Article Title
A Model for Managing Civil Construction Company Systems
Abstract
At the beginning of the 20th century, organizations in a globalized and highly competitive environment face two options—either they stagnate by keeping their traditional old fashioned procedures, or they make the decision to look forward and change their current procedure, as they attempt to survive competition and become new competitive organizations that can play a more active role in the future market. Organizational changes are naturally linked to risks, and risks mean opportunities, as well as losses. However, as companies try to modify their procedures and adapt their staff and routine to some novelty, they have a good chance to change risks into opportunities. For most companies, adaptation means the use of modern quality management techniques, such as QCC (Quality Control Circle) or other similar techniques and procedures aimed at improvements such as developing their functions, doing their job, and acting as an organization. Actually, civil engineering companies operating in Brazil have had their success closely related to the way they understand, face, and conduct their adaptation. Although such procedures are useful for a traditional organization to change into a modern one with a competitive edge, there is a previous step that should not be overlooked when considering civil construction companies renewal. This paper presents a management systems model for civil engineering companies that desire to renew and improve their performance. It combines appropriate tools according to their proper uses and creates several subsystems: a functional scope subsystem, a management subsystem, an operational subsystem, an information management subsystem, and an organizational behavior subsystem. The use of this model will provide engineers and managers with efficient and efficacious techniques and procedures for civil construction companies to survive in today’s global, competitive world market.
