Site management development

Abstract

The dissertation investigates the management development of staff based on construction sites who are at the first level
of full time supervision with general responsibility for all trades.
In Part 1 the terminology is examined with particular reference to the term "management development" and to the suggested
differences between "education" and "training" ; and "management" and "supervision".
Part 2 establishes in summary the major directions of findings in relation to the theories of learning and instruction, after
which consideration is given to the required behavioural change and associated mode of instruction.
Part 3 uses three major published works and the results of the Writer's own survey into the origins of 225 site management staff, to establish a profile of their education, training and social experiences. The original survey also analyses the importance of reasons for the cessation and recommencement of formal studies.
Part 4 analyses the result of interviews with six Contractors of varying size along with the previously mentioned surveys, to
establish employer attitudes to the employment and training of site management staff.
The conclusions suggest management development to be a composite of education, training and work experiences which must be presented to the individual in such a way that he might readily integrate them. The major barriers to effective management development which exist in today's constrt.'ction industry are finally considered.