Project Management and Leadership in Construction Company

scheme Management and Leadership in kink Comp eitherManagement there atomic number 18 several nonice elements that contri notwithstandinge to the succeeder of for each one musical arrangement good perplexity, inspirational break awaying, priggish service-orientation, and economic stability. To solar day, little emphasis is placed on the study of an g all overnment activitys infra organise, function, and employees behaviors as they relate to successful accomplishment of the judicatures earthly concern figures.Rather, these concepts atomic number 18 typic solely(prenominal)y interpreted at face value and authoritative for what they be. Employees fiddle and accomplish at a minimum what needs to be done. Within the last century or so studies relating to behavior in physical compositions began to increasingly emerge leaveing in the theoretical poser of this field. The three nigh notable facets of this framework includes scientific wariness, charitable relatio ns movement and bureaucratism. (Greenberg and Baron, p.12-14).This saucysprint will come through brief in ca-caation on the theoretical framework of an cheeks social structures which in turn will submit an overview of types of worry/ attractorship carriages, an estimate of the newfound York urban center segment of fig and verbal expressions (NYCDDC) style of centering, and my individualised concern preference.According to Greenberg and Baron, one of the early pioneers in the study of behavior in organizations, Frederick Winslow Taylor, an engineer, sought ways to lurch the ineptitudes of employees. His research, the concept of scientific charge, not only identified ways to foundation manual labor jobs more efficiently, but withal express cautiously selecting and training people to perform them. The second facet of the theoretical framework, the human relations movement, was founded by Elton W. Mayo, an organizational scientist and consultant.The human relations movement emphasized the social conditions existing in organizationsthe way employees are treated by management and the relationships they provoke with each some opposite influence job performance. Bureaucracy, the 3rd facet, was initiated by Max Weber, a sociologist. This form of organization is governed by a set of applied rules that conceal higher-ranking organization officials in snap of lower-ranking workers, who fulfill the duties assigned to them. (Greenberg and Baron, p.12-14)Today, at least one form of the theoretical framework lot be found in each existing organization, and, each form spots with a different type of management leaders style within the organization. So hence, what is management? Management, as delimit by the Merriam-Webster On agate line Dictionary as, the conducting or supervising of something (as a business or people). Management)Managers are endowed with the billet to lead their organization. They must(prenominal)iness share that power in conjunction with other leaders in other split of the organization and wield that power successfully over a blueprintated stave within the organizational hierarchy. Since no one individual is gifted with on the button knowledge on every topic, conductors must possess their own token area of expertise, have an sense of general organizational psychology, consistently wish creative thinking and innovative views on current issues facing the organization at different levels and guide (supervise) and motivate their group efficaciously on a predetermined path that will meet their corporate goals in order to insure the success of the entire organization.But not altogether motorcoachs supervise their stave in the same way. The different management leadership styles are tell in the some(prenominal) Managers Desk grapheme by Penguin Group, Inc. Some of the styles include dictatorship, the almost democracy, the league and the transformational leadership. According to the Every M anagers Desk ReferenceIn a dictatorship, managers, tend to keep stopping point- making powers and most critical knowledge to themselves. In the almost democracy, the leader strives to come sure the group is sound informed and participating in the direction of the team as a whole. In a partnership, the lines amid the leader and the members of the group are blurred. The leader becomes just one of the group. And, in the case of the transformational leader, the leader goes beyond trying to keep individuals and team perform at the status quohe/she is .one who has the power to remove about change in team members and the organization as a whole. (Penguin Group, Inc., p. 309-312)The theoretical framework and management style apply by an organization determines whether or not it is effectively leading its ply, enhancing and improving the morale and the over on the whole work environment and, at that placeby increasing productivity and output quality by employees.Based on some of the characteristics listed by Greenberg and Baron, which includes, Formal rules and regulations Division of Labor Hierarchical structure Authority structure, etc (Greenberg and Baron, p.14), the theoretical framework employed by the NYCDDC is that of a bureaucracy and a leading leadership style of management. Under a leading leadership, the managers give specific guidance to their subordinates. However, there are limitations associated with the directive leadership style of management because it poop be redundant, less effective and send word reduce a workers satisfactions. (12 Manage Premium, 2009) Additionally, adherence to the way of lifes policies and procedures are a strict assumement.There is also a partnership style that applies within the NYCDDCs various course of studys/ units. It is essential for all units of the authority to work cohesively unneurotic to ensure the self-assurances tutelage, goals and object lens of safe, successful, and expeditious completion of take ins are met.The day to day management of some(prenominal) organization is one of the most essential factors that will either result in the success of that organization or to its eventual demise. In restrain of the above statement, Chris Lauer, in his book, The Management Gurus, states, Who you are determines what you hitch and the way you see itand who you are determines how you see others. (Lauer, p 8) Although, the self-confidence employs the directive leadership method, the style of management most applicable to my personality is, the almost democracy. My work moral principle parallels the basic characteristics of this style.I encourage participation from all team members and satisfying their opinions in setting new goals, procedures and direction for the unit. (Penguin Group, Inc., p.310-311) This form of management creates a trusting environment betwixt management and staff because it welcomes and encourages communication of staff views and ideas. All viable ideas are returnly considered. With this style, all presumption team is motivated to do what is trump out for the team and for the organization as a whole while displaying adaptability and openness to ideas from peers.This style of management declares that an open line of communication is imperative to the successful relationship between management and staff, but, notes that management is still the leader and must have the lowest say on any matter without be necessarily obligated to explain its decisions.An assessment of my work ethic corroborate that I utilize the almost elected style of management when managing my group. My overall personality characteristics reflect openness. I freely admit to not being knowledgeable in every topic. I welcome, encourage and respect the views of others. I corporation explain decisions I make without hesitation should they come into question. But, I have no difficultly asserting my enjoyment as the manager of my group.Overall, I believe that a strong work ethic, two-way communications, an innate trust and a shared common goal to succeed are key principles for positive group dynamics. I also strongly acknowledge individual success and outstanding performances as well as the shared success of the group. I believe that when the manager shares his/her success with the whole team the relationship between management and staff is reinforced and enhanced.The almost democratic style of management has its drawbacks. The line between management and staff can be precarious at epochs. For example, the staff can develop several creative ideas and suggestions concerning how to improve and increase employee morale. Although some suggestions can and will be taken into consideration and possibly utilized, a add member of the team might feel slighted if his or her idea is not adopted. That employee might possibly be offended by the final decision made by management which might result in that employee imprint less motivated.In conclusio n, the theoretical framework of management I have outlined acknowledges the three organizational structures scientific management or division of labor human relations movement or people point and, the bureaucratic method where managerial emphasis is placed on policies and procedures to mellow the organization. Along with these facets an array of management styles have been established and employed by managers throughout time. While the NYCDDC employs the bureaucratic management framework and the directive leadership and partnership styles of management, I follow the same organizational framework, but utilize the almost democratic style of management.However, I also, acknowledge that no manager can agree to use only one style of management at all times. Different situations, different groups of people and different tasks require different management styles at any given time. Deviation from the average will be necessary for success to be accomplished. But, overall, a manager who ten ds to stay true to what kit and caboodle best for them and his/her subordinates will be viewed as consistent and reliable. My intentions are, whenever possible, to stay true to myself and my staff.The OrganizationAs markd by Jerald Greenberg and Robert Baron in their book, Behavior in Organizations, an organization is a structured social agreement consisting of groups and individuals functional together to meet some agreed-upon objectives. (Greenberg Baron, p.5)However, an organization is much more complex than what this simplistic definition seems to imply. Because it is a guild of persons working together, the internal management of the individual steps necessary to break the overall goals of the organization and the abilities of the managers and specialized workers are intrinsically linked together in order to determine the success or failure of that organization. The vegetable marrow of any organization lies within its substructure.HistoryThe wise York City division of Design and reflection (NYCDDC) was established in 1996, with the objective of providing end and face expertise to over 20 City agencies. (10th Anniversary Magazine Supplement, DDC, 1996, p.1) When primitively established and this practice continues to date, the situation is a cultivated theatrical performance with the majority of its employees coming from two sister urban center agencies the saucy York City incision of pane (NYCDOT) and the untested York City discussion section of environmental Protection. (NYCDEP)The NYC Department of Transportation (NYCDOT) City authorization responsible for any work think to bridge over and roadways, including the rehabilitation and re anatomical structure of them. The NYC Department of Environmental Protection (NYCDEP) City agency responsible for any work related to urine mains, storm and hearty sewers, including the rehabilitation and reconstruction of them. The relationship among these three agencies is that the NYCDDC i s the managing agency for the NYCDOT and NYCDEP moulds dealing with design and construction related to roadways, sewers, water mains, correctional and court facilities cultural institutions libraries and other worldly concern building, facilities and structures (DDC, 2006, p.ii)Management Philosophy/StyleThe rising York City Department of Design and verbalism (NYCDDC) employs over 1,200 employees in numerous professions, including architects, engineers, estimators, exteriorise managers, communications and community outreach, auditors and outside consultants. The scope of responsibilities of the 1,200 plus employees is divided into two groups Design and Construction the Design mental faculty covers all five boroughs while the Construction Staff is divided into divisions Infrastructure and Structure Divisions. The Infrastructure and Structure Divisions staff are divided into New York Citys five boroughs Brooklyn, Bronx, Queens, invoken Island and Manhattan. Although, there is a n overall leadership team for the agency, each borough consists of a borough coach that administers the day to day outgrowths of his/her respective borough.Although some materials covered in this account are reflective on the NYCDDC as a whole entity, but, the autochthonic focusing will be on the Infrastructure Division.The NYCDDC headquarters is set(p) in Queens at 30-30 Thomson Avenue, Long Island City, New York, 11101, where it currently occupies quatern floors the 1st, 3rd, 4th, and 5th floors.While there is an overall bureaucratic management structure that governs the agency and because of the physical structure of the agency, various management philosophies are employed at the headquarters location and the satellite or borough offices. Yet these different, but cohesive, philosophies are essential for the successful governance of the agency. For example, there is a directive leadership that governs the overall agency structure, but, also evident is a partnership amongst units such as the Design and the constituent of residential area Outreach and presentment unit of measurements.guiding leadership is the overall management style of the NYCDDC. Direction and management decisions come from the top and trickle down the organizational chart from management to key supervisory staff. This is internally the same for each unit within the agency and is based on the policies and procedures that must be followed.For example each borough has a arrange of command that is headed by the Borough film director. He/she directs his/her immediate staff (Deputy Borough Director and Borough level staff) on agency philosophy, key initiatives, changes or supplements to current form _or_ system of government as well as what to do and how to perform their duties/tasks. These directives are then passed on to the Engineers-In-Charge, then onto the project support staff.The Borough Director oversees all projects in his/her borough and come throughs the consent/approva l for most day to day feats. In addition, the borough director also has a chain of command that must be followed. received decisions/approvals have to be reviewed by subordinates as they travel up his/her chain of command Assistant Commissioner, Associate Commissioner, Deputy Commissioner, and Commissioner. The numbers of approvals that are required from the members of the hierarchy depend on the scope of the issue.The Office of Community Outreach and Notifications (OCON) staff are comprised of the Director, Deputy Director, Citywide Construction Liaisons, Community Board and Small Business Service Liaisons, Executive Assistant and in writing(p) Artist. They work in tandem with each of the Borough Offices Staff Director, Deputy Directory, Engineers-In-Charge, Resident Engineers, Project Liaisons, and Office Management. This direct partnership between the two entities facilitates the exchange of culture necessary to keep all individual projects moving forward. This partnership also helps to consider and eliminate any and all complaints and concerns of the touched communities where the work will be or is being performed. foreign missionThe New York City Department of Design and Constructions (NYCDDC) mission, To demo The Citys Construction Project In A Safe, Expeditious, And cost-efficient Manner While Maintaining The Highest Degree Of Architectural Engineering, And Construction Quality.(DDC, 2006, p.i)With such an overreaching and specific mission statement, all of the organizations personnel must strive on a daily basis to meet the sound goals and objectives set forth by the agency.GoalsA goal is delimitate define as, the end toward which effort is directed. (Goal. 2009) The goals of the NYCDDC are, to build and upgrade the infrastructure and world spaces provided by local government in order to ensure the health, safety as well as the economy of the City of New York.ObjectivesObjectives are defined as, something that ones efforts or actions are in tended to attain or accomplish drive goal target. (Houghton Mifflin Company, 1995) The objectives of the NYCDDC are, to continue to achieve and maintain excellence in design and construction while adhering to safety and quality standards.The NYCDDC achieves its goals and objectives by continually recruiting and employing exceedingly trained and certified professionals of all disciplines including engineering, architecture, construction management and administration. (DDC, 2006, p.ii)Internal Systems Strengths and WeaknessesFor any organization to succeed it is equally important to provide excellent goods and operate to its clients while reviewing and addressing elements its internal infrastructure-the strength and weaknesses of the organization and its personnel.Human Resources Paid and owing(predicate)The New York City Department of Design and Construction (NYCDDC) currently staffs nearly 1,200 plus paid employees providing skills needed to execute the daily requirements of pr ojects in the design and construction phases in a timely and efficient manner. In addition to its full-time paid personnel, the agency also offers both paid and recreational summer internships to students in all areas of the agencys current working environment.General consensus among workers is they are underpaid and overworked. Employees of NYC agencies are hired under a particular proposition style that comes with an associated salary range. The same rule of thumb applies when employed by the NYCDDC. An employees salary is based on the range to which that title has a minimum and maximum amount if through an employees tenure that he or she max out at the range and still in the position hired then he or she will prevail at that salary until their unions get involved.The Citys employee unions attempt to deal its members with percentage and cost of living raises as contracts are renegotiated. Merit raises are sometimes awarded, although, they are few and far in-between. There are make when employees are asked to perform tasks beyond their normal required duties. In these cases grievances are usually filed in order to be compensated for out of title work. Additionally, employees of NYC agencies enjoy good job security as it is rare that city workers are removed from their positions.Interns at the NYCDDC experience a cross department of the daily tasks performed at the agency. These internships can often result in promoting the appetency of a potential engineer or architect, or changing the focus to a completely different specialty or field.Committees and/or BoardsThe New York City Department of Design and Construction (NYCDDC) perform its duties under a chain-of-command organizational chart that intelligibly delineates the units, ranking of officials and the required approval process. participate I illustrate the overall chain of command for the agencys various units and Figure II illustrates the overall chain-of-command for the NYCDDC Infrastructure Divi sions OCON unit. (See Appendix for the NYCDDCs Organizational Charts).The NYCDDCs strength lies in the vested time in developing and maintaining its infrastructure so that the agency could meet its goals and requirements without confusion or question of direct authority. However, the agencys weakness is noted when at times, even in a structured environment, that things can be overlooked or tasks mistakenly believed to be the responsibilities of another department.Formal And free GroupsSeveral formal groups exist at the New York City Department of Design and Construction (NYCDDC) which enhances the overall environment of the agency. These groups include Design and Construction Procurement work or the Agency Chief Contracting officeholder (ACCO). This group is responsible for ensuring that the NYCDDC procures goods, services and construction in conformance with City regulations. (DDC, 2006. p.31) The Project Review Service Unit consists of the agencys architects and engineers who provide the creativity and oversight of a project in the design stages. The Office of Sustainable Design unit identifies and implements cost-effective ways to promote great environmental responsibility in building design. (DDC, 2006. p.31)The Research and Development Unit studies innovative technologies, construction materials, methodologies and management strategies to improve the design and construction of buildings and infrastructure in New York City. (DDC, 2006, p.31) The Performance Metrics is when the NYCDDC utilizes the Key Performance index finger (KPI) program to process theInter-related databases that maintain information about the agencys projects, contracts, payments and support functions, as well as a multi-level reporting system which extracts data on critical processes in the agencys direct divisions and presents it in an easy-to-read, yet comprehensive format. (DDC, 2006, p.31)The Quality Assurance and Construction base hit Unit oversees that safety procedure are adhered to in every chance of the project for all of the agencys projects. The Geographical Information Services whole kit and boodle with and utilizes the Geographic Information System (GIS). This system allows the agency to clearly oversee the project dimensions of all projects locations on an electronic map and allows the agency to charm coordinate their work with other entities. The Technical Supports group works prior to the onset of construction.They conduct investigations, monitor and provide information on asbestos, lead, and other environmental contaminantsprovide research, analyses and survey preparation for property-line, damage and acquisition, new buildings and all roadway, water and sewer projects. (DDC, 2006, p.31) The Percent for Art Unit works with the NYC Department of Cultural Affairs to integrate arts into a project scope. And, the Peer Review program promotes and enables review and open discussion from the agencys staff on design issues. (DDC, 2006, p.31)Info rmal GroupsWhether at the New York City Department of Design and Construction (NYCDDC) headquarter office or at the borough office level, the agency encourages frequent informal group discussions. Among the groups are the dejeuner groups who meet on a daily basis to discuss socio-political-economical issues and the heathenish groups that celebrate religious and national milestones, etc.The strength of the NYCDDC lies both in its employees and in the groups listed above. The presence of both the formal and informal groups enhances, strengthens and excites the overall agency culture. The experience of attending these groups helps to encourage and educate all staff members to address the myriad of concerns the agency faces and promotes cultural diversity this ensures that each employee feels welcome and original as part of his/her work environment. This acceptance helps to alleviate employee stress.As with any organization with such a varied cross-section of personnel, the weaknesse s lies in conflicts of legion(predicate) kinds that can occur especially when employees allow personal issues to overrule their professionalism. Therefore, for that organization to be successful it must rely heavily on each individual staff member pulling his/her weight and performing to the best of his/her ability.Material ResourcesThe New York City Department of Design and Construction (NYCDDC) provide an array of free public information materials for the communities they serve and educational materials for its employees. foregoing to the onset and for the duration of most projects, the NYCDDC-Office of Community Outreach and Notification (OCON) releases several public information printed resource materials including Start-Up Advisory Notice which provides essential project information distributed to all unnatural parties prior to the onset of any project Project Brochure is the medium used to provide a detailed overview of the project Bi-Monthly Newsletters provides an update o n the project status Work Operation Notices provides all affected parties with work operations that may affect their daily routines including water shut-offs and so forth Bus Cards are handouts that provides information to affected bus rides if a bus route will be affected because of a project and so forth.The education materials are designed to provide NYCDDC employees with essential information. Some materials include Employees Manual which Provides employees with all the essential rules for being a successful employee of the agency the Design Consultant Guide provides critical information including the goals and objectives on the design phases for all of the agency structures projects the Design Construction Excellence How the City is Improving its Capital Program is a take that provides a review and explains the policy changes that were implemented and provides information of design and construction projects.The NYCDDC is a proactive agency that provides the community and its employees with an array of vital information and assistance. This sensitivity illustrates how important the agency values its image and credibility. A major concern is that the information provided to the user is easily accessible, comprehensive and understood by all. A weakness that applies is a manual should be applicable and understanding to all the agencys personnel rather than a selected group.Constraints collect to its configuration, the New York City Department of Design and Construction (NYCDDC) have both structural and human constraints.Structural.The NYCDDC currently occupies by means of rental, four floors at its current location and has five respective borough offices. This is a costly movement for the agency because it has occupancy is five borough offices rather than one.Human (Political, Relationships)The NYCDDC currently employees over 1,200 employees in its overall structure. There are some noted political affiliations for example, the agencys Commissioner is appo inted by the Mayor of the City of New York. More of than not, if an employee can assist in any means to keep advance the career of a friend, associate, acquaintance, then that employee will assist in what means he or she can.There are often computer programming conflicts when planning meetings. These conflicts lead to delays in actions that may need to be taken thus inhibiting the progression of an issue. Additionally, because of the locations of most of the borough offices, traffic and parking are major issues. Because of the five borough offices, more often than not, relationships are formed through emails and telephones. Therefore, personal contact with coworkers is being eradicated at a hasty pace.Relationship To orthogonal SystemsCollaborative Agreement with Outside Agencies on City/ Local State and Federal Levels.The New York City Department of Design and Construction (NYCDDC) has and maintain collaborative relationships with many municipal entities. These collaborations ar e essential to the daily operation of the agencys work flow and for the successful completion of projects. The NYCDDC receives musical accompaniment from these entities based on the client agencys annual figure allowances and its specific objectives to be achieved. Accurate accounting is kept of how the monies are spent. There are times when an overrun will occur and additional property are necessary for the completion of a project an under-run also can occur when funds remain after the completion of a project.The municipalities, the NYCDDC collaborates which includes the NYC controller keeps count of all finances and provides oversight to ensure the proper honest procedures are being adhered to.The Borough Presidents and the NYC Council are entities that collaborate with the agencys project management on issues dealing with land and zoning matters or if these entities funded any project within their borough or district.The Client Agencies include several foreign agencies that work with the NYCDDC these international agencies includes the twenty plus NYC agency clients including Departments of Childrens Services, Environmental Protection, Parks and Recreation, Transportation and so forth NYS Office of Court garbage disposal Office of the Chief Medical Examiner New York, Queens and Brooklyn existence Libraries, and so forth where the NYCDDC manages the projects from the initial steps in design to the final stages in construction for the projects set forth by these agencies.The Mayors Office of Management and Budget provides the NYCDDC with services ensuring all finance related issues dealing with a project are dealt with properly and without conflicts.The NYCDOB is the city agency that provides the NYCDDC with any/all necessary and applicable permits for some projects to occur.The Mayors Office of Contract Services ensures that any project bidding operation is done in a fair manner with an open contention amongst contractors providing the opportunity f or no conflicts of interest to happen.The NYCDDC collaborates with the fifty-nine NYC Community Boards to hold public meetings with their constituents when a project is being planned for their community. At these meetings, residents are given a presentation about the project and its impact on the community. An open forum follows so that concerns and opinions are addressed.The Utilities companies gas, electric, cable and telephone services is a very vital relationship. Clear, proactive cooperation ensures the progression of the project and limits the opportunity for problems environ limiting/eliminating services to their constituents.The NYCDDCs OCON Unit is a proactive unit that reaches out to affected communities, ameliorates problems and concerns and addresses all public inquiries.The NYDDC collaborates with the NYC Art Commission to bring approved public arts to the appropriate projects. (DDC, 2006, p.29)The history, management philosophy, mission, internal and external systems all play vital roles in the structure of any organization. These entities must interact, have a directional flow and coexist with each other for the day to day operations of the organization to proceed smoothly. Since there are times when conflicts arise, it is imperative that such issues be dealt with properly and in an appropriate manner. For example, failure to hire the appropriate personnel can and will lead to the cliff in the services the agency aims to provide to its clients hence, a decrease in the credibility of not only the employees but the reputation of the agency.The NYCDDC has a proven reputation for providing excellent goods and services to its clients. Its leadership role in implementing new facets of technologies and its innovative thinking when applying new management models into the agencys overall infrastructure clearly enhance its ability to accomplish its mission statement.The Target Service AreaFor any business or organization to succeed in providing the pro fessional services it offers, it first must assess, try and fully understand the service area(s) and the target audience(s) it hopes to provide its services to. The New York City Department of Design and Construction (NYCDDC) services the five boroughs of New York City by building and upgrading the Citys infrastructure and public spaces. (