History of Architecture in the Philippines PDF

1900 Liceo de Manila - first private school to PPT LOCATION: offer academic title for Maestro De Obra https://drive.google.com/drive/folders/17KoP3rK5Bg6V 1921 -Architecture became a profession wiMSYIZRqDEvsHBL_r3f?fbclid=IwZ...

1900 Liceo de Manila - first private school to PPT LOCATION: offer academic title for Maestro De Obra https://drive.google.com/drive/folders/17KoP3rK5Bg6V 1921 -Architecture became a profession wiMSYIZRqDEvsHBL_r3f?fbclid=IwZXh0bgNhZW0CM -first registration of architects was implemented TEAAR2bCHFPcoi3KAtQu1P8FrawGXRZ3h8ipq17nN -FELIX ROXAS Y ARROYO (Binondo o6UfcU_uYY-R_1AjqW3tE_aem_xLyGYnUekCKbaxnc represent) - first Filipino recorded kwBdQA Architect 1930-195 Association of Architects BUSINESS MANAGEMENT 0 LPA - League of Philippine Architects APGA - Association of Philippine Government Architects REPORT # 1 INTRODUCTION TO THE BUSINESS PIA- Philippine Institute of Architects OF ARCHITECTURE IN THE PHILIPPINES 1950 R.A. 545 - Architecture Law - regulate (Post local practice of Architecture to help war) rebuild Philippines from the ravage of Business Architecture - Blue print of the war enterprise → providing common understanding sa organization. June R.A. 544 - Civil Engineering Law - CE -align strategic objectives and tactical demands 1950 CANNOT sign or seal architectural (strategies) plans and documents Business Management - coordinating R.A. 545 - Organic Architecture Law - only REGISTERED AND LICENSED various activities in a company = achieve ARCHITECT can prepare, sign, and business and financial goals. seal architectural documents. -managing resources → money, people, machinery =ensure that objectives set by top JUNE R.A. 1581 - Amended Architecture management are met. 1956 Law - responsibility and liability of Principle: Managers must look at the skill architecture in contrast to the CE, no of team members and assign suitable jobs. overlap in professional function R.A. 1582 - Amended CE Law - (Section 24) - specifically delineate the Business Manager - manage and supervise responsibility and liability of CE in different teams to ensure they perform as contrast with the architect. desired. -ensures team members have appropriate 1970 Architect’s National Code - Standards skills in order to successfully complete the of Ethics and Practices -prepared by UAP → recognized by the task. government and commissioned by -must possess both technical and soft government to constitute for the Board skills for success of Advisers for Urban Design and Development Planning in Metro HISTORICAL OVERVIEW OF ARCHITECTURE Manila PRACTICE IN THE PHILIPPINES 1975 UAP (PIA+LPA+APGA) 1977 Promulgation, PD 1096 (NBCP) - DATE HISTORICAL EVENT Ferdinand Marcos(Ew) SPANISH -Architecture was not by virtue of 1979 -Dissemination and Publication of IRR ERA academic title (No Architecture schools) PD 1096 - DPWH -Spaniards → only architects w/ -IRR R.A. 1581 - Amendment of academic degree Architecture Law of 1956 -Architect’s Code (UAP DOCS. 1880 -MAESTRO DE OBRAS = Master 200-208) - promulgated by PRC as part Builder - practice as an architect of IRR 1581/ R.A. 545 - Escuela Practica y Profesional de Artes y Oficio de Manila - first Mid -National Legislature - Architect academic sch. 1980s Members. -Ar. Pentong Gaite - led Batasang  7. Site Architect Pambansa and leading lights of UAP lobby, passage for new architecture law 8. Project Manager 9. BIM Specialist Early -Initial Amendments for IRR PD 1096 10. Quantity Surveyors 1990s becomes a law 11. Sustainability Architect -Article 7, Section 477 - allow 12. University Instructor municipality/ city engineers to work 13. Design-Build Architect simultaneously with horizontal and 14. Graphics Designer vertical works -LGUs - horizontal works 15. Industrial Architect - Building Official (B.O.) - vertical 16. Acoustic Architect works. Scope of Comprehensive Architectural Services TODAY -Legislative hearing and coordination (SPP DOCS) R.A. 9266- The Architecture Act of 2004. for new and unified bldg permits. I.R.R. -call of architects on overlapping scope of work with CE on Architectural SPP DOC 201 → Pre-Design Services drawings SPP DOC 202 → Regular Design Services SPP DOC 203 → Specialized Architecture Nov. 9, -Supreme Court: ONLY Licensed Services 2023 Architects NOT CIVIL ENGINEERS SPP DOC 204 → Construction Services may prepare, sign, and seal SPP DOC 205-10 → Project Management architectural documents. SPP DOC 201 - PRE DESIGN SERVICES (12) (Importanteng people) FIRST GENERATION FILIPINO A. Consultation ARCHITECT B. Pre-Feasibility Studies -First commissioned by the Philippine Government- C. Feasibility Studies schooling abroad and give design services for building D. Site Selection and Analysis the first infrastructures of the Philippines as the nation E. Site Utilization and Land Use Studies rises and flow with colonial time development. F. Architectural Research G. Architectural Programming Julio Hernandez H. Space Planning Arcadio Arellano I. Space Management Studies Isidro Medina J. Value Management Juan Carreon K. Design Brief Preparation Felix Roxas L. Promotional Services ARCHITECTURE AS… SPP DOC 202 - REGULAR DESIGN SERVICES (6) COMMITMENT TO THE PEOPLE - architect A. Project Definition Phase engaged in a profession that carries civic B. Schematic Design Phase responsibility towards the public. C. Design Development Phase BUSINESS VENTURE WITH THE CLIENTS - D. Contract Documents Phase limited to presentation of examples of his E. Bidding or Negotiation Phase personal experience. Does not entail offering F. Construction Phase of free and preliminary sketches or other services without the benefit of the agreement SPP DOC 203 SPECIALIZED ARCHITECTURAL with the client for legitimate compensation. SERVICES (22) A. Architectural Interiors (AI) COMMON/ EXISTING ARCHITECTURE B. Acoustic Design DISCIPLINES OF PRACTICE OF ARCHITECTURE C. Architectural Lighting Layout and Design IN THE PHILIPPINES (16) D. Site Development Planning E. Site and Physical Planning Services 1. Residential Architect a. Master Development Planning 2. Commercial Architect b. Subdivision Planning 3. Interior Architect c. Urban Design 4. Landscape Architect F. Comprehensive Development Planning 5. Urban Planner (CDP) 6. Hospital Architect  G. Historic and Cultural Heritage Conservation 3. Adaptability to Climate and Planning 4. Functionality and Aesthetics H. Security Evaluation and Planning 5. Community Centric Design I. Building Systems Design J. Facilities Maintenance Support BIM OUTSOURCING K. Building Testing and Commissioning -widely present in AEC field L. Building Environmental Certification -OBJECTIVE: create a change-oriented understanding M. Forensic Architecture of the contemporary architectural profession N. Building Appraisal concentrating on architectural information O. Preliminary Services management. P. Contract Documentation and Review Q. Post Design Services IMPORTANT DATES a. Construction Management Services R. Dispute Avoidance and Resolution 1980- Era before CAD. Last days of Manual S. Architectural Research and Methods 1985 Drawing T. Special Building/ Facility Planning and Design 1993- Era of digital drawing. Expansion of digital U. Building Components 1998 architectural CAD V. Management and Architectural Practices 2000- Rise of integrated and pervasive 2005 web-supported digital design SPP DOC 204 CONSTRUCTION SERVICES (2) SPP DOC 204A - Full Time Supervision Service SPP DOC 204B - Construction Management ADVANTAGES OF BIM (4) Services 1. Focus on Design and Save Time SPP DOC 205 POST CONSTRUCTION SERVICES 2. Leverage and Expertise (2) 3. Effective Collaboration A. Building Facilities and Administration 4. Time Zone Differences B. Post-Construction Evaluation URBAN DEVELOPMENT ON BUILDING SMART PROJECT MANAGEMENT(PM) CITIES Management activities over and above the - first introduced in buildings and facility normal architecture and engineering (A & E) structures, harnessing the technology is now during the pre-design, design, and entailed on larger scale of district and city construction phase. planning OVERALL OBJECTIVE: Have control over - Cities - projected to develop into smarter cities time, cost, and quality relative to the as the internet of things construction project. CONTEMPORARY TRENDS IN THE PRACTICE OF IMMERSIVE TECHNOLOGY ARCHITECTURE PROFESSION (5) - Might be the standard way to portray design in -practice - evolving → advent of global economy the future -Architect - adapt and face the reality of being - Architects can present design on a 1:1 scale visionaries and creative thinkers model allowing clients to go through the -Collaboration - important factor to co-exist with other building before it is built with the help of allied professionals since architects are the forefront technology of globalization - Virtual Reality - plays a huge role in - Architectural Landscape of the Philippines - conceptual stage intricate tapestry of cultural identity, combination of - 3D Printing - solves engineer’s problems in new and old elements pf native craftsmanship, colonial material use and infrastructural resilience impacts, and contemporary styles -diverse range of structures VIRTUAL AND AUGMENTED REALITY -Modern Architecture in the Philippines - full of - Maximize the advantages to clients and diverse range of unique characteristics setting it apart shorten presentation time to present architectural structure 1. Fusion of Old and New 2. Use of Local Materials FUTURE TRENDS IN ARCHITECTURE (4)  1. Technology - digital tools simplifyng the process for architects to envision their design and make modifications prior to construction BUSINESS DEVELOPMENT COMPONENT phase 2. Living in Small Space - More prevalent that EXECUTIVE SUMMARY can modify the space ambiance are essential Overview of the business plan as a whole and 3. Work Life Balance - increasing wfh because highlights the products and services offered. of convenience and cost effective BUSINESS DESCRIPTION 4. Multigenerational Living Space - More Description of the business, its goals, products, significant as consideration to modern services and target customer base. architecture in the Philippines. MARKET ANALYSIS AND STRATEGY Location of target market REPORT # 2 BUSINESS DEVELOPMENT AND THE Needs of target market Demographics of target market ARCHITECTURE FIRM BUSINESS MODELS Where your target market spends most of their time. MARKETING AND SALES PLAN BUSINESS DEVELOPMENT - The strategic actions Includes how you plan to market your products and taken by firms to expand their client services base, increase revenue, and enhance their competitive Marketing promotion strategies position Pricing plans for your products and services in the industry. Your unique selling proposal - Simply everything and every step done in MANAGEMENT AND ORGANIZATION order to make the architecture firm more DESCRIPTION successful. The company’s leader and human resources indicate their qualifications and responsibilities. KEY ASPECTS IN BUSINESS DEVELOPMENT PRODUCTS AND SERVICES DESCRIPTION Further details the description of products and services MARKET RESEARCH AND ANALYSIS company offers written in the executive summary. Understanding the sectors, geographical areas and COMPETITIVE ANALYSIS client types that offer the most potential while keeping Detailed comparison with competitors which includes up with industry trends and technological strengths or weaknesses on the competition in the advancements. marketplace. OPERATING PLAN CLIENT RESEARCH MANAGEMENT Describes how the company will operate such as Building and maintaining strong relationships with shipping, logistics and patent for intellectual property. clients through regular communications and excellent FINANCIAL OPERATION AND NEEDS service. Describes the sources and amount of funding. Includes financial statements, analysis and cash flow BRANDING AND MARKETING projection. Creating a strong brand identity that communicates the EXHIBITS AND APPENDICES firm's value proposition and using various tactics such Extra information such as permits, legal documentation as social media to increase visibility and attract new and pictures of the final product. clients. BUSINESS DEVELOPMENT MISTAKES PROPOSAL AND BID MANAGEMENT NOT FOCUSING ON YOUR CLIENTS Responding to requests for proposals (RFPs) Getting caught up in the day-to-day operations and participating in bidding processes to and failing to keep your focus on clients and secure projects. customers FAILING TO IDENTIFY YOUR MOST PROFITABLE PARTNERSHIPS AND COLLABORATIONS CLIENTS Building relationships with other professionals such as The 80/20 rule says that 80% of your business will contractors, engineers and developers to come from 20% of your clients. create collaborative opportunities. TALKING TOO MUCH LISTENING TOO LITTLE it's important to remember that communication is a two-way street, take the time to understand their needs and wants. CONFUSING BUSYNESS AND PRODUCTIVITY Just because you're busy doesn't mean that you're being productive. To be truly productive, you need to focus on activities that will create value for your company. CONFUSING SALES WITH BUSINESS DEVELOPMENT Sales is about generating revenue and Business Development is about creating long-term value for the company FAILING TO PREPARE Business development is all about creating opportunities and then capitalizing on them. But if you're not prepared,you won't be able to take advantage of those opportunities BUSINESS DEVELOPMENT STRATEGIES MARKET PENETRATION Strategy of increasing your market size either by selling current products to new customers or selling new products to current customers MARKET DEVELOPMENT ARCHITECTURE FIRM BUSINESS MODELS Entering new market with existing products EFFICIENCY BASED PRODUCT DEVELOPMENT This model is for architecture offices that can Creating new products or services to current or new deliver projects faster customers Efficiency-based firms frequently fo less DIVERSIFICATION complex projects or take on similar projects to Adding new products or services that are different from those they have already completed. the existing products in your portfolio. Efficiency-based firms typically provide a STRATEGIC ALLIANCES limited range of services or a standard scope forming cooperative relationships with other of work that is familiar and reproducible businesses that share common goals, interests, The goal is to adhere to standards while values, or customers delivering projects quickly and efficiently in a LICENSING highly predictable manner. Granting or obtaining the right to use your intellectual property such as patents, trademarks designs or EXPERTISE BASED know-how to or from another business for a fee or This business model is for architects with royalty. extensive knowledge of a specific project type. MERGER AND ACQUISITIONS One example is the office of Frank Gehry, he Combining your business with another business is sought after for his eye-catching design. He through a purchase or a merger. also takes on cultural projects that require a high level of expertise. EXPERIENCED BASED It is the most common model used by architects who want their firms. Experienced-based practices strive to provide clients with design services while solving unique problems This type of firm can take on more complex project types. IMPORTANCE OF BUSINESS MODEL IN WRITING A MISSION STATEMENT ARCHITECTURE FIRM The business model of an architecture firm guides its operations, marketing, and design approach. Choosing the right model early on helps align the firm's goals with its long- term vision, attracting clients and fostering sustainable growth. HOW TO CREATE A BUSINESS MODEL VALUE PROPOSITION PURPOSE OF A MISSION STATEMENT The core of your architect practice The purpose of a mission statement is to highlight a What sets your services apart company's core values and serve as a clear CUSTOMER SEGMENTS declaration of its purpose. It helps both customers and Who are your clients? employees immediately understand what the business Understanding your target clients will inform is about and what makes it unique. many of your strategic choices CHANNELS The vision of an architecture firm outlines its long-term How will you connect with your clients? aspirations and where it aims to be in the future. It Think about leveraging professional describes the firm’s broader goals, such as becoming networking sites. a leader in sustainable design, expanding into new CUSTOMER RELATIONSHIPS markets, or achieving industry recognition for It is about how you engage with your clients innovation and excellence. and ensure their satisfaction and loyalty. Personalized service, regular project updates, CONDUCTING AN INITIAL INDUSTRIAL ANALYSIS and responsiveness to client needs are crucial An industry analysis is a market assessment tool used REVENUE STREAMS by businesses and entrepreneurs to understand how You’ll reflect on how your architect practice will their company compares to others in the same generate income. industry or niche. Be innovative and think about what aligns with your expertise and client interests. IMPORTANCE OF CONDUCTING INDUSTRIAL KEY ACTIVITIES ANALYSIS These are critical tasks required to run your Understand current and historical trend practice Forecast supply and demand Identify the activities that are essential to Estimate potential financial returns delivering your value proposition Evaluate industry competitiveness KEY RESOURCES Assess market conditions These are the assets vital to support your Identify new opportunities value proposition. Understand economic health KEY PARTNERSHIPS Demonstrate investment benefits This might involve collaborations with Offer recommendations for future planning construction companies. COST STRUCTURE PROCESS IN CONDUCTING INDUSTRIAL It is crucial to distinguish between fixed costs ANALYSIS Running an architecture firm entails various expenses CHANNELS How will you connect with your clients? Think about leveraging professional networking sites. DEVELOPING MISSION AND VISION STATEMENT MISSION The mission of an architecture firm defines its core business, outlining its objectives and the strategies it will use to achieve them.  REPORT # 3 - ORGANIZATIONAL MANAGEMENT IN ARCHITECTURAL FIRM Organizational Management- refers to the practice of planning, coordinating, and overseeing various elements within an organization to achieve its goals and objectives. It involves directing and guiding resources, people, and processes to ensure efficient operations and optimal performance. In architectural firms, there is typically an organized structure that includes various roles and departments. The specific organization may vary depending on the size and specialization of the firm. 2 TYPES OF FIRMS Sole Proprietorship- owned entirely by a single individual. Partnerships of Two or More Owners FIRMS STRUCTURE Most firms structure themselves internally in COMPETITIVE FORCES MODEL two ways: By Rank 1. Threat of New Entrants By Function 2. Bargaining Power of Buyers 3. Bargaining Power of Suppliers Rank Structured Firms 4. Threat of Substitutes 5. Rivalry among Existing Competitors RELEVANT INDUSTRY The architecture industry offers building design services, preparing detailed drawing sets to represent designs and overseeing consultants like engineers. Notably, the 20th century saw a shift from a product-based to a service-based approach in architecture (AIA,2002,p xxxviii) Functional Structured Firms Architects collaborate closely with various stakeholders, including construction firms, engineers, regulatory agencies, and clients, who may be individuals or organizations. The field intersects with disciplines such as art and history, with competition spanning a global scale. IDENTIFYING THE FORCES 1. Buyers 2. Suppliers TEAM STRUCTURE 3. Substitutes 4. New Entrants 5. Competition EVOLUTION OF THE FIRM Role of Architects CULTURE OF THE FIRM - To design and build the buildings with utility, stability, beauty and cost effectiveness. -the culture of firm is manifest in the interaction of the firm’s members (directors, professionals Architect’s Functional and Legal Responsibilities & support staff) with those positioned outside - Provide detailed working drawings based on the firm (clients, consultants & suppliers) the agreed design and layout of the project. - Working drawings must be detailed to achieve precise and accurate results upon GOALS OF ARCHITECTURAL FIRMS construction. - Mediate and provide guidance during construction of the projects. How Projects get Built - Must address the needs of the client - There must be a site or location - Need for budget (finances) Budget- essential and crucial in order for a project to push through. Goals Property Acquisition Costs Architectural and Engineering Fees Legal Fees Project Administration Costs Financing Fees and Interest on Debt Accounting Fees Advertising and Public Relations Expenses Selling and Leasing Costs Insurance Premiums The regulated profession of architecture is Zoning and Building Permit Fees relatively new Direct Construction Costs (for Labor, Material, and Equipment) Design and Design Considerations - This phase is crucial as it establishes the fundamental concept for the design. Design considerations may include: - Site Conditions - Construction Budget Constraints - Zoning Ordinances and Environmental Regulations, etc - Building Codes The industrial revolution changed the craft - Aesthetics of building - Client’s Overall Comfort REPORT # 4 ORGANIZATIONAL CITIZENSHIP 2. Increases Work Meaningfulness – Engaging in BEHAVIORS OCB fosters connection to organizational goals, providing purpose and boosting engagement and OCB is “An individual behavior which is not enthusiasm. rewarded by a formal reward system… but that, 3. Enhances Employee Performance and when combined with the same behavior in a group, Productivity – Research shows that OCB results in effectiveness.” - Dennis Organ (1988) enhances performance, as motivated employees Organizational citizenship behavior (OCB) is a boost productivity, improve work quality, streamline term that’s used to describe all the positive and processes, and foster teamwork, driving constructive employee actions and behaviors organizational success. that aren’t part of their formal job description. 4. Improves Social Interactions – OCB fosters It’s anything that employees do, out of their own trust, teamwork, and effective communication, free will, that supports their colleagues and reducing conflicts and enhancing collaboration benefits the organization as a whole. among employees. OCB is not something that’s required from 5. Reduces Stress – A workplace with OCB fosters employees to do their job and it’s not part of their support, reducing stress, burnout, and job-related contractual tasks. anxiety while enhancing overall well-being. 6. Creates a Sense of Community – OCB fosters a TYPES OF ORGANIZATIONAL CITIZENSHIP strong organizational culture, enhancing BEHAVIOR employees' sense of belonging and boosting retention by creating a supportive and connected environment. 1. Altruism in the workplace occurs when an employee helps or assists another employee without expecting anything in return. 2. Courtesy is polite and considerate behavior CONSEQUENCES OF OCB towards other people, in this case, other During the early 1990s, scholars gained real employees. momentum in the area of OCB with regard to empirical 3. Sportsmanship is about an employee’s ability to research. Empirical research regarding the be a good loser. It’s about being able to deal with consequences of OCBs has focused on two main situations that don’t go as planned – or negative areas: organizational performance and success and surprises – and to not demonstrate negative managerial evaluations of performance and reward behavior when that happens. allocation. Some evidence also exists on the impacts 4. Conscientiousness is characterized by of OCB on the employees themselves. self-control and discipline that exceed minimum expectations. In the workplace, this means Organizational Performance and Success Research employees not only arrive on time and meet consistently shows a positive link between deadlines but also plan ahead to ensure their Organizational Citizenship Behaviors (OCBs) and colleagues aren't overwhelmed with additional performance. Podsakoff and MacKenzie (1994) found work during their absence. that civic virtue and sportsmanship boosted sales in an 5. Civic virtue refers to how well employees insurance agency, while Koys (2001) reported a represent their organization outside of formal correlation between OCBs and restaurant profits. settings, such as discussing the company Similarly, Podsakoff et al. (2009) highlighted OCBs' positively with friends and family. It can also be impact on unit performance and customer satisfaction, shown through participation in events like and Nielsen et al. (2009) confirmed their influence on fundraisers or team charity runs. As a form of group performance, including civic virtue and altruism. organizational citizenship behavior, civic virtue fosters community and companionship, leading to Managerial Evaluations and Reward Allocations. higher job satisfaction and improved performance. Podsakoff et al. (2000) found that OCBs explained 42.9% of the variance in managerial performance BENEFITS OF OCB evaluations, with altruism, sportsmanship, conscientiousness, and civic virtue consistently linked 1. Boosts Employee Morale – OCB promotes a to performance. Later research (Podsakoff et al., 2009) positive workplace, inspiring employees to go reaffirmed the positive association between OCBs, above and beyond, fostering a cycle of positivity performance ratings, and reward allocations. that boosts overall job satisfaction. The Effects of OCB on Employees recognition are more likely to engage in discretionary Organizational Citizenship Behaviors (OCBs) have behaviors that benefit the organization. mixed effects on employees. While OCBs can enhance experiences and reduce turnover (Podsakoff et al., Herzberg’s Two-Factor Theory 2009), they may also cause emotional exhaustion and Herzberg distinguished between hygiene factors, work-home conflict, especially for conscientious, which include extrinsic factors like salary and working high-performing employees (Deery et al., 2016). conditions, and motivators, which comprise factors such as recognition and achievement. A clear example Citizenship Fatigue is an organization offering a supportive work Citizenship fatigue arises when Organizational environment (hygiene factor) alongside regular Citizenship Behaviors (OCBs) exhaust employees, recognition programs (motivator), fostering a motivated causing stress and reducing future OCB participation. workforce more likely to engage in OCB. Though job performance may stay high, the extra effort leads to emotional and cognitive burnout. Intrinsic vs. Extrinsic Motivation Intrinsic motivation stems from internal factors within Career Outcomes an individual. It is characterized by a sense of personal A study on professional services found that both satisfaction, enjoyment, or fulfillment derived from Organizational Citizenship Behaviors (OCBs) and task engaging with or performing an activity or task. performance positively impact performance Extrinsic motivation comes from external stimuli, evaluations, which are key for promotions. However, typically in the form of rewards or punishments. once advancement speed is considered, performance Examples of extrinsic motivators include performance evaluations only serve to qualify individuals for bonuses, incentives, recognition, promotions, or promotion, with task performance determining advancement opportunities. advancement rate. Thus, focusing on OCBs may slow promotion progress. Public Sector and OCB Research has shown that public sector employees Workplace Happiness often exhibit higher levels of OCB compared to their The findings align with attitudinal theory, where positive private sector counterparts. This can be attributed, in worker behavior stems from perceiving a positive part, to the intrinsic motivation derived from the public attitude from their employer, and social exchange service aspect of their roles. Additionally, public sector theory, where employees value organizations offering organizations often have specific mission statements economic and socio psychological benefits. and values centered around public service, which can Engagement, job satisfaction, and emotional enhance employees' intrinsic motivation to engage in attachment often lead to OCBs, such as passion, OCB. Research has highlighted the importance of proactivity, persistence, and affiliation for organizational mission in fostering OCB in the public organizational improvement. sector. Motivations for Engaging in OCB The Influence of Organizational Culture Motivation plays an important role in driving individuals A culture that values teamwork, collaboration, and to engage in Organizational Citizenship Behavior mutual respect fosters an environment where (OCB). The underlying mechanisms that lead employees are more inclined to engage in employees to engage in these extra-role behaviors are discretionary efforts. Research indicates that when significant for both academic study and practical individuals perceive their organization as supportive, application in the field of public management. fair, and appreciative of their contributions, they are more likely to exhibit OCB. Additionally, organizations that celebrate and recognize OCB reinforce the THEORIES OF MOTIVATION intrinsic motivation among employees, further encouraging them to go above and beyond their formal Maslow’s Hierarchy of Needs job roles for the collective benefit of the organization. According to Maslow, individuals have a hierarchy of needs ranging from physiological needs to The Role of Transformational Leadership self-actualization. Once basic needs are met, This leadership style involves inspiring and motivating individuals are motivated by higher-level needs, such employees by creating a compelling vision of the future as belongingness and esteem. In the context of OCB, and empowering them to contribute meaningfully to employees who feel a sense of belonging and organizational goals. Studies have shown that leaders who exhibit transformational qualities, such as charisma, intellectual stimulation, individualized REPORT # 5 consideration, and inspirational motivation, are more likely to foster a culture of OCB within their teams. I. Definition and Importance of Leadership in Architecture Business Organization Leadership Leadership is the process of persuading OCB: Best Practices individuals to achieve personal and group Leaders are always looking for employees who inhibit goals. the behaviors and principles that makeup Multiple definitions based on leader behaviors, Organizational Citizenship Behaviors. However, qualities, or outcomes. managers and leaders can help to encourage these behaviors which should have a positive impact on a. Leadership in Architectural Education. culture and engagement. Architects lead both the architectural design team and the broader design team. 1. Set an Example Success is linked to how the architect interacts Leaders need to exemplify the types of behaviors they with their teams. want employees to take on. Cultures are established at Responsibilities: coordination design, the top, and if workers see leaders being considerate, structural, and installation projects. jumping in to help when they can, participating in events outside of work, helping to plan charity events b. Leadership in Business Organization. sponsored by the organization, then workers will have Leadership enhances productivity, efficiency, a frame of reference for engaging in OCB. and communication. Improves work environment, reduces 2. Reduces Stress mistakes, and motivates employees. OCBs have been cited for their significant impact on Effective leaders set a vision, inspire hard interpersonal relationships and strengthening work, and foster collaboration. co-worker bonds. If a culture of collaboration and Early problem identification minimizes costly cooperation is established early on, workers will see errors. themselves playing a vital role in supporting who they work with. If goals and objectives are explained in a Key Traits of Effective Leadership way that encourages workers to look out for the team 1. Communication and Trust than qualities like altruism and courtesy can take hold. 2. Ability to Inspire and Motivate 3. Strong Vision for the Future 3. Connect the Qualities of OCBs with 4. Problem Solving and Adaptability Company Goals Each principle of Organizational Citizenship Behavior: c. Leadership in Architecture Business altruism, courtesy, conscientiousness, sportsmanship, Organization. and civic action should be connected with company Architectural leadership (AL) focuses on core goals and values. They do not have to be named the organizational processes to achieve goals. same or referenced directly, but the qualities these AL helps managers create infrastructure for characteristics reference should be included in any strategy implementation. verbiage that relates to company goals or objectives. It complements existing theories by focusing This will help encourage a culture represented by on processes rather than just targets. OCBs. II. Leadership Styles and Their Impact on 4. Don’t Over-Regulate Organizational Culture what makes them so valuable to leadership is that the Organizational Culture number of OCBs that workers engage in can tell Mostly shaped by the leadership styles of the leaders how productive or engaged employees are. It organization. also takes away the voluntary nature of OCBs which Have the power to affect how employees reveals an element of choice.When presented with the behave, how they communicate, how opportunity, workers need to have the freedom to decisions are made, and how well a business decide to be altruistic, show courtesy, be performs overall. conscientious, have sportsmanship, or engage in civic Since correct culture supports productivity, action. engagement, and innovation, it is now a  recruitment and retention strategy for The first step taken by transformational employees. leaders is gathering the team for an open The working environment based on the discussion. organization's values, strategic vision, and Morale is raised when corporate and personal mission generated is referred to as its culture. ideals are in harmony, and research has shown that this increases productivity. 1. Autocratic Leadership or Authoritative The main objective is to encourage Leadership: A Culture of Compliance employees' transformative inclinations by Authoritative leaders establish the long-term reflecting their own personal beliefs and direction of their businesses and make it ambitions. obvious to each individual employee what part they will play in that path. 5. Transactional Leadership or Directive Authoritative leaders provide a good example Leadership: A Culture of Consistency and encourage followership, but they can also Power is distributed downward in a pyramidal foster a culture among the rank and file that form used by directive leadership. stifles cooperation, innovation, and Those at the top assign explicit instructions professional growth. and tasks to those at the bottom. Leaders that exercise autocracy make This leadership style doesn't promote a decisions on their own and expect their collaborative organizational culture where followers to do the same. communication, openness, and collaboration are traits of effective leadership. Instead, 2. Democratic Leadership or Participative based on each person's place in the Leadership: Culture of Innovation organizational hierarchy, directive leadership The goal of participative leadership is to foster establishes class distinctions. team member consensus while relying on a This management approach is frequently democratic process. referred to as "coercive management." Participative leadership builds commitment and trust to create systemic change, just like These leadership philosophies are not transformational and servant leadership do. mutually exclusive, and that many leaders use a mix of Leaders make the ultimate choice, but they do philosophies depending on the circumstance. it after engaging the entire team in a process However, organizational culture and employee of compromise, collaboration, and consensus behavior can be significantly impacted by the dominant building. style. To foster a healthy and effective organizational 3. Laissez-faire Leadership or Servant culture, leaders should carefully assess their Leadership: Culture of Inclusion leadership style and its potential effects on the Laissez-faire leaders take a hands-off stance workplace. Leaders may motivate staff to fulfill their full and let workers handle their own tasks and potential and realize corporate success by building a decision-making. culture of collaboration, empowerment, and innovation. The organizational pyramid is turned on its side by servant leadership, resulting in a Setting the Tone for Your Organization’s Culture setting where everyone serves as a leader. Your organization's culture is shaped by your Servant leaders put the needs of the leadership style. community and organizational stakeholders Leaders must choose who participates in the first. process and how policies and goals are What sets servant leadership apart from other carried out in addition to setting the leadership philosophies is its emphasis on organization's general direction and goals. service. Take into account which leadership style you wish to use to establish the culture of your 4. Transformational leadership: A Culture of organization while determining how to improve Inspiration it. Investigating the factors that make up your In the end, business cultures that support organization's culture and implementing individual success support organizational improvements are key components of success. transformational leadership. Characteristics of Effective Leadership in Play a proactive part in creating a work Architecture Firms atmosphere that inspires the team to work Although the majority of architects are together, solve problems, and reach their full passionate about design, great design talent is creative potential. not often accompanied by the abilities required The easiest way to do much of this is by to become a creative, dynamic leader. example. A leader directs the team in addition to An effective leader instills in their team the self managing it. assurance necessary for them to express their They support people in achieving their best ideas and develop innovative designs. potential. An effective leader in the architecture industry Developing Leadership Skills in Architecture is someone who is imaginative, has the ability Leadership is a crucial key to success in any to work with others to solve challenges, and profession, including architecture. inspires others to do the same. It is as important as design skills in achieving great architecture. Characteristics of Effective Leadership in It is suggested that architectural firms provide Architecture Firms professional development to staff members to 1. Recognizing Creativity or Imagination equip them with the necessary skills to Leadership requires a strong sense of become effective leaders. imagination, especially in the architecture Coordinating design projects, structural industry, where managers must motivate staff projects and installation projects is the to explore their inner selves and discover their responsibility of the architect as the team actual creative potential. leader. Anywhere and from anyone, a good idea can Swett (2005) defined leadership as an ability come. A leader is aware of this and actively of architects to convince their clients to believe seeks to bring out the best in those around in their visions for high quality outcome while them. motivating other parties to follow and It is your responsibility as a leader to foster an implement those visions enthusiastically. atmosphere where your staff feels free to Harrigan and Neel (1996) explained about two share ideas and bounce them off of you. primary objectives of leadership of architects The key to your success as a leader is being which are “to find an opportunity and develop able to spot innovation in others. a well-considered assessment of the challenge presented by client and to appreciate the 2. Collaboration importance of teamwork as pooling of Working together is crucial in architecture. experience and expertise”. Architects must work together with customers, In The American Institute of Architecture’s engineers, designers, and other architects. Foresight Report: “The Changing Context The practice of architecture is one that values Business, and Practice of Architecture 2013” collaboration. Effective managers are aware of (2013) defined the meaning of leadership as this. managing change. The report also described Leaders must have humility and an open mind. the significant trends in upcoming future of The team's leader offers work that capitalizes leadership which are: on that strength since they are aware of it. 1. evolving modes, Collaboration needs to be fostered by 2. new metrics of leadership, managers.. 3. leadership development options, and For each team member to contribute their 4. changing expectations greatest innovation, there must be genuine contact. Allocated Responsibilities and Roles The charrette is among the greatest methods Architects typically build leadership skills for achieving this. through their assigned jobs, beginning as Team members can use it to plan out solutions interns and junior staff where they receive to problems and resolve conflicts. experience in leadership and teamwork from their mentor and teammate. 3. Being An Example After demonstrating superior design and Do more than just direct and oversee others to leadership abilities, they will be promoted to be a great leader in the architecture industry. project architect and eventually project  manager, where they will be responsible for Understanding these concepts can offer leading and managing all areas of design and effective leadership training for architects. construction. However, the current architecture education Along the way, they may be promoted to process lacks many aspects of leadership associate, principal, vice president, or skills. president. To enhance leadership skills, leadership skills Pressman (2007) defined this growing process should be integrated into both academic and as a scale of impact, which is critical for curriculum. achieving an authentic architect profession. Second, based on their traits and Kindel (2013) classified leadership behaviors. Architect styles are classified into six archetypes. which are: ○ Visionaries ○ Strategies ○ the Warriors ○ the Veteran ○ the Experts ○ the Peace Builders Kasapoglu (2011) classified the leadership in architectural design firms as divided into three categories. Groups were formed depending on their orientations, which were: ○ Goal-oriented ○ Employee-oriented ○ Task-oriented Integrating Leadership Skill in Architectural Education The 21st century society demands more leadership skills, but few are capable. Leadership skills are considered essential life and career skills in both formal and informal curricula. The 21st Century Learning Framework emphasizes the importance of leadership skills in students' lives, as they are now considered a 'good to have' rather than a' must have'. Students' outcomes of leadership and responsible skills include the ability to guide and lead using interpersonal and problem-solving skills, raising strengths, inspiring, and demonstrating integrity and ethical behavior. This applies to architect students, who need to lead in small/large firms or individual practices. To improve architectural education, teaching leadership in addition to design education is essential. Ronco & Jassaume (2009) identified four leadership concepts relevant for architects: 1. Trait Theory 2. Behavioral Theory 3. Situational Theory 4. Management or Transactional Leadership CONSTRUCTION MANAGEMENT 4. Functionalism - organization should be built around main functions of business and not around individuals. REPORT # 1 ORGANIZATION AND MANAGEMENT function - normal characteristic way of doing a task that stands out distinctively by itself. MANAGEMENT - key driver behind the companies 5. Departmentalization - departmentalization is organization necessary to achieve smoother flow of operations ORGANIZATION - Group of individuals cooperating -can be through functions, products, willingly for a common goal. location,or projects of the organization. -seeks to know who is to do and what is to be done 6. Centralization of Authority and -structured to promote better management Responsibility - have authority and responsibility definitely fixed. STRUCTURAL ORGANIZATION ELEMENTS(5) 7. Limited Span of Control- number of subordinates an executive can manage Formal arrangements established to coordinate formal effectively activities -reflects firm’s anatomy through it's focus on WHAT IS MANAGEMENT mechanisms and processes linking various parts of the A. Management is a Process. - process of organization horizontally and vertically. directing people and facilitating work of people who are organized for a common purpose. 1. Men- different members of the organization. -process of combining efforts and resources of Top to last workman in the enterprise. individuals with a common interests to achieve 2. Materials - materials necessary in function desired objective. distribution and attainment of goals B. Management is a Function. - function of 3. Method - procedures and ways in the course getting things done through the efforts of of action others. 4. Machine - tools necessary in producing -application of authority, assumption of desired output responsibility. 5. Money - financial resources C. Management is an Art - the art of handling people. MAJOR ELEMENTS OF ORGANIZATIONAL -when properly applied, gives individuals in the STRUCTURE (4) same organization the feeling of security, 1. Distribution of Functions - functions to be recognition, opportunity, and belonging. performed 2. Vertical and Horizontal Authority MANAGEMENT Relationships - who are the authority to do what SYSTEMATIC - Management to be effective 3. Communication and Decision Process - must be systematic manner in which formal decisions are made SCIENTIFIC - Management to be successful and by whom must be scientific 4. Policies - decision, rules and guidelines HUMANISTIC established. MANAGEMENT STRUCTURES - determines the PRINCIPLES OF GOOD ORGANIZATION (7) roles, power, and responsibilities are assigned, 1. Principle Of Objective - clear and complete controlled, and coordinated and how much information definition of objective is a must. Any business flows among the different levels of management. concern or any individual must adhere to definite purpose or aim Hierarchy- exists in most organizations 2. Analysis - sound business judgement attempt -determines the line of authority, communications, to build an organization through full knowledge rights and duties of the organization. of business requirements 3. Simplicity - simplest organization that will Line of responsibility (2 ways) serve to attain the desired objective and considered the best. 1. From Executive →Supervisor → workers - under his jurisdiction and conversely  2. Workers → upper authorities 2. Delegation of Task - manifestation of faith and confidence towards the ability of a Line of authority - ckear at all times in order to subordinate. facilitate and ready flow of communications and control 3. Justifiable Praise and Commendation - executive development and building morale MANAGEMENT CONTROL RESPONSIBILITY AND AUTHORITY - must go Control - check or regulate, keep within limits together. Authority - cannot be delegated completely - Includes activities that require resistive or and must only be shared corrective action PERSONNEL COORDINATION Manager - person responsible for controlling or Organizational Management - organizing, administering all or part of the company of similar aligning, and managing efforts of employees to organization ensure that activities are harmonized and Should be: aligned with organization’s overall goals. Good Planner -Involves overseeing the scheduling, task Good Organizer assignment, communication, and collaboration among team members to enhance efficiency EXECUTIVE FUNCTIONS OF MANAGER (4) and productivity To Plan: Intellectual Process, the conscious determination and direction of action To Direct: Guiding and overseeing subordinates To Organize: improved organization will always improve good performance To Control: executive gets the performance of subordinates to correspond to chosen plans, orders, objectives, and policies. EXECUTIVE LEADERSHIP - Bridge between objective and results Manager- not a boss but a leader. SCIENTIFIC MANAGEMENT: FUNCTIONAL MANAGEMENT THEORY (4) Qualities of good exemplar of manager: 1. Division of Labor and Specialization Good Personal Appearance 2. Unity of Command and Centralization of Pleasant Mannerisms Decision Making Friendliness 3. One Way Authority Cheerfulness 4. Narrow Span of Control Good health FUNCTIONAL STAFF RESPONSIBILITIES FOR Ideal Leadership - aid communication and create a ACTIVITIES (5) sense of unity, enthusiasm, and cooperation among 1. Incentive Standards - Setting performance members of a team standards and incentives to motivate workers -no best leadership style - must be taken into account to increase productivity. according to company’s objectives, policies, and the 2. Methods Analysis - Examining and organizational climate. Optimizing the processes and methods used in production 3. Quality Control - Ensuring that products or DELEGATION OF AUTHORITY (3) services meet specific quality standards 4. Production Control - planning, scheduling, In order to have control, a manager must have and controlling the flow of materials and authority. production to meet demand efficiency 1. Giving Order - necessary, properly 5. Material Handling - managing the movement, interpreted, and proper authority is behind it. storage, and transportation of materials w/in the production system.  KEY POINTS TO SUCCESS IN ENTERPRISE TREATMENT OF MANAGEMENT PROBLEMS (5) MANAGEMENT (5) 1. To have a clear management philosophy, clear 1. A Statement of the Problem in the goals, and definite ideal Mathematical Form 2. To manage a company with full realization that 2. Reliance on Measurable Quantities every enterprise is a public enterprise 3. Use of Computers 3. To practice open management 4. Dedication to Rational Decision Making. 4. To collect the wisdom of the many 5. To try your best to acquire an unflappable and ENGINEERING SUPPLYING THE SAME SCIENTIFIC supremely adaptable mind. APPROACH TO PROBLEMS IN:(4) 1. Organization - treated as a system that can A CORPORATION MUST ABOVE ALL ELSE TO be optimized for maximum efficiency. ACHIEVE ITS OBJECTIVES -involves analyzing workflows, defining roles, FIRST: People-first business policy and standardizing procedures SECOND: Every employee must learn to think 2. Financing - approached systematically by like a business manager and must share his analyzing cost, cash flows, and investment knowledge returns to minimize waste and maximize THIRD: looked upon as lifetime education profitability. center 3. Office and Field Operations - streamlined using data-driven methods to ensure DIRECTING PEOPLE ON THE JOB administrative and onsite tasks are completed efficiently. Order - specific message to be conveyed by the 4. Inventory and Control - approached with leader to the follower for the purpose of influencing the Scientific precision to ensure the right amount follower to take desired action. of materials are available when needed, -Either written or verbal reducing overstocked or stockouts. ENGINEER’S FIVE HABITS IN MIND (5) VERBAL ORDER WRITTEN ORDER order is simple and Precise figures or 1. Know where their time goes message can be complicated details 2. Focus on outward contribution clearly heard are involved 3. Build on Strengths Privacy is important Orders must be 4. Concentrate on a Few Areas Where Superior Follower is passed on to Performance Will Produce Outstanding intelligent and someone else reliable Workers involved Results Demonstration is are slow to 5. Make Effective Decisions involved understand and forgetful When receiver must be hold strictly accountable DIRECTING PEOPLE ON THE JOB FOUR DISTINCT CATEGORIES OF ORDER BOTH WRITTEN AND VERBAL (4) HUMANISTIC MANAGEMENT 1. A Request MANAGEMENT PHILOSOPHIES ACCORDING TO 2. A Suggestion MATSUSHITA (3) 3. Asking Volunteers 4. Direct Order 1. A Goal 2. An Ideal GUIDING PRINCIPLES ON HOW TO DIRECT 3. A Vision ORDERS EFFECTIVELY (5)  1. Clarify Your Objective - be concise with the Know that a decision must be based on goal principle and should be made on the merits of 2. Obtain Favorable Attention - capture the case recipient’s fulll attention and emsure they are Insist on alternatives to choose the most ready to listen and engage appropriate decision 3. Make It Simple and Specific - clear, Monitor the result of the decision to ensure actionable, and precise language that the desired objectives are achieved. 4. Phrase it Tactfully For Better Results - DECISION PROCESS respectful and polite language to motivate the 1. Identify the problem person to comply willingly, rather than out of 2. Specify objectives and decision criteria obligation 3. Develop alternatives 5. Explain Why It Should Be Done Your Way - 4. Analyze and compare alternatives providing context for orders not only foster 5. Select the best alternative understanding but also increase buy-in 6. Implement the chosen solution commitment. 7. Monitor results to ensure the desired results are achieved IDENTIFYING THE PROBLEM THE KNOWLEDGE WORKERS It is the focal point of the process. Solutions must The Report Challenges Managers in the Asia Pacific to address the basic problem and not the symptoms. Release the Potential of their Knowledge Workers by: SPECIFY OBJECTIVES AND DECISION CRITERIA (2) The decision maker must identify the criteria by which proposed solutions will be judged. Acknowledge that Knowledge Workers are CRITERIA FOR DECISION MAKING Different 1. Capital Accepting That Traditional Command and 2. Time Control Methods of Management are Outdated 3. Profits and Inappropriate 4. Maintenance 5. Return of Investment 6. Increase in costs REPORT # 2 DECISION MAKING 7. Risks DECISION-MAKING It is the fundamental process of management ANALYZING AND COMPARING ALTERNATIVES This method often benefits from the use of JUDGMENT mathematical or statistical techniques as the decision Decision is a judgement. It is a choice between maker must prove the alternative’s effectiveness by alternatives and rarely a choice between right or empirical data. wrong. Right decisions grow out of the clash and conflict of SELECTION OF THE BEST ALTERNATIVE divergent opinions and competing alternatives. This will depend on the objectives of the decision MANAGERS maker and the criteria that are being used to evaluate The main task of a manager is not administration by alternatives. making policy and right decisions. The first rule in decision making is that one does not decide unless IMPLEMENTING THE CHOSEN SOLUTION there is disagreement. This simply means carrying out the actions indicated Effective managers encourage opinions but insist that by the chosen alternative. If the alternative selected is people who voice out an opinion must also take to do nothing. No action will be required to implement. responsibility for defining what factual findings can be expected and should be looked for. REASONS WHY MANAGER INSIST ON DISAGREEMENT BEFORE DECISION MAKING CHARACTERISTICS OF AN EFFECTIVE It is the only safeguard against the decision MANAGERS maker becoming the hostage of the Make an effective decisions organization. Do not make plenty decisions but concentrate Disagreement alone can provide alternatives on the important ones to a decision.  Disagreement is needed to stimulate the 5. Prompt, fact-based action imagination. 6. Forgiveness REASONS FOR POOR DECISIONS 7. Privacy Errors in the decision process 8. Just discipline Bounded rationality Sub-optimism REPORT # 3 PRE-PLANNING ERRORS IN THE DECISION PROCESS Appreciate the importance of each step in the PLANNING decision process - Planning is an art, the art of planning exist The manager’s ego only among human beings. The manager’s unwillingness to admit a mistake. Pre-planning stage- establishes and BOUNDED RATIONALITY determine the direction and success of any Limitations on decision-making due to costs, time, construction project. technology, and available information SUB-OPTIMISM Departments may optimize solutions for their own needs, which may not align with organizational goals. ELEMENTS OF THE DECISION PROCESS 1. Identify if the issue is generic and requires rule-based decisions 2. Define criteria for the solution: 3. Objectives, conditions, and minimum goals. 4. Think through the right solution before For Whom and What are we planning for? compromises. 5. Plan actionable steps 6. Gather feedback to test effectiveness. BUDGETING THE TIME Starting with time management rather than task management to ensure priorities are met. SUB-OPTIMISM 4 Different Dimensions of Planning Functions Departments may optimize solutions for their own needs, which may not align with organizational goals. FACTORS AFFECTING TIME CONSUMPTION 1. Working with people 2. Knowledge worker relations 3. Personal vs. Work relations 4. Think through the right solution before compromises 5. People Decisions 6. Meetings IMPORTANCE OF CONCENTRATION Effective managers prioritize and handle tasks one at a time. EMPLOYEE DISCIPLINE The purpose of Discipline is to align employee behavior with organizational standards. PRINCIPLES OF DISCIPLINE 1. Act only when necessary 2. Make reasons for discipline clear 3. Allow employees to present their side. 4. Ensure fairness and consistency.  convene a preliminary discussion on the documents; and to gather more information as may be available at the early stage. There should be additional and pre-planning information available such as the client's required operational date. What the Project Manager needs to know are: The logical construction sequence that must be followed. The quantity and the delivery dates of various PROJECT MANAGER materials to be used. - Central figure in a project. He bears the How much and what kind of manpower will be ultimate responsibility for the success or failure needed. of the project. When to start and complete the job on time. The job of project manager can be both First step in construction pre-planning- to difficult and rewarding. However, the reward of prepare a graph and plot the anticipated date the job of project manager comes from: of delivery of all major equipment at the site. The benefits of being associated with a TIMETABLE successful project. The project manager should conduct one or The personal satisfaction of seeing it more informal sessions with key personnel through to its conclusion. assigned to the project such as: The challenge of the job, and working with - The construction superintendent other people. - Job buyer - Drafting room coordinator One major objective- to accomplish a specific - Job expediter task in a limited time framework. Mission- to plan, coordinate, control and Summarize the manpower loading in two accomplish. ways: 1. With all functions performed in the Construction projects have some elements in earliest position on the timetable common 2. With all functions performed in their Project goals must be established and later starting position. priorities are set. Different works must be identified and time PROJECT ENGINEER’S REVIEW estimate must be determined. Resource requirement must be projected, and Project Engineers must: budget must be prepared. - Review timetable thoroughly Once underway, progress must be monitored - Raised questions on its overall logic and to assure achievement of the goal. workability - Offer constructive criticism on detailed Managerial competence is a function of a work functions and interrelated activities manager's character, knowledge, and experience. These three ingredients interact to Graphical Reporting: mold a particular style of management. - Manpower and percentage accomplishment is easier to evaluate. THE WORKSHEET - Data are received by a weekly progress - Represents a plan of action presented report and field payroll report. graphically by a critical sequence of functions - A field man-hour report is submitted every of subsidiary activities contained within a month. compact period of time. Graphical Reporting easily detects: The initial move to get the project - Possible budget man-hour overruns underway is for the Project Manager to - Craft peaks  - Weakness in supervision coverage information regarding labor, materials and - Inadequacy of tool and equipment plant requirements. Discussion & review of construction problems assures understanding of the work status for: MAINTAINING TIME AND PROGRESS CHART - Alternative solutions may be reviewed. - Exchange better ideas for a better - Chart should be flexible so as to permit solution. modifications to meet unknown contingencies - To implement results as agreed in the that may arise. meeting. - It will enable those in-charge of the work to see the effect of the contingency. - It will be on subsequent operations and to PLANNING PROGRAM AND PROGRESS CHART make the necessary adjustments to bring the program back into line. Most important part of the works organization are: - The making of time and progress chart is a - The preparation of a comprehensive time matter of trial and error. and progress chart for the execution of the - It requires consideration of alternative work. methods and the effect of each event, - The periodic revision of the chart as resulting in an orderly arrangement of circumstance demand, and the regular event and an ultimate savings of time and comparison of progress chart made with cost. the program. - The chart is divided into many horizontal The project manager is required to prepare spaces as are required for the major an approved time and progress chart, which operations of the job. is generally part of the main contract documents. The vertical columns provide space for: A description of the items. - The time and progress chart must show an The target date for letting the sub-contact analysis of the chief elements and types of or purchase order. construction involved in the project. Anticipated starting date, the expected - The scheduled dates of commencement completion date and sufficient number of and completion of every stage of the main monthly columns to cover the total time for contract and sub-contracts. completion. One or two extra columns for the possible Besides of being the standard requirement, over-run. the chart, automatically shows and offer the following information: PLANNING AND SCHEDULING WITH GANTT CHART 1. The sequence of operation Gantt Chart - a tool used for planning and 2. The target time and date for their completion scheduling simple projects. 3. The rate of which they must be carried out - With the chart, the project engineer can initially 4. The owner’s staff and the contractor’s staff schedule project activities, and to monitor should be familiar with the information given in progress over time by comparing planned the chart and should constantly strive to carry progress to actual progress out the work according to the projected rate of accomplishments. To prepare the chart, the project engineer 5. If some operations are to be done by has to identify the major activities that sub-contractors, they should be notified in would be required. Estimates for each activity advance and given clear understanding of are made and the sequence was determined. what exactly is expected from them. Once completed, the chart indicates which 6. The chart also tends to prevent changes in activities were to occur including their planned design and layout with consequent delays and duration, and when they were to occur. increased in cost. It also provides essential MATERIAL SUPPLY Step budget - series of budgets set up at The buying of materials is an important activity different levels of construction volume or in all construction works. contract. The contractor should refer the material Variable rate cost - calculated as an average quotations received at the time of preparing his rate between two points of minimum and bid for the job which can be used as the basis maximum construction operations. of negotiations with the suppliers A purchasing program for construction Budget Preparation materials should be prepared according to its - The preparation of budget estimates in each priority department is a committee proposition. This is Confusion usually results from delay and under the princi