Managerial Position in Construction Company (Coursework Sample)

MANAGERIAL POSITION IN CONSTRUCTION COMPANY
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Managerial Position in Construction Company
Introduction
Profession in construction management is ideal for an individual with an interest in buildings and design of structures. Because civil engineering feels like too much science, carpentry appears very labor intensive, and architecture seem like a lot of drawing, management positions in construction mixes a little of all of these aspects. Construction managers work with engineers, architects, and technicians such as electricians to come up with blueprints (Levy, S. M. 2010, 18). They may also confer with cost estimators to establish the most appropriate budgets. Whether they are designated as contracts managers, site managers, building manager, site agent, or simply the construction manager, this profession is for the most part tasked with managing and running construction sites.
While the management of construction sites may seem like a logistical nightmare, it can be gratifying when all the plans go smoothly. The position of a construction manager is highly regarded and can be attained after several years of experience in the construction industry. The overall purpose of this report is to provide a general overview of the job description for managerial roles in construction and to analyze the job from a perspective of safety and wellness. This analysis will be based on several aspects, including the environment, the psychological and social attributes of the job, training and skills needed for the job, and processes in the work. Other aspects to be covered are risks, hazards, and the distinctive precautions for safety and wellness.
Job Overview
Construction managers are tasked with planning, budgeting, coordinating, and supervising construction projects from their inception to completion. Typically, construction managers plan and negotiate cost estimates, decide on the suitable construction strategies and methods, prepare budgets and work schedules, interpret and clarify contracts and technical details to construction workers and other experts, and supervise construction personnel and on-site activities (Harris, F., Mccaffer, R., & Edum-Fotwe, F. 2013, 41). Other duties may include reporting on budget issues and progress of work to clients, recruiting and training laborers and subcontractors, cooperating with engineers, architects, and construction specialists, responding to construction delays and other emergencies, and ensuring compliance with regulations, including building and safety codes.
Construction managers, sometimes known as project managers or general contractors, coordinate and oversee a wide array of construction projects such as the building of all kinds of industrial, residential, and commercial structures, hospitals, schools, roads, power plants, and bridges. They supervise personnel and specialized contractors. Construction managers plan and direct all aspects of design and construction processes, which ensure a productive and conducive work atmosphere. They also ensure the timely completion of jobs within the envisaged budget and using the right tools, materials and equipment (Jackson, B. J. 2010, 57). In most cases, the obtaining of necessary licenses and permits also fall within the purview of construction managers, and they may oversee multiple projects simultaneously.
Construction managers work together with building and construction specialists such as engineers, architects, and other trade workers such as carpenters, electricians, and stonemasons. In some instances, projects many need the services of specialists such as landscapers, carpet installers, excavation specialists, and structural engineers. Depending on the scope of the project, construction managers may also cooperate with local government bureaucrats and lawyers (Coe, C. K. 2009, 66). For instance, when working on municipal buildings and property owned by local authorities, construction managers might occasionally consult city council officials to make certain that all regulations are stringently met.
For projects that are too large to be managed by a single individual, such as the construction of industrial or office complexes, different construction managers are responsible for the different phases of the entire project. Each manager oversees a given phase and selects subcontractors responsible for the completion of the works. In such a scenario, the manager may need to work together with the other managers who are overseeing the other project aspects. To maximize on project productivity and efficiency, construction managers usually utilize specialized planning and cost-estimating software to plan the money and time required to finish the projects in an effective manner (Harris, F., Mccaffer, R., & Edum-Fotwe, F. 2013, 79). Most construction managers also use specialized software in determining the most effective ways of transporting construction materials to the site.
Analysis
The Environment
While many construction managers prefer to work from a central office, most work from a field office located at the site of the construction. Working from a field office enables the manager to monitor the project and progressively make decisions that relate to the construction activities. For managers handling multiple projects, frequent travel is inevitable. The analysis of work environment for management jobs in construction is done based on working conditions and physical and organizational culture (Tengblad, S. 2012, 101). In a typical contraction setting, the level of social contact for managers is usually reasonably high. This is because they have to work with trade contractors, owners, design professionals, engineers, and architects. Construction managers are usually responsible for the outcome of the works they are overseeing as well as the outcome of work done by other workers. In most cases, the work of construction managers involves conflict situations.
In addition to being tasked with ensuring the health and safety of their teams, construction managers must operate as part of these teams. This is imperative because the job often entails leading varying kinds of work teams. With respect to work performance, managers are exceedingly precise in the performance of their duties. This is important because any oversight may cause schedule and budgetary problems with respect to implementation of the projects. Miscalculation may occasion serious safety and financial consequences (Tengblad, S. 2012, 76). Construction managers often perform repetitive mental tasks. This is particularly important when writing reports and drafting budgets. Additionally, the construction environment is reasonably competitive, and a construction manager must meet stringent deadlines. However, despite the competitiveness of their work, construction managers rarely consult site supervisors while setting goals or when making decisions.
The job also involves extensive travelling and/or many working hours. Typically, a manager works more than forty hours a week and may work at night and during weekends. Sometimes it may be necessary for construction to proceed round-the-clock to meet the project deadline. This means that the managers must be on-call twenty-four hours a day. On certain occasions, the construction manager may travel to different sites or reside temporarily at remote sites away from home.
The Social and Psychological Characteristics of the Job
The construction industry has both social and psychological aspects that must be taken into account. The environment, infrastructure, and buildings are inextricably connected. The construction and operation of infrastructure and buildings involve the consumption of resources such as land, water, energy, and construction material. The built environment in turn becomes an integral part of the living environment, which affects the living conditions, health, and the social well-being of its inhabitants (Dainty, A., & Loosemore, M. 2012, 194). For this reason, it is imperative for construction managers to look at economically and environmentally viable design and development methods that can be used in designing sustainable infrastructure and buildings. These methods should be healthy, innovative, and cost effective. The idea of sustainability with regard to building and construction has advanced over several years. Initially, construction managers were concerned with how to cope with the problem of limited resources, particularly energy, and how to lessen the effects of construction activities on the natural environment.
More emphasis was laid on technical matters such as construction technologies, materials, energy related design ideas, and building components. However, construction managers have come to appreciate the worth of non-technical issues. Practitioners now acknowledge that social and economic sustainability are vital, just like the cultural heritage elements of the built environment are. However, sustainable and socially responsible construction has taken on different approaches and priorities in different cultures and societies. No harmony exists with respect to views and interpretations between industrialized nations whose economies have matured and those that are developing (Dainty, A., & Loosemore, M. 2012, 194). Developed nations are able to devote more attention and resources towards ensuring sustainability in construction. This is done through the upgrading of existing building stock by applying new inventions and innovative technologies to save energy and materials.
On the other hand, developing nations are likely to grant more attention to economic sustainability and social equality. With respect to psychological characteristics, construction managers operate under conditions of immense stress, uncert...