Management Comparison of Historical and Modern Projects - Example

Running Head: Management Comparison of historical and modern Projects Comparison of historical and modern Projects Introduction Management is the most essential act in any project that initiated and involves the setting up of objectives and goals with the persons and resources required in order to bring the main activities into fruition. Before any activity start, the team leader has to stipulate the plan, work out the organization, and ensure that the right people are assigned the roles that lead to the goal of the project. In the history of management, it has been proven that a project without management programs can easily go wrong. Beneficial management is that which takes the project to the required result (Sheldrake, 2002). Therefore, in management, the team leader must communicate the purpose of the project, the period it will take and the resources required for the project in terms of knowledge and finances. The process of management may not be successful if the different styles of management are not employed at various stages of the project. This can yield a positive result in the long run because every member in the team is given a chance at some point to contribute some idea. In our case study, we shall look into the management of an ancient project and bring the managerial skills used while still appending the modern theories of management. Historical Project: The Taj Mahal The Taj Mahal building is one of the most adored buildings in India and the rest of the world where it is given recognition as the eighth wonder of the world. The building is in the hearts of many due to its magnificent appearance and the symbolism that it represents. It gives India the recognition it has as a tourist destination although the emperor of the time, Shah Jahan built it in order to enchant his wife in death as a symbol of love. The fact that it has been maintained into the modern times shows that the symbolism for love is eternal. The organizational strategies behind the Taj Mahal are intricate, hence the need to find out the purpose for it and the managerial processes that have sustained it into the present era. The Mugal Muslims architecture used on the building is the most outstanding which the emperor wanted to use in honouring his deceased wife. Respect for the wife stemmed from the fact that she had sired for him fourteen children and died while in the process of giving birth to their daughter and the last of their children together (Preston, 2008). This building had the significance of reliving the love that the emperor had for the wife and designated queen leading to the assembling of the best team in management and construction to come up with the structure. The construction proper took 20 years starting from 1632. This building was so sacred in the eyes of Emperor Shah Jahan that he wrote a poem about it that is held into present times. The organization of the project was dear to the heart of the emperor to the extent that designers were sought from all over the world to represent the brilliant ideas manifested in Indo-Islamic architecture. The Mughal designs as well as the Persian ones were regarded as the best and were appropriate in building of tombs. In the course of setting the building, other expert hands were sought and this time Dehli provided the best artisans with Qannauj, Multan and Lahore also contributing. Moreover, the Arab world was sought with employees coming from Baghdad, Bukhara and Shiraz. The whole was assembled to accomplish a project that required great skill hence the long time it took to bring it into completion. The skill and technology employed such as that of the interlocking arabesque ensured that different structures at various positions in the building’s design blended seamlessly to bring out the beauty. Purpose and details of the project The purpose of a project stipulates the objectives that have to be fulfilled in order to have the outcome serve its purpose. It can also be used to see the possible pitfalls that the project might experience and outline the best plan for the stipulation of a solution. In our case, the project at hand is The Taj Mahal which is situated in Agra city and was built in the 17th century by Mogul emperor Shah Jahan. Although some historians have questioned the timeframe, its main purpose was to act as a mausoleum for his third wife Mumtaz Mahal and still have the symbolism for their love (Giles, 2008). The architectural design which is also amazing and was geared towards bringing out the indo-Islamic designs’, that were marvelled at and respected during the times of Shah Jahan. Moreover, the emperor used quality craftsmanship that was available and the best marble his vast resources could afford. Initially, this building was known as the rauza (tomb) because Emperor Shah Jahan had designated it as a burial sit for his wife. However, later in the building’s life, emperor Shah Jahan’s grave was also incorporated giving the building another facelift towards more beauty. The possibility of being a modern attraction as a tourist destination generated a lot of interest prompting high skilled management to take over for its protection as an ancient valued piece of architecture. Timeframe of the Project The Taj Mahal presented a challenging task to the designers because no matter what the building had to be magnificent enough to befit the emperor’s wife burial site. Therefore, for this to be accomplished, the projects had to be allocated some time long enough to deliver the required results. In essence, the time allotted to a particular project shows the commitment the management team has in accomplishing the task give. This was not different for the taj Mahal when the Emperor in conjunction with the architectural designers resolved that the building be built over a period spanning two decades (Arnold, 2007). This was allowed in order to bring out the lasting beauty and unparalleled architectural pieces within its ensemble. Moreover, different professionals in different phases of the building were employed; a fact that required that the first designs be studied to avoid a clash of designs in the entire structure. The project also had some flexibility that allowed for the continuous additions that sustained its beauty over time. The Technology used on the Taj Mahal The construction of the Taj Mahal required massive technical knowhow in order to bring the entire complex that comprised of other picturesque structures into harmony. Its square platform, which measured 186 feet, was truncated at its four edges to form an irregular octagon. The only technique that could bring on this design was the concept referred to as interlocking arabesque (Preston, 2008). This technique brought forth a structure that allowed the separate designs within the complex to seem integrated into the main structure. In the Arab world, they had already tried the geometry designs that allowed the structure to self-replicate. This kind of anticipation in project management concerning technology brings about the uniqueness of that particular project and emphasises time taken to find the correct mix in fulfilling the objective. The Taj Mahal builders used measurement units known as the Harappan that in modern times have been found to be useful in any construction site. In the Harappan civilization where the Taj Mahal based some of its technology, the Angulam, which roughly translates to 1.8 cm in modern times, was used in measuring its pillars. This traditional Indian unit was used to bring out the exactness required to balance the building. This unit was also used in the construction of the pools outside the mausoleum whereby in conjunction with the Arabesque, the magnificence of the separate structures still blended in with the main complex perfectly. Finally, the technology used in constructing the marble dome showed the time taken in management to sustain a lasting impression. The intricate design of the dome includes the lotus which emphasises its height, the chattris which accentuate the dome and the spires that are at the four corners of the building which show the outstanding features of the dome. Time taken to construct such a building and the technology showed that management cannot be complete without having the blend of all these. Labour used on the Taj Mahal The purpose of the building and the owner of the master plan meant to make the Taj Mahal a symbol of love and perfection. This could not be achieved without the use of the skilled architects of the time to complete the task. In the timeframe spanning two decades, the Emperor’s henchmen in management employed more than 20,000 labourers to complete the task. This included; calligraphers, artisans specialised in inlay designs, masons and stone carvers who were assembled from all over India and the vast lands of Baghdad, Persia and Turkey. The most skilled architect and artisan came from Baghdad and handled the masonry work, while Delhi produced an inlay artisan and the dome construction specialist from Persia (Giles, 2008). These entire ensembles constituting of labourers from various kingdoms with vast knowledge were under strict supervision to fulfil the objective accurately. In essence, the labourers provided the epitome of management in the construction of the Taj Mahal because they had the technical knowledge to carry the plan and its objectives into the required result. Financing of the Taj Mahal Construction The finances act as the resource that can propagate a project into fruition. In the Taj Mahal management team, they required finances to feed the labourers, pay their wages, and buy the materials required for construction. Since the best workers in their field and expensive construction materials were bought, it meant that the Emperor could not spare any finances. As the owner and the only investor in the building, Shah Jahan spent more than 320 million rupees translated into modern times hence showing the immense commitment any project should have in order to finish a project to its required goals. The Form of Management in Taj Mahal Project and managerial decisions Management styles used on this project could be described as a mix of all the styles because each expert in their area had liberty to make the idea work for the plan. However, the emperor was strict and did not want any of the initial plan features to be blurred hence a little autocracy was used in management in order to put emphasis on the main features (Lewis, 2006). The onset of a project with its main objectives stipulated and adhered will always have certain factors that will influence the outcome. Some of these factors can benefit the management team while others can spell doom. Fort his reason, it is prudent to incorporate all possibilities that a project might be pulled into with the understanding that the political, social and cultural influences are taken care of. For instance, in the management of the Taj Mahal project, a number of socio-cultural issues did come up bearing heavily on the course the project took. This dictated the amount of resources allocated, the labour force used and the outcome that was to give meaning to the purpose. Most importantly, the resources allocated to it for its completion influence the project. This includes the cost, time, and knowledge as the main considerations in this segment. A fiscal plan should be made to outline the requirements in cost because a lack of funds will signify actual stalling of the project. The Taj Mahal was built consistently as per the laid plan because the financial muscle was from the emperor himself who controlled the resources of his empire. This should be the same in modern times where the project supervisor should sustain the cash flow into the completion of a project’s objective. The emperor was very happy with the outcome of this project such that he applauded the works on their good work. His management style was autocratic and did not apply the motivational theory to enhance productivity of his workers. The passion that he had for his wife made him chop the fingers of all the labourers. He did this to curb them from ever replicating that design anywhere else. Modern Project: Sydney Opera House The purpose of this project was to build a state of the art theatrical venue. In lieu of this, it consists of a concert hall, opera theatre, drama theatre, playhouse, studio, and forecourt for outdoor performances (Murray, 2003). It was a project initiated by the government of Australia in appreciation of theatrical performances, so the finances came from government revenue. The construction was under the management of Joseph Cahil in 1955 with a span of control of three directors from different construction companies. The engineers were employed from Civil & Civic, Ove Arup & Partners and Hornibrook Pty Ltd. Timeframe The architect in charge Jorn Utzon who was given an initial reward of $5000 for winning the architectural contest set by Cahil (Watson, 2006). The period was sixteen years though the projected timeframe by the government was 1955-1973.it was delayed by ten years and the cost has superseded the original budget. Finances The finances were estimated to be $7million during the budgeting process but by the time it was completed, it was $102million. Jorn Utzon had to resign because the new government representatives had so many adjustments to his design and did not appreciate the rising expenditure of the building. Technology and managerial structure The technology used was very expensive because the designs were very complex. The entry to the opera house has design of undefined shells made in form of parabolas made of concrete. The foyer had steel framing and curtains made of delicate glass materials created by the Ove Arup Company (Wolley, 2010). It also has an adjustable arch that is steel-trussed in order to support plethora of roofs. The management of this building was not well organized because it was centred on constant conflicts. In the beginning when Cahil took charge of the project, he appointed Jorn Utzon but ten years down the line, a new government was formed. The project was taken over by E.H Farmer as a replacement for Utzon thus, the design was changed, and costs grew. The management under Cahil was laissez faire and he gave utter freedom to Utzon since he was the architect and knew the architectural objectives better. He was also good at motivating the architectural team and the engineers by giving them space to do their work and high wages. However, after the grand opening of the opera, the government decided to reconcile with Utzon because he had all the material facts regarding the project and would be needed for future adjustments. Comparisons of the projects The main differences between these two projects lie in the management structure and the purpose. In the historical project, the purpose was to fulfil a personal desire so the manager was the only person in charge. He drafted a design and sought the advice of the architects. Everything had to be made to match exactly to his preference. Since he was the emperor, he did not care much about the cost or motivation of his workers. On the other hand, management in the 20th century has taken a great turn from history. Management is made up of a team of experts each making a different contribution and the purpose of the project is mainly to attain a national objective. Labourers know their rights so they have to be treated with respect that is accorded to them by the law. The similarities can be found in the planning of costs because both projects ended up using more than the estimated amount. This shows that management is faced with similar problems despite the fact that time has evolved (Schemerhorn, 2002). Budgeting is very important in managerial process even though it may not be as accurate as the real project. Conclusion Both historical and modern projects can be comparable in management sense because they used same guidelines to complete it. Financial management is needed to adhere within the required budget. Again, the leadership theory of management was very important because it dictates how the resources will be used. The management team should be consolidated unlike in the case of Sydney Opera project where they differed and the project was delayed by ten years. The first factor to look into is the constitution of the management team (Certo, 2005). This is essential because the success of the project depends on the capabilities of the management team. In the project such as the Taj Mahal, the workers in the construction team provided the basis for successful management due to their skills in various areas. Both projects required a display of magnificence that could only be achieved using a strong managerial team. . References Arnold, C. (2007). Taj Mahal. New York, NY: Carolhoda Books. Certo, S. (2005). Modern Management. London, UK: Cengage Learning Business Press. Giles, T. (2008). Taj Mahal (Wonders of the World). Cambridge, MA: Harvard University Press. Lewis, J. (2006). Fundamentals of Project Management. New York, NY: AMACOM Books. Murray, P. (2003). The Saga of Sydney Opera House: The Dramatic Story of the Design and Construction of the Icon of Modern Australia. New York, NY: Routledge. Preston, D. (2008). Taj Mahal: Passion and Genius at the Heart of the Moghul Empire. New York, NY: Walker & Company. Schemerhorn, J. (2002). Core Concepts of Management. Detroit, USA: Wiley. Sheldrake, J. (2002). Management Theory. New York, NY: Prentice Hall. Watson, A. (2006). Building a Masterpiece: The Sydney Opera House. London, UK: Lund Humphires Publishers. Wolley, K. (2010). Reviewing the Performance: The Design of the Sydney Opera House. NSW, Australia: Watermark Press. Read More