The scarcity of project inputs makes it necessary to use these inputs in the most suitable way, particularly in developing countries. The foremost task with the highest priority in the implementation phase of projects is the determination of the resource allocation for realization of the activities. Ensuring that these resources are utilized in the most suitable way increasing efficiency will require identifying and planning the resources, and supervising the planning during the realization phase. In addition to the management of material and equipment inputs, the management of labour also becomes important in resource management in the construction sector. Today, regardless of how good their financial resources might be, projects with inefficient human resources are doomed to fall short in their rate of success. It is not easy to achieve the efficiency and work quality targets with an unsatisfied, under-motivated labour force. In this context, introducing the techniques and methods related to the management of the main building inputs of the construction business, such as material, labour, equipment and subcontractor inputs, and to the planning and control of these inputs constitute the aim of this course.
Prerequisite(s)
-
Corequisite(s)
-
Special Requisite(s)
The minimum qualifications that are expected from the students who want to attend the course.(Examples: Foreign language level, attendance, known theoretical pre-qualifications, etc.)
Instructor(s)
PROF. DR. ESRA BOSTANCIOĞLU
Course Assistant(s)
Schedule
The course is not offered this semester.
Office Hour(s)
Prof.Dr. Esra BOSTANCIOĞLU, 2.C.10
Teaching Methods and Techniques
-Lecture, student presentations, discussion and exam
Principle Sources
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- Kuruüzüm, O., (1992). Verimliliği Arttırmada İş Etüdü Teori ve Uygulamaları. Teknik Üniversite Matbaası, İstanbul.
- Noe, R., Hollenbeck, J., Gerhart, B., Wright, P., (2004). Fundamentals of Human Resource Management. McGraw-Hill Companies.
- Mathis, R.L., Jackson, J.H., (2011). Human Resource Management, 13th edition, South-western Cengage Learning, U.S.A.
- Dougall, R.M., Cockcroft, A., Hoogendoorn, E., Vargas, E., Bialaski, T., (1999). Resource Management, Prentice Hall PTR, 1st edition.
Other Sources
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Course Schedules
Week
Contents
Learning Methods
1. Week
Introducing the content of the course
Oral presentation
2. Week
Importance of resource management in construction sector
Oral presentation
3. Week
Main building inputs in the construction works
Oral presentation
4. Week
Planning, management and control of materials
Oral presentation
5. Week
Planning, management and control of equipments
Oral presentation
6. Week
Human resource management systems
Oral presentation
7. Week
Job analysis and job planning
Oral presentation
8. Week
Human resource planning and employee selection
Oral presentation
9. Week
Orienting and developing employees, performance management system
Oral presentation
10. Week
Managing careers, job assesment, payment management, job safety and employee health
Oral presentation
11. Week
Student Presentations- Evaluation of available studies on the subject
Student presentations and discussion
12. Week
Student Presentations- Evaluation of available studies on the subject
Student presentations and discussion
13. Week
Student Presentations- Evaluation of available studies on the subject
Student presentations and discussion
14. Week
Student Presentations- Evaluation of available studies on the subject
Student presentations and discussion
15. Week
Final Exam
Exam
16. Week
17. Week
Assessments
Evaluation tools
Quantity
Weight(%)
Homework / Term Projects / Presentations
2
60
Final Exam
1
40
Program Outcomes
PO-1
Understanding the principles of environmental systems’ design such as day lighting and artificial illumination, acoustics, active and passive heating and cooling, indoor air quality, and embodied energy; including the use of appropriate performance assessment tools.
PO-2
Understanding time management and control, cost planning and control, risk management, approaches, models and techniques to improve organizational / management effectiveness in project and construction management.
PO-3
Understanding classic and contemporary management theories and human relationship in management to improve management effectiveness in beginning, design and construction processes of a project.
PO-4
Understanding the basic principles of building materials and components’ design and utilized in the appropriate selection of construction technology in building production process and ability to be aware of their relationships.
PO-5
Ability to direct the experience gained from construction management and technology to new fields and ability to generate strategies.
PO-6
Ability to transfer and apply knowledge according to construction management and technology to the beginning of project, design and construction processes.
PO-7
Ability to use the theoretical and practical knowledge of the field related, referring to undergraduate competence.
PO-8
Ability to conduct research, examination, interpretation; to use adequate techniques and produce original results in the field of construction management and technology.
PO-9
Competence for analyzing, interpreting and establish relations within the framework of construction management and technology with the project and construction process.
PO-10
Competence for conducting an original academic/scientific study.
PO-11
Competence for making strategic decisions of architectural design projects, in the field of construction management and technology, and generating original solutions.
PO-12
Competence for presenting a work – made individually or within a group – systematically, in a foreign language, using the required computer programs, oral written and visual.
Learning Outcomes
LO-1
Knowledge on techniques and methods related to the planning, management and control of material, labour and equipment inputs, which are the main building inputs in the construction works
LO-2
Knowledge on job analysis and job planning
LO-3
Knowledge in human resource planning, employee selection, orienting and developing of human resources and performance management
LO-4
Knowledge on career development, job assessment, payment management, job safety and employee health
LO-5
Ability to employ the experience gained with regard to resource planning, management and control in the construction sector to decisions given
LO-6
Ability to produce strategies in decisions made during the building production process by utilizing the experience gained in resource planning, management and control in the construction sector
