【正文】 inexperience or inpetence. To survive and prosper, construction panies need wellthoughtout policies and procedures, training, work coordination, and munication. Project managers must provide aggressive management, discipline, and motivation to the project team. This chapter discusses the managerial and leadership skills important to today’s professional constructor. Employees, materials, and equipment must all be organized, supervised, and brought to bear on the project in a timely and costefficient manner. Project managers need the integrity, vision, and confidence to direct and lead their project teams through the entire design/build process. ORGANIZING AND MANAGING Before projects can be effectively led they need to be effectively organized. Although leadership and management are certainly interrelated , the field of management sciences focuses on the scientific study of decision making. As a science it is progressively moving away from guesswork to the establishment of set methodologies for making intelligent decisions. Creating policies, planning,organizing, and the mitting of resources are all aspects of management. Good management systems help good leaders bee even better. Levels of Specialization and Authority First and foremost,the construction process must be correctly partmentalized to allow people to specialize in their specific areas of expertise, The more specialized the function, the fewer issues a specific worker has to pay attention to. By dividing work more narrowly, workers should be able to produce a better product at a faster rate. Narrow partmentalization is not a panacea, however, because too many specialists creates a cumbersome organization, slowing down munication and decision making. The challenge is to establish the appropriate level of specialization. Closely related to partmentalization is providing the correct level of authority to the members of the project team. Authority can be defined as decisionmaking power, or position power. It is the power to exact obedience, which es with the position established by the organizational structure. Position power should be discriminated from personal power, which is based on an individual’s intelligence, resume, or charisma. The natural corollary of authority is responsibility. Responsibility is the reward or the reward or the penalty that es with the authority. In establishing an organizational structure for a project, managers. Being held responsible for work that one does not have the authority to acplish is a real demotivator. Every employee should have only one direct supervisor. Multiple bosses wreak havoc on an organization as workers bee confused about who thet “true” boss is. This situation undermines the authority of the real boss (if there is one) and creates confusion and animosity throughout the organization. Organizations need to be careful to establish clear lines of authority at all times. Decision Making Organizations should also strive for the proper balance between centra