Finding Parallels Between Construction and Life

Management of a Construction Company

Knowing that a construction company is concerned with the construction of buildings, bridges, and other infrastructure projects, successfully managing a construction company is a multifaceted undertaking that requires common business practices, accounting principles, regional economic conditions and expertise in the building process. For small construction firms, the manager is usually the owner, while in large construction firms, it hires many managers to handle its multifaceted tasks and these managers usually report to the firm’s owner or to the board of directors.

Part of managing a large, complex construction firm is focused on managing the workers, especially since the reputation of the company is heavily dependent on the quality and skills of its workers. When it comes to maintaining skilled workers, it is a fact that most construction workers, like carpenters, form setters, roofers, tapers, and other types learn their crafts through on-the-job training, therefore, the construction company must invest on a quality training program for these workers for the manager to follow up and evaluate, such that the program goals should attain a long-term success, as long as the training is of quality standard and sustainable. Offering workers with a competitive pay, benefits and incentives, and a safe environment will help keep the workers in the company for a long time, which a manager must see to it that workers are compensated well. The construction company manager’s job also extends to overseeing the hiring, training, disciplinary implementation and conflict resolution.

Perhaps, the most engrossing task of a construction company manager is entering the company into the bidding process against other construction companies and the success of the bidding translates to compensating well the owner and the workers, as well as paying back the shared earnings to the IRS, the responsibility of which is also interrelated to the business office. For the manager to devote more to the bidding activity, client, worker duties and job site duties, the business office task, such as bookkeeping and correspondence should be delegated to another manager.
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Because the construction business is costly to put up and operate, a company manager must know how to come up with a business plan that projects for short and long term plans, reflecting the costs and profits before seeking for a venture capital or construction loan, and, sometimes, in a large, construction firm, it is the business office that provides the business plan and the general manager absorbs the plan and financial needs of the company for him to report this to the owner.
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By understanding fully well the structure of the company and putting importance on the value and function of the chain of command, the general manger provides team leadership, such as appointing supervisors or foreman to oversee the field work and communicate with the manager on the field updates.

Managing clients is learning how to keep clients’ satisfaction, which is a construction company manager’s challenging task, which includes honing his skills in the following: good communication, influencing recommendation on clients on their options; liaison between clients, distributors, retailers and subcontractors, and problem-solving and decision-making skills.