The practice of construction management
| dc.contributor.author | Smallwood, John | |
| dc.date.accessioned | 2017-09-18T10:23:23Z | |
| dc.date.available | 2017-09-18T10:23:23Z | |
| dc.date.issued | 2006 | |
| dc.description.abstract | English: International literature indicates that supervision, communication, motivation and leadership are the top ranked skills required for practicing construction management — the discipline of managing a construction business and/or project(s). Whereas operational and middle management require more skills and knowledge in operational programming, labour forecasting and organisation, top management requires more skills and knowledge in competitive tendering, costing and estimating, and analysis of project risk. The research reported on in the article constitutes phase two of the study ‘The practice of construction management’, which follows two previous surveys conducted to determine knowledge areas and skills required, and their frequency of use. The first study determined that all construction managers (CMs) need: to be able to work with people; to integrate the efforts of people, and technical expertise. Other findings include that the top four subject areas are: programming; quality management; productivity, and industrial relations. The second study determined that administration, oral communication, controlling, co-ordinating, decision making and leadership are skills ranked among the top ten for all levels of management. Other findings include that contract administration, contract documentation, cost control, building methods and quality management are subject areas ranked in the top ten positions for all levels of management. The article concludes that the most frequently used subject areas reflect the focus at the respective levels of management: top — the management of the business of construction; middle — the management of a number of projects and operational — the management of specific projects. The article concludes that construction management undergraduate programmes need to focus on management, and more specifically, the management of resources within defined parameters, along with the requisite technical expertise. | en_ZA |
| dc.description.abstract | Afrikaans; Internasionale literatuur dui daarop dat vaardigheid in toesighouding, kommunikasie, motivering en leierskap die grootste vereiste is vir praktiseer in konstruksiebestuur — die dissipline wat die bestuur van ’n konstruksie besigheid en/of projek(te) behels. Alhoewel operasionele en middelvlak bestuur meer aanleg, kundigheid en kennis benodig in operasionele programmering, arbeids vooruitskatting en organisasie, benodig topbestuur meer aanleg, kundigheid en begrip in die kompeterende tenderproses, kosteberaming en prysberaming en die risiko-analise van projekte. Die navorsing waarna in hierdie artikel verwys word, word gebaseer op die tweede fase van die studie ‘The practice of construction management’, wat volg op twee vorige studies wat onderneem is om areas van kundigheid, kennis en aanleg te identifiseer sowel as die frekwensie en/of intervalle van toepassing daarvan. Die eerste studie het bevind dat alle konstruksiebestuurders (KBs) die volgende eienskappe benodig: die gawe/aanvoeling om met mense te werk; om mense se aksies te integreer, en tegniese kundigheid. Verdere bevindige sluit in dat die top vier vakgebiede behels: programmering; kwaliteitsbestuur; produktiwiteit, en industriële-verhoudings. Die tweede studie het bevind dat administrasie, verbale kommunikasie, kontrolering, koördinasie, besluitneming en leierskap die aanlegte is wat onder die top tien gelys word vir alle bestuurs dissiplines. Ander bevindinge bewys dat kontrak-administrasie, kontrak-dokumentasie, kostekontrole, boumetodes en kwaliteitsbestuur die vakareas is wat onder die top tien posisies gelys word in alle vlakke van bestuur. Die artikel som op dat die vakgebiede wat die meeste toegepas word, die fokus reflekteer aan die verskeie vlakke van bestuur: top — die bestuur van die konstruksiebesigheid; middel — die bestuur van verskeie projekte en operasioneel — die bestuur van spesifieke projekte. Die artikel bevind dat voorgraadse programme in konstruksiebestuur meer moet fokus op bestuur, en meer spesifiek op die bestuur van hulpbronne binne afgebakende terreine/areas met die vereiste tegniese kundigheid wat daarmee gepaard gaan. | af |
| dc.description.version | Publisher's version | en_ZA |
| dc.identifier.citation | Smallwood, J. (2006). The practice of construction management. Acta Structilia, 13(2). | en_ZA |
| dc.identifier.issn | 1023-0564 (print) | |
| dc.identifier.issn | 2415-0487 (online) | |
| dc.identifier.uri | http://hdl.handle.net/11660/6938 | |
| dc.language.iso | en | en_ZA |
| dc.publisher | University of the Free State | en_ZA |
| dc.rights.holder | University of the Free State | en_ZA |
| dc.subject | Construction management | en_ZA |
| dc.subject | Discipline | en_ZA |
| dc.subject | Knowledge | en_ZA |
| dc.subject | Skills | en_ZA |
| dc.title | The practice of construction management | en_ZA |
| dc.type | Article | en_ZA |