Construction Planning, Programming and Control by Brian Cooke, Peter Williams (auth.)

By Brian Cooke, Peter Williams (auth.)

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52 Construction Planning, Programming and Control CASE STUDY - 'SMALL' COMPANY A ORGANISATION STRUCTURE RESPONSIBLE FOR: Contact with clients I architects etc. 1 PROJECT ORGANISATION Levels of management Level 1 PRINCIPAL I Construction site manager Construction site manager ~-----. 4 Leadership Styles in Business Organisations As the business expands the leadership style of the principal or managing director becomes clearly apparent. 3 as being autocratic or democratic. Traditionally, leadership has tended to be associated with autocratic command, especially within the smallsized organisation.

The effect of these requirements is to impose time constraints on the contracting authority which may be different to the tendering periods that might be expected in the UK. For instance, prescribed 'lead' times have to be allowed for receiving requests to tender (minimum 36 days) and for receipt of tenders (up to 40 days minimum) which have to be taken into account when deciding on the overall timescale for public sector projects. In order to achieve transparency and fairness in public sector tendering the following directives have been adopted in connection with public works and supply contracts which have particular relevance to the construction industry: • 93/37IEEC - The Works Directive which deals with public works contracts • 93/36IEEC - The Supplies Directive which is concerned with public supplyl product contracts • 92/501EEC - The Services Directive which includes maintenance and repair services and architecture.

E. the problem of changing from one size to another. Many principals or owners of construction firms face this problem as business expansion takes place. Often they cannot cope with the new situation they are faced with. This is often due to their lack of vision and competence to manage people around them. Many directors cannot delegate responsibility to subordinates due to a lack of trust. Drucker indicates that a change in behaviour, attitude, competence and vision is needed by people at the top.

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