirements, and organizational behavior that the policy is creating. Implementation section, indicating which parties are responsible for carrying out individual policy statements and how policy adherence will be ensured. Effective Date, which indicates when the policy is considered in force (an executive signature or endorsement can be useful to legitimize the policy)
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3.0 Conclusion
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4.0 References
Marino.v, October 2007." 14 Principles of Management - Henri Fayol"(On-line), Viewed on 18th October 2011 Available at http://www.theforumsa.co.za/forums/showthread.php/2776-14-Principles-ofManagement-Henri-Fayol Sharmaa.G, 2009.Definition, Meaning and characteristics of Management.(on-line) viewed on 18th October 2011 Available at http://www.publishyourarticles.org/knowledge-hub/business-studies/managementdefinition.html
Gunathilake, M, 20th July 2011, Heating ventilation & air condition system, ICBT Mount campus. Fernando .R,4thjuly 2011,electrical systems installation, ICBT Mount Campus. Rajakaruna, G, 13thJune 2011, water supply and waste water system, ICBT Mount campus
Wikipedia, June 2009, Strategic planning, viewed on 22nd October 2011 available at http://en.wikipedia.org/wiki/Strategic_planning citeHR(Different types of motivation[online]), viewed on 19thOctober Available at: http://www.citehr.com/35175-different-types-motivation.html G.A.Cole ,1988, MANAGEMENT Theory and Practice, pages 100-106, 150-156) Viewed on: 22nd October 2011
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HND in Qs & Be Management Principles & Applications-Assignment 01

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HND in QS & BE

Management principles & Applications-Assignment 01

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(Sharmaa.G, 2009.Definition, Meaning and characteristics of Management.)

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Water supply and waste water system

Hot water plumbing system.

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Electricity on building sites

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Types of Air Conditioners Window and through-the-wall air conditioners

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Roping system lift

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Centralized and Decentralized Organizations

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1. "What do we do?" 2. "For whom do we do it?"

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