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People Organization Management in the Built Environment > POBE > Flashcards

POBE Flashcards

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1
Q

What are the essential features of Management?

A

• Taking place within a structured organisational
setting with prescribed roles
• Directed towards the attainment of aim and
objectives
• Achieved through the efforts of other people;
and
• Using systems and procedures

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2
Q

What are the Common Tasks of Management?

A 
• Planning
• Organising
• Commanding
• Coordinating
• Controlling
Some writers combine Commanding and Coordinating as Leading to
produce a POLC framework of management.
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3
Q

What are the Principles of Management?

A

Henri Fayol

  1. Division of work
  2. Authority and responsibility
  3. Discipline
  4. Unity of command
  5. Unity of direction
  6. Subordination of individual
    interest
  7. Remuneration
  8. The Degree of Centralization
  9. Scalar Chain
  10. Order
  11. Equity
  12. Stability of Tenure of
    Personnel
  13. Initiative
  14. Esprit de Corps
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4
Q

What are the Management Theories?

A

Classical (Scientific - Taylorism; Bureaucracy - Weber)
Human Relations (Hawthorne)
Systems Approach
Contingency

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5
Q

What are the characteristics of Strategy?

A

Long Term
Aims at Gaining Advantage
Concerns scope of organization activities
Aims at Matching Organization’s Activities to the Environment
Maximizes Available Resources
May require major resource changes
Reflects the attitudes and beliefs of senior managers
Influenced by Environmental forces

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6
Q

What the examples of Strategic Decisions in Construction?

A

• Diversification of building types
• Expanding or shrinking the market, by type of
client or/and location
• Differentiation of building product (uniqueness)
• Producing better value-for-money buildings
• Ownership
• Merger or company takeover
• Partnership
• Contracts bidding.

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7
Q

What are the Strategic Approaches?

A 
• Reactor (Reactive) Approach is informal
and unsystematic. It is often adopted by
small firms, who ‘wait and see’ and
respond to environmental changes.
• Planned (Proactive) Approach is formal
and systematic. It is often adopted by
large and sophisticated firms, who look
ahead for opportunities and threats.
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8
Q

What are the advantages of Reactor (Reactive) Approach?

A

• Save executive time, cost and talent by
not engaging in formal planned strategy;
• Opportunities will not be restricted to
those included in the strategic plan;
• May gain by delaying decisions when
fuller information becomes available.

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9
Q

What are the advantages of Planned (Proactive) Approach?

A 
• Pay attention to important issues
• Examine own strengths and
weaknesses
• Identify opportunities early
• Consider risks as well as
opportunities
• Study competitors
• Anticipate changes in
marketplace and environment
• Avoid the need for crisis
management
• Plan changes and minimise
disruption to existing operation
• Focus effort of everyone and
enhance internal harmony
• Reassure and motivate staff
• Promote strategic thinking
amongst the senior decision
makers
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10
Q

What are the stages of developing a business strategy?

A
  1. Strategic analysis (PEST, SMART, SWOT) - Objectives are decided
  2. Strategy formulation - Alternative plans proposed
  3. Evaluation of alternative strategies - cost & benefits of alternative proposals
  4. Strategic choice
  5. Action plan - long term and short term plan
  6. Strategy implementation -
    task & checklist
  7. Strategic control and feedback
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11
Q

What is PEST Strategic Analysis?

A

Political
Economical
Social
Technological

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12
Q

What is SMART Strategic Analysis?

A 
Specific
Measurable
Achievable
Realistic
Time bound
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13
Q

What is SWOT Strategic Analysis?

A

Strength - positive aspects or distinctive competencies, which provide market advantage
Weakness - negative aspects or deficiencies in current competencies or resources
Opportunities - favourable conditions with changes in external environment
Threats - unfavourable conditions that endanger operation and effectiveness

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14
Q

What are the basic components of an organization structure?

A 
Top management
Middle management
operational core
organizational support
operational support
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15
Q

What are the key elements of organization structure design according to Naoum?

A
  1. Group formation - setting up departments
  2. Communication networks - enable information flow
  3. Power and authority - relationship of individuals in an organization
  4. Centralisation and decentralisation - location of power
  5. Mechanistic and organic systems - formal structure (functional specialization); roles allowed to adjust
  6. Span of control - number of subordinates
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16
Q

What are the factors affecting organizational design?

A

Environment
Strategy
Technology
Human Resources

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17
Q

What are the factors influencing organization structure?

A

Organizational Management - manager’s personality and values, goals and objectives, strategy

Organizational characteristics - age, size, subordinates

Environment - external, internal

Operation - task, technology

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18
Q

What are Naoum’s Types of Organizational Structure?

A 
Simple structure
•Informal line relationship between members
•Centralised power
•Wide span of control
•Direct supervision
•Single decision making
•Fast reaction to a dynamic environment
Functional structure
•Functional grouping of specialists
•Decentralisation of function power
•Narrow span of control
•Direct and indirect control
•Formal communication
•Slow to react to a dynamic environment

Matrix structure
•Larger projects, with an organisation, require skills of different functional departments. The conventional vertical functional structure is overlaid by horizontal project based lateral authority, influence or communication.

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19
Q

What are the advantages of Matrix Structure?

A
  • Efficient use of resources where expertise can be shared by multiple projects
  • Integration of different disciplines to create ‘team’ spirit
  • High-quality and fast decision making with support of different experts
  • Balance the conflicting objectives of the client with that of the business
  • An individual can make on multiple projects simultaneously and it makes the tasks more varied and interesting
20
Q

What are the disadvantages of Matrix Structure?

A
  • Role ambiguity leads to confusion as to who is responsible for what.
  • It can also lead to role overload; an individual is given too much by different superiors.
  • Project manager may not have full authority and control over staff from functional departments.
21
Q

What are Mintzberg’s Five Types of Organization Structure?

A
  1. Small, or entrepreneurial, structure - direct supervision
  2. Machine bureaucracy - extensive hierarchy (i.e. government departments)
  3. Divisionalised structure - central admin HQ (i.e. large construction companies)
  4. Professional bureaucracy - bureaucratic decentralized
    - rely on many individual professionals (i.e. university, hospital)
  5. Adhocracy - matrix structure (i.e. project based consultancy)
22
Q

What is synergy?

A

•People working in a group are able to produce more outputs than would have been produced if each person had worked separately

23
Q

What are the factors influencing group cohesiveness and performance?

A
  1. Membership
    - size of the group
    - compatibility of members
    - permanence of group members
  2. Work Environment
    - nature of the task
    - physical setting
    - communications
    - technology
  3. Organizational
    - management and leadership
    - HR policies and procedures
    - success
    - external threat
  4. Group Development and Maturity (Tuckman)
    - forming
    - storming
    - norming
    - performing
    - adjourning
24
Q

What is a conflict?

A
  • The interaction of interdependent people who perceive incompatible goals and interference from each other in achieving those goals.
  • The process in which one party perceives that its interests are being opposed or negatively affected by another party
25
Q

What is constructive conflict?

A

•Constructive (task) conflict
–Conflict is aimed at issue, not parties
–Produces benefits of conflict
–Upper limit to any conflict, including constructive

26
Q

What is relationship (socioemotional) conflict?

A

–Aims conflict at the person (e.g. their competence), not the task or issue
–Introduces perceptual biases
–Distorts information processing

27
Q

What is functional conflict?

A

Functional conflict: works toward the goals of an organization or group
–“Constructive Conflict”–Mary Parker Follett (1925)
–Increases information and ideas
–Encourages innovative thinking
–Unshackles different points of view
–Reduces stagnation

28
Q

What is dysfunctional conflict?

A

•Dysfunctional conflict: blocks an organization or group from reaching its goals
–Tension, anxiety, stress
–Drives out low conflict tolerant people
–Reduced trust
–Poor decisions because of withheld or distorted information
–Excessive management focus on the conflict

29
Q

What are the negative effects of conflict?

A
  • Lack of teamwork
  • Escalated competition
  • Frustrated arguments
  • Poor communication
  • Frustration
  • Friction
  • Hostility and jealousy
  • Personal defeat
  • Aggression
  • Low morale
30
Q

What are the positive effects of conflict?

A
  • People working harder to fight defeat
  • Controlled competition
  • Healthy arguments
  • Innovation and creativity.
31
Q

What are the causes of conflict?

A
  • Differences in personality
  • Differences in interests and objectives
  • Clarity of role
  • Poor structure
  • Ambiguous contract
  • Lack or sharing of resources
  • Territory
  • Jealousy
32
Q

What are the conflict management approaches?

A

avoiding - for small issue, limited time/resources
forcing - for emergencies
compromising - partial win is better than none
accommodating - keeping harmony
collaborating - for important issues

33
Q

What is culture?

A

“a set of values, attitudes, beliefs, and meanings that are shared by the members of a group or organisation”.

•The pattern of shared values, beliefs, and assumptions considered to be the appropriate way to think and act within an organization.
–Culture is shared.
–Culture helps members solve problems.
–Culture is taught to newcomers.
–Culture strongly influences behaviour.
34
Q

What are the culture types according to Harrison and Handy?

A 
Power culture (the web)
Task culture (lattice)
Role culture (greek temple)
Person culture (cluster)
35
Q

What are the culture types according to Deal and Kennedy?

A

•Tough-guy, macho culture
–police departments, construction, management consulting
•Work-hard / play-hard culture
–estate agents and computer companies, mass consumer companies
•Bet-your-company culture
–oil companies, investment banks
•Process culture
–insurance companies, financial services, and the civil service

36
Q

What are the Influencing Factors on Organizational Culture?

A 
•Organizational characteristics:
–Size and age
–Founders’ values
–New managers’ values
–Subordinates’ values.

•Management:
–Strategy and structure
–Leadership
–Personnel management.

•Operation:
–Task
–Technology.

•Environment:
–External
–Internal

37
Q

What are the internal drivers of organizational change?

A
  • The need for performance improvement
  • Adoption of new technology
  • Changes in staff
  • Changes to business processes
  • New ways of working and management
38
Q

What are the external drivers of organizational change?

A
  • Uncertain economic conditions
  • Globalisation and fierce competition
  • Regulatory requirements
  • Technological advances
  • Demands of sustainable development
  • Mergers and acquisitions
  • Changes in customers’ demands
39
Q

What are the benefits of embracing change in an organization perspective?

A
  • Change provides opportunity for business growth.
  • It gives the opportunity to develop solid strategic planning and tactical manoeuvres.
  • It can create more efficient processes and systems.
  • It enables organisations to adapt and respond quicker than competition.
  • It reduces the status quo mentality.
  • It promotes system thinking and long term vision.
  • It brings on innovation.
  • It encourages proactive approach to risk management.
  • It’s a lot more interesting than something that is static and stable all the time.
40
Q

What are the benefits of embracing change in an individual perspective?

A
  • Change provides personal growth, through learning new skills.
  • It makes people more adaptable to new situations, new environments, and new people.
  • It provides opportunity for improvement in personal life.
  • Changes bring new beginnings and excitement to life.
41
Q

What is Lewin’s Change Model?

A
  1. Unfreezing - creating the motivation to change
  2. Moving - learning new concepts and meanings
  3. Refreezing - internalizing new concepts and meanings
42
Q

What is Kotter’s Plan for Implementing Change?

A
  1. Establish a sense of urgency - examine market, potential threat and opportunities
  2. Build a guiding team
  3. Create a new vision
  4. Communicate the vision
  5. Empower others to act
  6. Develop short-term “wins”
  7. Consolidate improvements
  8. Reinforce changes
43
Q

What are the sources of individual resistance to change?

A 
selective perception
established habits
loss of freedom
economic loss
loss of security
fear of the unknown
44
Q

What are the sources of organizational resistance to change?

A 
organization culture
need for maintaining stability
requires investment of resources
contracts and agreements (conflict of interest)
reduces power and influence
45
Q

How do you overcome resistance to change?

A

Kotter and Schlesinger proposed a six Approach Model to deal with change resistance:

  1. Education and communication
  2. Participation and involvement
  3. Facilitation and support
  4. Negotiation and agreement
  5. Co-optation and manipulation
  6. Explicit and implicit coercion

People Organization Management in the Built Environment (1 decks)

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