LEADERSHIP AND MOTIVATION IN CONSTRUCTION MANAGEMENT

Transcription

1 LEADERSHIP AND MOTIVATION IN CONSTRUCTION MANAGEMENT

2 LEADERSHIP ROLES Assesses - the internal and external driving forces and barriers to strategic planning. Demonstrates -innovation, vision, creativity within the organizational unit planning, inspiring proactive rather than reactive planning. Influences and inspires -group members to be actively involved in long term planning Clarifies -the leaders recognition of the employees value,to increase self awareness Encourages - employees to be involved in policy formation, developing and implementing company philosophies, goals, objectives, policies, procedures and rules. Communicates - and clarifies organizational goals and values Receptive - to new and varied ideas Role models - proactive planning to employees

3 MANAGEMENT FUNCTIONS Knowledgeable -regarding all the factors that effect healthcare planning, political, economic and social. Demonstrates -appropriate planning techniques Organizes -opportunities for participation from employees, peers, competitors, regulatory agencies, and the general public in planning. Coordinates -unit level planning to be congruent with organizational goals Assesses - the units constraints assets and resources for planning Develops and articulates -the Unit goals and objectives that reflect, philosophy, unit policies, procedures, and rules. Reviews - if the goals are being met and if not, what changes need to be made. Participates -actively participates in all areas of unit planning and operations.

4 ENGINEERING MANAGER S FUNCTION 8. COORDINATION 1. PLANNING 7. DIRECTING 2. ORGANIZATION 6. STAFFING CONTRACT CRITERIA 3. COMMUNICATION 5. MOTIVATION 4. CONTROLLING & MONITORING

5 MANAGERIAL HIERARCHY AND ROLES Top management Interpersonal roles : Figurehead : Leader : liaison w/ others, Middle management Information roles : Monitor : Disseminator : Spokesperson Supervisory management Decisional roles : Entrepreneur : Disturbance handler : Resource allocator : Negotiator

6 MANAGERIAL SKILLS Focus by level Top management Middle management Supervisory management Skills needed Conceptual (ability to solve long-term problems and view the total organization as an interactive system) Human relation (ability to work affectively, lead and assure harmonious interpersonal relations) Technical (ability to use tools, apply specialized knowledge and manage processes and techniques)

7 CONTRAST BETWEEN AMERICAN AND JAPANESE ORGANIZATIONS American Japanese Mobile employees Personal decision making Individual responsibility Rapid advancement Specialization in careers Explicit control mechanisms Focused concern for employees Lifetime employment Collective decision making Group responsibility Slow and systematic advancement General career perspective Implicit control system Holistic concern for employees.

8 TYPICAL INTEGRATED PROJECT ORGANIZATION Project Manager Engineering Manager Design Lead Engineers Civil Structural Architectural Mechanical HVAC Piping Electrical Instrumentation Process Engineer Field Project Controls Cost Engineer Scheduler Estimator Project Control Manager Estimating Scheduling Cost Control Administration Project Construction Engineering Office Engineer Field Engineer Contract Engineers Inspectors Survey & Testing Procurement Manager Purchasing Expediting Logistics Field Construction Management Craft Sups. Subcontract Admin. Industrial Relations Labor Relations Human Resources Safety/Security Construction Manager (Site) * * * Field Procurement Purchasing Agent Expediting Warehouse Ops. Field Accounting Cost Accountant Office Services * NOTE: May be conducted offsite from Regional/Area Office depending on size/duration of projects.

9 FACTORS IN SELECTING A PROJECT 9 Site Conditions Size Project Type Project Owner / User Labor / Staff Availability Capital Project Organizations will vary based upon: Complexity Schedule Phys. Location Phys. Location Phys. Location

10 PROJECT MANAGEMENT Construction Problems Finance Contracts Materials Labour Equipment Management Plan work for design team operation Inception, Feasibility, Outline proposals, Scheme design, Detailed design, Production information, Bills of quantities, Tender action, Project planning, Operations on site, Completion, Feedback.

11 PROJECT CHARTER Information contained in or referred to in other project documents the Project Charter may span the following: Project Background Purpose for undertaking the project Project Justification Requirements Stakeholder expectations from the project Assumptions and Constraints Project Organization Stakeholder Roles and Responsibilities Schedule and milestones Indication of budget Supporting infrastructure

12 CHARACTERISTICS OF GOOD PROJECT MANAGERS See Systems Context and strategic context of the project Have a Vision Promote Empowerment Take Risks and show Courage Ability to keep abreast of all project-related developments Knowledge and Competency Interpersonal Skills Tenacity Make work appear enjoyable Ability to Motivate Communication Skills Mentoring and Guidance ability Ability to inspire Trust and Confidence

13 THE MANY HATS OF A PROJECT MANAGER Strategist Diplomat Counsellor Visionary Coach Recruiter Designer Negotiator Decision-Maker Integrator Influencor Expeditor Mentor Conflict Manager

14 CREATING A CULTURE OF DIGNITY AND RESPECT Understanding Professionalism and the burden of thinking this implies for every member of the staff Understanding Ethics and how it effects the way we interact with each other Understanding what is meant by Sustainability An example of how to Communicate these concepts to the staff The Payout for creating a culture of dignity and respect

15 FORMING A PROJECT TEAM Corporation X Human Resources Finance & Administration Other Areas Marketing Engineering Manufacturing Procurement MA1 MA2 MA3 EN1 EN2 EN3 MF1 MF2 MF3 PR1 PR2 Project Manager Staff are assigned away from various departments to work full-time on the project. Project Team

16 THE PROJECT TEAM Teambuilding is a process designed to improve a project s performance. Improving the performance is delivering a project with high quality, under budget, on schedule and without any claims or disputes. Teambuilding involves certain activities that are typically part of the construction process but are performed with the intent to create a team. The objectives of these activities are to foster communications, encourage coordination and cooperation, avoid potential problems, disputes and keep moral high. Teambuilding requires a determined effort on somebody s part, this is typically performed by the owner representative or a Construction Manager (CM). A project manager is selected to head a core group of personnel assigned from two or more functional units of the organization and who are all required to work fulltime on the project in question. Project Teams are usually cross-functional in nature and are a powerful means of dealing with complex assignments which may be difficult to do using other project organization forms.

17 THE PROJECT TEAM - ADVANTAGES No structural impact on the functional organization occurs only the temporary siphoning away of functional specialists from their respective areas for the duration of the project or for a phase of it when heir input is required in order to complete specialist tasks. Project completion time is comparatively smaller due to project personell devoting their efforts to the project in question full-time and also because the flow of information and decision-making is generally not hindered by hierachies as it is in the functional form of organizing projects. Motivation, feeling of iden-tification and cohesiveness are strong in the project. Project personell share a common goal and they also share a collective responsibility for ensuring the realization of this goal. Cross-functional cooperation is strongly encouraged and promoted as a means of achieving the project goal. Cross-functional teams create a synergy effect which can handle tasks characterised by a high degree of complexity.

18 THE PROJECT TEAM - DISADVANTAGES Project team relates to the cost factor. Normally, a larger expense is involved because resources and facilities are assigned to the project on a fulltime basis. Across projects, this may result in a duplication of infrastructure and work. Projectitis project personell evolve a collective identity encapsulating themselves from the enterprise, giving rise to a non-constructive us and them outlook. Sometimes this not only undermines the integration of the project effort back into mainstream operations but also the subsequent assimilation of project personell back into their respective functional areas. The project may become over-dependent on the gamut of skills, expertise and experience held by the project personell and may not seek to incorporate fresh skills, expertise and experience which is held by individuals and organiza-tional entities which are outside the project. The assimilation of project personell back into their respective functional units may prove difficult due to their prolonged absence from their units and the challenge of keeping up with the developments which have taken place in the functional units during the project period.

19 WHY TEAMWORK IS IMPORTANT Develops trust Poor relationships are the number-one cause of turnover Helps with cross-training Teams can take on some of the supervisor s work Frees up the supervisor to do more planning, coaching, etc.

20 TAKE A BREAK.

21 TEAM TYPES a) Natural Work Team integrated into the work situation; is an ongoing team situation high level of information exchange and problem solving occurs within the normal flow of the work situation the supervisor must use a range of leadership styles to develop the team the supervisor is facilitating communication among team members supervisor facilitates communication, seeks ideas, asks key questions, helps the crew analyze the situation, summarizes needed actions and delegates needed actions

22 TEAM TYPES.. cont.. b) Self-directed team crewmembers take on even more responsibility team members do some of the things a crew supervisor would normally do team members work together to achieve even more crewmembers know when to take actions that resolve problems and capitalize on opportunities team has more knowledge of the management functions supervisor s role is to coach and advise as needed

23 TEAM TYPES.. cont.. c) Task teams cross-functional teams that meet to solve specific problems formed to work on a specific project once that project has been resolved, the task team is disbanded d) Quality circle group of 3 to12 people from a department who meet a few hours per week to identify and analyze work-related problems, then develop possible solutions

24 PROJECT TEAMS AND TEAMWORK Teambuilding The process of taking a collection of individuals with different backgrounds, needs, competencies, skills and experience and transforming them into an integrated and effective work unit Today s project environments are often characterised by enormous complexity, dynamism, multinationals, advanced technology, cost-intensiveness and risk and uncertainty. Project teams, in which considerations of flexibility, multidisciplinary, innovativeness and a high level of individual commitment and motivation are accorded high value, are an appropriate way to deal with such environments

25 CHARACHTERISTICS OF HIGH-PERFORMING TEAMS High Response Rate Conflict Management Membership Self-Development Innovative Behaviour Risk-Sharing Self-Directed Change-Oriented High Morale and Team Spirit Enjoy Work High Need for Achievements Innovative High-Quality On-Budget On-Time Miminal Reliance On Procedures Committed Effective Communications Effective Cross-Functional Interfaces & Alliances Quality-Oriented

26 FACTORS WHICH DETERMINE PROJECT TEAM PERFORMANCE (A) Work & Team Structure Team participates in project definition and work plans evolve dynamically Team structure and responsibilities evolve and change as needed Broad information sharing Team leadership evolves on the basis of expertise, trust and respect Minimal dependence on bureaucracy, procedures and politics (B) Communication & Control Effective cross-functional channels and linkages Ability to seek out and process information Effective group decision-making and consensus Clear sense of purpose and direction Self-Control, accountability and ownership Control is stimulated by visibility, recognition, accomplishments, autonomy

27 FACTORS WHICH DETERMINE PROJECT TEAM PERFORMANCE (C) Team Leadership Minimal hierarchy in member status and position Internal team leadership based on situational expertise, trust and need Clear management goals, direction and support Inspires and encourages (D) Attitudes & Values Members are committed to established objectives and plans Shared goals, values and project ownership High involvement, energy, work interest, need for achievement and pride, self-motivated Capacity for conflict resolution and resource-sharing Team building and self-development Risk-sharing, mutual trust and support

28 PROJECT TEAM PERFORMANCE THE DRIVERS Clear project plans and objectives Good interpersonal relations and shared values Good project leadership and credibility Professional growth potential Professionally interesting and stimulating work Project visibility and high priority Proper technical direction and team leadership Qualified, competent team personnel Recognition of sense of accomplishment Management involvement and support

29 PROJECT TEAM PERFORMANCE THE BARRIERS Communication problems Conflict among team members or between team and support organizations Different outlooks, objectives and priorities perceived by team members Poor qualification of team or project leader Poor trust, respect and credibility of team leader Insufficient resources Insufficient rewards Lack of project challenge and interest Lack of senior management support, interest and involvement Lack of team definition, role conflict and confusion Lack of team member commitment Poor project team / personnel selection Shifting goals and priorities Unclear team leadership and power struggle Unstable project environment, poor job security and anxieties

30 EFFECTIVE TEAM MANAGEMENT SOME RECOMMENDATIONS Negotiate the work assignment Communicate organizational goals and objectives Plan the project effectively Staff and organize the project team Define the project organization, interfaces and reporting relations Build a high-performance image Define work process and team structure Build enthusiasm and excitement Ensure senior management support Define effective communication channels and methods Build commitment Conduct team-building sessions Ensure project leadership Create proper rewards systems Manage conflict and problems Ensure personal drive and involvement

31 PROJECT MANAGER MOTIVATION MEASURES Enthusiasm Engagement Commitment Sacrifice Initiative Follow-through Consistency