Learn the dialogue by heart.

Construction Manager: Hallo! Could I speak to Mr. William Jefferson, please? That’s the supervisor of the builders’ team. I would like to discuss some details about the construction of your house in Abby Moth.
Mr. Jefferson, customer: Hallo, what’s up?
CM: Hallo, Mr. Jefferson. I just wanted to talk over some possible changes in the project of the foundation.
C: What are those?

CM: You have ordered to make a concrete foundation. But those concrete beams are too heavy.

C: So?

CM: I suggest that we make it ferro-concrete. It will be better.
C: Fine. And could we possibly discuss some details concerning the woodwork?
CM: But we haven’t started the earthwork yet, Mr. Jefferson…
C: You know, I’m leaving for the USA for a long time, so I won’t be able to order some changes later.

CM: Ok, I can come to you with the project plans tomorrow.
C: Thank you. So I’m waiting for you tomorrow at 10 a.m.
CM: See you tomorrow.

C: Good-bye then.

TEXT 3. MODERN MANAGEMENT PRACTICES IN THE COMPETITIVE CONSTRUCTION INDUSTRY

Study the words and word combinations.

Civil engineering is the oldest and one of the most highly respected of all the engineering disciplines. It is a traditional industry, by its nature. From the very beginning man has been a builder and his creative ability and skilful craftsmanship are what the modern civil engineering industry is founded on. Today these traditional skills are coupled with the entire modern technology and thinking available to enable civil engineers to carry out their work to the highest of standards.

The traditional background of the industry presents, however some problems. First of all, it is often perceived as old fashioned and reluctant to fully come to terms with the business world of today*. But it is obvious that new ideas cannot be implemented until they have been tried, proved and tested. So, if new management techniques are not considered and adopted, there would be a loss in competitive advantages, a vital factor in a highly competitive industry. That’s why it is necessary to ascertain the importance and relevance of management training in the construction industry.

People have been managing companies ever since companies came into existence. If a company produces work of a quality that satisfies customers, then a continuous flow of work to the company will follow. The world has, however, changed. It is now necessary to manage a company effectively and efficiently as well as to produce high quality goods. It is especially important nowadays when construction work is limited and construction companies have to cut margins to obtain work*. Therefore, the effective management of an organization has become an art form in itself.

Civil engineering is a business and its survival is in making a profit. And it is the success of the “team” that is important. The team could be made up of engineers, quantity surveyors, estimators, planners, QA managers, personnel and computer specialists; all form an integral and equally important part of the business. Engineers may not grow into managers, but they must be trained for this role.

But it would be wrong to assume that years of engineering experience produce an effective manager. Mainstream management focuses on repetitive operations, as in a factory or retail store, but in the construction industry these operations are not applied. Managers in the industry operate in an unstable business environment, according to the workload of their company. And it is a recognized fact that construction managers do not come into being by themselves. The range of skills required is so diverse that a natural progression up now a need to train managers through the ranks of seniority will not provide all the necessary knowledge to produce an effective manager.
The training of graduate engineers in the construction industry at present consists of the undergraduate training within tertiary education, and postgraduate training within the industry itself. Although the number of hours devoted to teaching management is increasing at educational establishments, graduates are still not adequately prepared for industry.

Management and management training within the construction industry is varied and is depend on the sector, consulting or contracting, within which an engineer operates. It is necessary to take into consideration the attitudes of civil engineers and their companies towards modern management practices. Constructors (or construction managers) are moving rapidly to meet the challengers of a modern business world and are making full use of the tools available*. Consultants are a little behind in their attitudes to modern management but are improving; they haven’t yet realized the full potential of management training.

The alteration of construction industry attitude towards management practice* would appear to stem from the business market within which a company is going to operate.

* … to fully come to terms with the business world of today – полностью соответствовать современному деловому миру…
* … have to cut margins to obtain work – приходится снижать стоимость, чтобы получить работу.

* … are making full use of the tools available – полностью используют все доступные средства.

* The alteration of construction industry attitude towards management practice – Изменение отношения к управлению в строительной области…