An evaluation of managerial knowledge and skills of technical professionals in the construction industry in Malaysia

When good technical professionals are promoted to managers, they are doing functions they are not specifically trained for, prompting various important questions. Through survey and case studies, both quantitative and qualitative analysis are used to present arguments and propositions regarding: a) The construction industry's technical professionals' effectiveness as managers: There is an estimated 40% area for improvement in the basic knowledge and skills of planning, organizing, leading and controlling. Training is needed most in planning and leading. b) How best to teach technical professionals management: Formal structured courses are recommended; learning by "experience" and "thinking and discussion" although perceived to be effective but were proven to be otherwise. c) Who, among the technical professionals need management training the most? The training should be targeted industry wide, for both private and public sectors, small or large organizations and even for senior technical professionals. d) What management inputs are needed most by the technical professionals? A list of topics has been identified by the technical professionals which includes: Applying Control Techniques/Methods, Communicating with People and Motivating Employees. e) Which professional group will make the best project/construction manager or functional manager: The study shows architects, civil engineers and quantity surveyors make equally good managers. f) Is management work a good "psychological fit" for the technical professional: Technical professionals tend to emphasize "task" more than "people". Technical professionals are expected perform well in a project management situation where the task structure may be poor and the leader's power is not clearly defined Case studies show the successful technical professional-manager to be: 1) A resourceful person who competently handles roles which are multifarious and not well defined; and competently handles people, organization and business problems. 2) Strong on technical knowledge and skills. 3) Visionary in mapping out his, and the organization's missions, objectives and strategies. 4) Good in handling human relations. 5) Expertly applying management tools and techniques he has acquired.