Construction Management Skills

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This literature review illuminates how management skills may contribute to the construction industry. In this chapter, we will focus on the importance of management skills in a construction industry. Basically, a construction PM can greatly affect the success of the entire project. For instance, PMs with good management skills could help to save time and cost (Capital, 2013).

PMs with good management skills are extremely needed these days in the construction industry. Many large organizations prefer to seek for PMs with well trained management skills (Omani, 2008). Furthermore, Hanson (1986) investigates that the best accounted for financial success over a five years span in the construction industry are market shares, firm capital intensity,
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According to John Reh (2009), he adapted Kammy Hatnes’ pyramid structure to illustrate the increasingly difficult management skills that PMs should obtain at each level.

Figure 4 1 - Management Skills Pyramid by John Reh (2009) Level 3 is to focus on improving own development, which also include self management or time management (John Reh, 2009). The above management pyramid could explain the entire management system in a construction industry and PM should follow the steps for enhancing the management skills.
1.2. Components of management skills in a construction industry A successful project is to meet the project’s objectives and goals within time, cost and budget. In order to meet these requirements, the behaviours of a PM in respect to management skills are significantly important as well. Steyn (2008) identified that PM is the important connection to hold the project together. The success or failure of a project is relevant and affected by the PMs' behaviours. Hence, there are two concepts which are closely linked between leadership and management and the realization of the project aims, visions and objectives are responsibility and accountability.

1.2.1.
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As mentioned, project management is one of the common methods for success. Eigelaar (2012) argues that a project through the traditional project management competencies is critical for success, communication between team members and other parties are also vital to support a better understanding of the project’s goals. Therefore, in order to manage projects successfully, it always requires a mixture of skills including interpersonal ability, technical skills, cognitive aptitude and the capability to understand the people and situations (Eigelaar, 2012). Furthermore, Rutherford (2004) argues that human management skills are more important than other skills as nothing will happen without

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