Construction site management organization chart

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Construction site management organization chart

Content:

• Construction Organizational Chart – 7 Examples and Samples
• Construction Quality Assurance/Quality Control Blog
• Construction Organizational Charts
• Organizational Chart
• What Organizational Structure Should Be Used in a Construction Project?
• Site manager: job description
• Essential Guide to Project Organizational Structure
• Site Manager
• Chapter 4: Organizational Structure and Project Management
• Project management

Construction Organizational Chart – 7 Examples and Samples

Written by Erik Devaney bardofboston. HubSpot also recommends this guide to structuring your company for success. Choosing the best organizational structure for your company, division, or team is a lot like picking out a new car. At the most basic level, you're always looking for something road-worthy — something that can take you and your passengers from point A to point B without a hitch.

But beyond that, there are a lot of options to consider. Automatic or manual? Four-wheel drive or two? Built-in GPS? Leather interior? Flux capacitor? Only if you're going back in time , of course. In the world of organizational structures, the options you have to choose from include things like chain of command long or short? An organizational structure is a visual diagram of a company that describes what employees do, whom they report to, and how decisions are made across the business.

Organizational structures can use functions, markets, products, geographies, or processes as their guide, and cater to businesses of specific sizes and industries. What's the point of an organizational structure? As a business leader, do you even need one? As I said, org structures help you define at least three key elements of how your business is going to run. As your company gets bigger, an organizational structure can also be helpful for new employees as they learn who manages what processes at your company.

Then, if you need to pivot or shift your leadership, you can visualize how the work flows would work by adjusting your organizational structure diagrams. To put it simply, this chart is like a map that simply explains how your company works and how its roles are organized.

Your chain of command is how tasks are delegated and work is approved. An org structure allows you to define how many " rungs of the ladder " a particular department or business line should have. In other words, who tells whom to do what? And how are issues, requests, and proposals communicated up and down that ladder? Your span of control can represent two things: who falls under a manager's, well, management Centralization describes where decisions are ultimately made.

Once you've established your chain of command, you'll need to consider which people and departments have a say in each decision. A business can lean toward centralized, where final decisions are made by just one or two entities; or decentralized, where final decisions are made within the team or department in charge of carrying out that decision.

You might not need an org structure right away, but the more products you develop and people you hire, the harder it'll be to lead your company without this crucial diagram. To dive deeper into what all of these different organizational structure components are, check out my earlier post, " The 6 Building Blocks of Organizational Structure.

In this post, we'll explore how you can combine those components to form different types of organizational structures. We'll also highlight the benefits and drawbacks of different structure types so you can evaluate which is the best option for your company, division, or team. Let's dive in. Organizational structures fall on a spectrum, with "mechanistic" at one end and "organic" at the other. Take a look at the diagram below. As you'll probably be able to tell, the mechanistic structure represents the traditional, top-down approach to organizational structure, whereas the organic structure represents a more collaborative, flexible approach.

Here's a breakdown of both ends of the structural spectrum, their advantages and disadvantages, and which types of businesses are suited for them. Mechanistic structures, also called bureaucratic structures , are known for having narrow spans of control, as well as high centralization, specialization, and formalization.

They're also quite rigid in what specific departments are designed and permitted to do for the company. This organizational structure is much more formal than organic structure, using specific standards and practices to govern every decision the business makes. And while this model does hold staff more accountable for their work, it can become a hindrance to the creativity and agility the organization needs to keep up with random changes in its market.

As daunting and inflexible as mechanistic structure sounds, the chain of command, whether long or short, is always clear under this model.

As a company grows, it needs to make sure everyone and every team knows what's expected of them. Teams collaborating with other teams as needed might help get a business off the ground in its early stages, but sustaining that growth — with more people and projects to keep track of — will eventually require some policymaking.

In other words, keep mechanistic structure in your back pocket Organic structures also known as "flat" structures are known for their wide spans of control, decentralization, low specialization, and loose departmentalization. What's that all mean? This model might have multiple teams answering to one person and taking on projects based on their importance and what the team is capable of — rather than what the team is designed to do. As you can probably tell, this organizational structure is much less formal than mechanistic, and takes a bit of an ad-hoc approach to business needs.

This can sometimes make the chain of command, whether long or short, difficult to decipher. And as a result, leaders might give certain projects the green light more quickly but cause confusion in a project's division of labor. Nonetheless, the flexibility that an organic structure allows for can be extremely helpful to a business that's navigating a fast-moving industry, or simply trying to stabilize itself after a rough quarter.

It also empowers employees to try new things and develop as professionals, making the organization's workforce more powerful in the long run. Bottom line? Startups are often perfect for organic structure, since they're simply trying to gain brand recognition and get their wheels off the ground. Now, let's uncover more specific types of organizational structures, most of which fall on the more traditional, mechanistic side of the spectrum.

Depending on the size of a business and its goals, the organizational structure of the team will vary. Each type has its advantages and disadvantages; however, there is a universal benefit to establishing a clear organizational structure. It helps employees understand their role within a company, which enables them to manage expectations and goals. A business needs to have an organizational structure in place to be successful.

There are several types of organizational structures commonly used by companies, nine of which we expand upon below. One of the most common types of organizational structures, the functional structure departmentalizes an organization based on common job functions.

An organization with a functional org structure, for instance, would group all of the marketers together in one department, group all of the salespeople together in a separate department, and group all of the customer service people together in a third department. Download this Template. The functional structure allows for a high degree of specialization for employees, and is easily scalable should the organization grow. Also this structure is mechanistic in nature — which has the potential to inhibit an employee's growth — putting staff in skill-based departments can still allow them to delve deep into their field and find out what they're good at.

Functional structure also has the potential to create barriers between different functions — and it can be inefficient if the organization has a variety of different products or target markets. The barriers created between departments can also limit peoples' knowledge of and communication with other departments, especially those that depend on other departments to succeed.

Functional organization increases efficiency, provides stability, and boosts accountability. It allows departments — with employees who share similar skills and knowledge — to focus on their specialized tasks within their respective fields. Because the roles and responsibilities of this organizational structure example rarely change, department employees can consistently work on similar assignments and hone their skills.

The fixed structure of functional organization also operates through management. It provides employees with a chain of command. It guides communication between the team and keeps the team accountable. A divisional organizational structure is comprised of multiple, smaller functional structures i. In this case — a product-based divisional structure — each division within the organization is dedicated to a particular product line. This type of structure is ideal for organizations with multiple products and can help shorten product development cycles.

This allows small businesses to go to market with new offerings fast. It can be difficult to scale under a product-based divisional structure, and the organization could end up with duplicate resources as different divisions strive to develop new offerings. Companies and their employees can experience the benefits of the product-based divisional structure. If one division performs poorly, this does not automatically translate across the organization. Because of their separation, divisions may flourish or fail concurrently.

This system allows companies to mitigate risk. Another variety of the divisional organizational structure is the market-based structure, wherein the divisions of an organization are based around markets, industries, or customer types.

The market-based structure is ideal for an organization that has products or services that are unique to specific market segments, and is particularly effective if that organization has advanced knowledge of those segments. This organizational structure also keeps the business constantly aware of demand changes among its different audience segments.

Too much autonomy within each market-based team can lead to divisions developing systems that are incompatible with one another. Divisions might also end up inadvertently duplicating activities that other divisions are already handling.

Because this organizational structure focuses on specific market segments, it provides each division with autonomy. The divisions work separately, which allows employees to work independently and enables them to focus on the needs of their particular industry. The geographical organizational structure establishes its divisions based on — you guessed it — geography. More specifically, the divisions of a geographical structure can include territories, regions, or districts.

It also brings together many forms of business expertise, allowing each geographical division to make decisions from more diverse points of view. The main downside of a geographical org structure: It can be easy for decision- making to become decentralized, as geographic divisions which can be hundreds, if not thousands of miles away from corporate headquarters often have a great deal of autonomy.

And when you have more than one marketing department — one for each region — you run the risk of creating campaigns that compete with and weaken other divisions across your digital channels.

Geographical divisions allow companies the advantage of catering to a specific customer. Based on the differences in language, culture, and customs one would find across the world, companies cannot necessarily expect the same operations to work in different locations. Not only does it allow organizations to tailor their approach based on geography, but it allows the division to react quickly and efficiently to any geographical market changes.

In order to fully understand the diagram below, you need to look at it from left to right: The customer acquisition process can't start until you have a fully developed product to sell.

Construction Quality Assurance/Quality Control Blog

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Construction Organizational Charts

Construction is a process that consists of the assembling or building of exquisite infrastructure of the society. For the successful execution of a construction project, effective planning is necessary. The construction work is completed by number of effective workers working together with each other in an amorous manner. The construction management hierarchy incorporates all these management levels in a well organized manner. The major levels in the construction management hierarchy are described as designations from the highest construction management level to the lowest construction management level attained in brief as below in this article. Just have a quick look:. The mid level administrative level in the construction management hierarchy. The professionals at this level are actually involved in construction related activities. Labor — These are the unskilled people who do one of the construction trades. They are responsible to perform construction based activities using blasting, power tools, hand tools, air tools, and small heavy equipment.

Organizational Chart

From Department of Education. The primary function of Forward Planning Section is to analyse demographic and enrolment trends and anticipate future demand for primary and post-primary school places to ensure that sufficient school accommodation will be provided. This research informs identification of projects to meet future demands across the Planning and Building Unit. The Forward Planning Section is also currently engaged in policy development in the following areas:. The unit comprises the specialist sections listed below.

What Organizational Structure Should Be Used in a Construction Project?

An organizational chart is a diagram that visually conveys a company's internal structure by detailing the roles, responsibilities, and relationships between individuals within an entity. Organizational charts are alternatively referred to as "org charts" or "organization charts. Organizational charts either broadly depict an enterprise organization-wide, or drill down to a specific department or unit. Organizational charts graphically display an employee's hierarchical status relative to other individuals within the company. For example, an assistant director will invariably fall directly below a director on the chart, indicating that the former reports to the latter. Organizational charts use simple symbols such as lines, squares, and circles to connect different job titles that relate to each other.

Site manager: job description

Project management is the process of leading the work of a team to achieve all project goals within the given constraints. The primary constraints are scope , time, and budget. The objective of project management is to produce a complete project which complies with the client's objectives. In many cases, the objective of project management is also to shape or reform the client's brief to feasibly address the client's objectives. Once the client's objectives are clearly established they should influence all decisions made by other people involved in the project — for example, project managers, designers, contractors, and sub-contractors. Ill-defined or too tightly prescribed project management objectives are detrimental to decision making. A project is a temporary and unique endeavor designed to produce a product, service, or result with a defined beginning and end usually time-constrained, and often constrained by funding or staffing undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. In practice, the management of such distinct production approaches requires the development of distinct technical skills and management strategies.

Essential Guide to Project Organizational Structure

Cheung has held high-level positions with large publicly-traded, private and public complex organizations. With expertise in the defence infrastructure, equipment, materiel, environment and real property , transportation air, rail, marine, road and public transportation , infrastructure roads, bridges, and public works , real estate and energy industries, he has demonstrated proficiency in realizing strategic outcomes, optimizing performance, maximizing productivity and championing operational excellence. Cheung is a Chartered Director C. Following a year private sector career in marketing communications, Ms.

Site Manager

A construction project organizational structure has to help ensure on-time project completion within the set budget. You have to decide how best to assign responsibility for scheduling and cost control while making sure the project's working-level teams carry out the work in the right sequence and according to the specifications. An effective project organization leaves project team members free to decide on the technical aspects of their work while ensuring that they act within the project's time and cost constraints. Organization of a project differs from that of an operating company because a project has a limited duration.

Chapter 4: Organizational Structure and Project Management

The project organizational structure is an essential configuration for determining the hierarchy of people, their function, workflow and reporting system. It is a factor in business that plays a fundamental role in guiding and defining the way in which the organization carries out its operations. There are different project organizational structures defined according to the area in which the organization operates and activities related to the core business. If an organization is dealing with temporary jobs for example, the structure will probably better manage the recruitment and dismissal of employees as needed. On the other hand, if the organization is involved in a production chain that requires continuous operation, it will have a different structure. In this case, the task assigned, will be in order to support employees for a longer time to achieve the goals of the organization.

Project management

FGP construction started in and was completed and put fully onstream in With a total processing capacity of 2. In addition, Fadhili is the first plant to treat nonassociated gas from both onshore and offshore fields. The new gas processing facilities, expected to be on stream in , are anticipated to raise total production capacity of the plant to approximately 3.