COMPONENTES DE UNA SEÑAL VERTICAL:

Learning hours:

60

NQF level 4:

BTEC Higher National – H2

Description of unit

This unit provides the learner with an introduction to the principles and application of management as they relate to the technical and professional disciplines of Construction, Civil Engineering or Building Services Engineering. It is also founded on the principles of the ‘Latham’ report, which advocates non-adversarial multi-discipline team working. It enables a flexible approach to the delivery of the content that can take account of the prior knowledge of the learners at entry and their choice of discipline and choice of units being studied.

Learners will gain an understanding of management principles and their relevance to the processes of design, construction and maintenance of the built environment. They will also learn how these principles may be applied to the management of construction, civil engineering or building services engineering installation activity through the application of recognised management techniques.

Summary of learning outcomes

To achieve this unit a learner must:

1 Develop an understanding of the principles of management, the work of pioneers and founders of management, their evolution and application to modern day practice 2 Demonstrate knowledge and understanding of the Industry’s markets and activities, the

roles of the professions/disciplines in project teams and the management principles appropriate to organisations within the industry

3 Demonstrate an understanding of the application of management techniques to organisation, work planning, co-ordination, control of resources, cost control, quality, communications and client/customer liaison involved in the design and construction processes

4 Determine methods of procurement and contracting and their implications for risk, performance, best practice, sustainability and the environment.

Content

1 Principles of management, the work of pioneers and founders of management

Management: established definitions of management, an understanding of the principles

and processes of management, namely: forecasting, planning, organising, motivating, controlling, co-ordinating and communicating

Management of human resources: individual and group motivational needs, leadership,

concepts of team behaviour

2 Markets and activities, roles of the professions/disciplines and management principles, management principles

Overview of the markets: activities and services provided by Construction, Civil

Engineering and Building Services Engineering and the role of the professions that form the project team(s)

Principles of organisation structure: direct line, lateral, functional and staff relationships,

chain of command, span of control. Concepts of responsibility, duty, authority, accountability and delegation

Corporate organisation: mission, strategy, corporate planning, policy and objective.

Centralised versus decentralised organisation(s). Project based organisation. Job design, team structures and team working

Influence of scale and size of contract(s): project/contract procurement and contractual

method and the role of the organisation, ie designer, main contractor, sub-contractor, supplier, etc on the way an organisation is organised and managed

3 Application of management techniques

Organisation: structure, charts, project organisation, layout and accommodation, method

statements and plan of work, links with CDM Safety Plan and risk assessments

Planning: co-ordination, monitoring and control using Gantt charts, critical path arrow or

precedence diagrams, line of balance (manual and computer based) and other methods

Budget/cost control: related to estimated cost, planned performance cost, actual cost, and

cash flow

Procurement, scheduling and control: of materials, and plant, supply-chain management,

4 Methods of procurement and contracting

Types of procurement methods: management and operational structures used by clients and

to achieve project objectives. Traditional methods of tendering, ‘Partnering’ and PFI type contracts

Law and contract: what constitutes a contract, forms of a contract, stages of a contract Obligations and rights of parties: meeting contractual obligations of performance, in

particular: time, cost and quality

Risk: insurance and warranty arrangements

Construction team: concepts of multi-discipline non-adversarial working identified in the

‘Latham’ report, integrated teams

‘Best practice’: ‘Benchmarking’, ‘Performance Indicators’ (PIs)

‘Sustainability’ and environmental management: issues both statutory and ethical to a

Outcomes and assessment criteria

Outcomes Assessment criteria for pass

To achieve each outcome a learner must demonstrate the ability to:

1 Develop an understanding of the principles of

management, the work of pioneers and founders of management, their evolution and application to modern day practice

· define and attribute three established definitions of management

· explain the principles and processes of management: forecasting, planning, organising, motivating, controlling, co-ordinating and communicating · explain the motivational needs of individuals and

groups, leadership styles and concepts of team working

2 Demonstrate knowledge and understanding of the Industry’s markets and activities, the roles of the professions/disciplines in project teams and the management principles appropriate to organisations within the industry

· describe in outline the main markets, activities and services provided by the construction and built environment sector

· describe the roles of the different

professions/disciplines within the ‘design, construction and installation team’ and the main cycle of work activity

· produce an organisation structure that incorporates examples and explanations of direct line, lateral, functional and staff relationships and also explain with examples, ‘span of control’, ‘chain of

command’ centralised versus decentralised, and job design

· compare project based organisational structures · define and explain the purpose of a mission

statement, strategy, corporate planning, policy and objectives to the activities of a practice or firm · evaluate the influence of the scale and size of

contract, type of client, project/contract procurement method, and function of the

Outcomes Assessment criteria for pass

To achieve each outcome a learner must demonstrate the ability to:

3 Demonstrate an understanding of the application of

management techniques to organisation, work planning, co-ordination, control of resources, cost control, quality, communications and client/customer liaison involved in the design and construction processes

· describe how the techniques used to organise the layout, resourcing and accommodation contribute to the management of a project

· describe, with examples, how methods of work planning, monitoring and progress control using Gantt charts, CPA and precedence networks, and LOB techniques control purposes

· determine the difference between estimated cost and actual cost, and explain the application of cost planning, cost control, cash flow and monitoring of construction and installation work

· describe with examples the methods employed to plan, schedule and manage the supply and utilisation of resources, viz materials, plant and labour/sub- contractors

· determine how quality standards and statutory compliance are achieved

· describe other aspects of communication and liaison activity that need to be organised and managed in a project

4 Determine methods of procurement and contracting and their implications for risk, performance, best practice, sustainability and the environment

· describe the main types of procurement methods and management structures used by clients and

developers and evaluate different methods of tendering

· define what constitutes a contract and briefly explain the rights and obligations of the main parties in relation to performance, (time, cost and quality) and stages of contract

· evaluate what is meant by multi-discipline non- adversarial working in project teams, ‘Latham Report’

· evaluate the concept of sharing ‘Best Practice’ and ‘Benchmarking’ the performance of a practice/firms activities

Guidance

Delivery

As a core unit, the depth of treatment required will depend on the background of the learners entering the programme and the choice of units within it. Time given to this unit may need to be increased for learners that have little or no prior knowledge of these subjects or where they will have only limited opportunity to develop and apply their skills in specialised units later in their programme.

It may even be appropriate for this unit to be delivered over the two years of the programme in order to allow for co-teaching in parallel with other units and to combine assessment

requirements with project units or other specialised units.

Learners should be encouraged to read an appropriate range of textbooks and library/internet source material relating to the content of this unit and the Industry’s activity. Case study material should also be available to deliver and reinforce management concepts both for formative and summative learning/assessment through group and individual work. The content allows for a range of management ‘pioneers’ and ‘thinkers’ to be studied to

develop an understanding of the principles of management covered in this unit. Learners should be encouraged to gain sufficient knowledge and understanding of recognised management principles and ‘thinking’ to meet the assessment criteria and support the application of techniques in this unit, and other related units in their programme.

This list of management ‘pioneers’ and ‘thinkers’ is not exhaustive but serves to cover the more commonly recognised ones: Fayol, Taylor, Gantt, Gilbreth, Weber, Follett, Argyris, Mayo, Mcgregor, Maslow, Herzberg, Drucker, Likert, Blake and Mouton, Adair, Peters, Handy, Kanter, Belbin, Hammer, Denning, Juran, Recans, McClelland.

If learners are also undertaking related specialist units, their reading, study and assessment activities can be integrated to increase the relevance and effectiveness of the learning process. The Group Project can also provide a focus towards the end of the programme for the

application of the management techniques informed by input from design, technology and other specialist units.

Assessment

It is recommended that evidence for learning outcomes is achieved through well-planned course work, assignments and projects. Assessment may be formative and summative and both may feature as part of the process including analysis of application.

Appropriate attention must be given to health, safety and welfare arrangements and CDM Regulations throughout the delivery of this unit.

In designing the assessment instruments, opportunities may also be included to generate evidence to meet the CIC Common Learning Outcomes and higher level skills appropriate to the outcomes of this unit, see Annex D and Annex F.

Links

Management principles and application of management techniques will underpin and is closely linked with specialised units such as Unit 18: Project Management that provide more depth of treatment and an opportunity for learners to actually apply techniques rather than simply learn about their application. Both Unit 5: Group Project and Unit 15: Individual Student Project will provide opportunities for learners to develop and apply management principles and techniques to a project in a formative and summative context.

The content of this unit has been designed and mapped against the 1998 CISC Occupational Standards and current NVQs at level 4. The mapping links indicate that the achievement of the learning outcomes of this unit will contribute skills, knowledge and understanding towards the evidence requirements of the following NVQs:

· Architectural Technology · Construction Control

· Building Maintenance and Estates Service · Construction Site Management

· Conservation Control

· Construction Plant and Equipment Management · Quantity Surveying

· Spatial Data Management · Town Planning

· Valuation.

See Annex D for summary of mapping information.

Resources

Access to appropriate ICT, library and internet resources, case study material and where possible examples of actual organisations in various sectors of the Industry’s operations using different types of contract/procurement arrangements.

Support materials Textbooks

· Ashworth, A — Pre-Contract Studies: Development Economics, Estimating and Tendering — (Longman, 1996)

· Cooke, B and Williams, P — Construction Planning, Programming and Control — (Macmillan, 1997)

· Fryer, B — The Practice of Construction Management — (Blackwell, 1997)

· Harvey, R and Ashworth, A — The Construction Industry of Great Britain — (Oxford, 1997)

· Oxley, R and Poskitt, J — Management Techniques Applied to the Construction Industry — (Blackwell Science, 1996)

Other publications

· Egan, J — Rethinking Construction-A Consultation paper by the Strategic Forum for

Construction — (DETR, 2002)

· Egan, J — Rethinking Construction — (DETR, 1998)

· Joint Contracts Tribunal — Joint Contracts Tribunal Forms of Contract · Latham, M — Constructing the Team — (The Stationary Office Books, 1994)

In document Programa de Mejoramiento de Caminos Provinciales (página 170-176)