TOPIC I: GENERALITIES: LESSON ONE: INTRODUCTION
HISTORICAL BACKGROUND OF THE ORGANIZATION: The organization has always existed and has been considered a science since the end of the last century and the beginning of the present.
organizationXIII (1240) WALTER OF HENLEY
- Surveillance Selection - Training: of workers Minimum performance: work to be carried out in a period of time Appropriate resources These points are expressed in a letter that a father left his son to take care of the farm.
XV (1452 - 1519) LEONARDO DA VINCI
- First written testimony on work measurement. Measurement was done by breaking work into parts.
XVIII (1760) PERRONET
- A complete production cycle is described for the first time: a complete cycle of pin manufacturing.
XIX (1800) BOULTON WAT FOUNDRY
- Decoration (of the work center).Christmas gifts (as an incentive to the worker).Housing (by company serving the worker near the workplace).
XIX (1832) CHARLES BABBAGE
- Division of work in phases Bonuses, the concept of incentives is handled for the first time. (Currently the profitable incentive cap “time / quality” is 1/3, although this figure is indicative. This figure comes from the demonstration that an incentivized worker increases his performance by approximately 1/3. Timing, they are used for the first time Time measuring devices (At the beginning of the 20th century, a worker was recorded for the first time at his workplace to correct his defects). Today it is prohibited.
DURING THE XIX CENTURY
- Salaries and incentives Profit sharing (advantages and disadvantages: this does not always give the desired result).
XIX - XX (1856 - 1915) FREDERICK WINSLOW TAYLOR
- "Father of the scientific organization of work." He began to study yields and times. Different working methods. Study of the dimensions of the mining loading shovel and other materials.
XX FRANK BUNKER GILBRETH AND LILLIAN MOLLER
- They are contemporaries of Taylor. Contribution of psychological criteria to the study of work. The study of movement was carried out by decomposing it into elementary movements, using footage and incorporating the stopwatch into the field of vision.
1.2. OBJECTIVES OF AN ORGANIZATION.-
- We can analyze it around productivity and standard of living. Standard of living: it changes over time and is an index that measures the degree of well-being of a company, society,…
PRODUCTIVITY - LEVEL OF LIFE
STANDARD OF LIVING
PRODUCTION
PRODUCTIVITY = ------–
MEANS
By increasing productivity we become more competitive in the market, thereby increasing the standard of living.
"To increase productivity we have to achieve higher production with fewer resources."
1.3. BASIC PRINCIPLES OF AN ORGANIZATION.-
TIME STUDY
WORKING METHODS.
CONTROL.
DIVISION OF WORK (specialization: each one works in what they are most capable of).
STIMULATION (incentives).
DECREASE OF RESPONSIBILITIES (as a consequence of specialization).
SECOND LESSON
CONCEPTS
2.1. DEFINITION OF PLANNING, ORGANIZATION, SCHEDULING, EXECUTION, CONTROL AND MANAGEMENT OF WORKS.
Planning: "It is the fact of making a plan or project of an action."
Planning is the set of organization, planning, execution and management.
Organization: "It is the action of establishing or reforming a thing, subjecting to rules the number, order, harmony and dependence of the parts that compose it or have to compose it."
Programming: "It is the action of coordinating in time and space the different parts that intervene and are necessary for the realization of the work, establishing the interdependence between them."
Execution: "The action of putting a thing to work."
It is the action of materializing what we are programming.
Control: "Inspection, control, intervention".
Management: "It is the action and effect of managing."
2.2. TYPES OF ORGANIZATION.
All companies have a different organization chart, there are as many types of organization as companies.
REGULATORY ORGANIZATION
Rigid and pre-established regulations. It is an organization that obeys rigid regulations established in advance in such a way that these regulations determine the form of action. It has an important advantage, which is to give the same answer to the same problems posed in different places. Its drawback is that it is a slow, clumsy type of organization, difficult to adapt to new situations, etc. Example: the State.
LINEAR ORGANIZATION
Perfectly established and clear line in the transmission of orders, actions, obligations and responsibilities. Advantages: speed, orders are executed very quickly. Disadvantages: at the top of this line there will be people with a high degree of responsibility individually, having to be very specialized. Example: the army.
Within the work the organization is linear.
FUNCTIONAL ORGANIZATION
Appearance of advisers or advisers. It is an organization similar to the linear but to adapt to situations not so serious or so limited. He modifies it by seeking advisory groups in high positions. The construction company is going to have some of the three types of organization, varying the proportions of one type or another.
2.3. ADVANTAGES AND PROBLEMS PRESENT BY A WORKS ORGANIZATION.
ADVANTAGES:
Economic, temporary, of order,….
PROBLEMS:
Production unit: Each unit is different. The unit to be produced is always different, no two works are the same.
Location: Different. No two works are made on the same site.
Climatic considerations: Working outdoors.
Personnel training: Personnel with little professional qualification.
Project: Incomplete and subject to continuous changes. The project does not usually have a sufficient level of definition when starting the work and is subject to continuous changes.
conclusion
LESSON THREE
ORGANIZATION OF THE CONSTRUCTION SECTOR.-
3.1. AGENTS INVOLVED IN THE CONSTRUCTION.
- Promoter: Conceive, start the whole process. It is the person or company that has a constructive need and has the economic capacity to carry it out. Designer: Competent technician, solves technical and design aspects. Contractor: Contract the execution of the work. Builder: Material execution of the project. Optional management: Technical advisers.
Architect / s + Surveyor / s (in the case of building).
Usually the contractor and the builder are the same person.
In 1986 a decree was issued that required a safety study to be carried out in works whose budget was equal to or greater than one hundred million pesetas. In 1990 another decree defined the competence of this safety study assigning it to a surveyor or a technical architect and said technician will be added to the facultative direction of the work with competence is the safety of the work and capacity to stop the work.
An individual who holds both degrees of architect and surveyor or technical architect may not exercise the facultative direction of both degrees in the same work.
The architect can be a promoter, designer, project manager, contractor and builder of the same work while the surveyor can be anything but a designer (although he can carry out renovation projects as long as he does not touch structural elements).
GENERAL ORGANIZATION CHART
POSSIBLE ORGANIZATION CHART, OFFICIAL WORKS
3.2. INTERVENTION OF THE TECHNICAL ARCHITECT IN THE CONSTRUCTION PROCESS.
- Promoter Designer: "can act as a collaborator in the realization of the project but never signing it or developing it on his own, although he can develop projects in which he does not find to modify or touch structural elements". Optional address Construction Contractor
3.3. CHARACTERISTICS OF THE SECTOR.
