This said and the information disclosed must be seriously considered and action taken as appropriate. Motivation
Enthusiasm is the outward sign of motivation; without motivation, efficiency wanes, productivity falls and inaccuracies develop.
Either the manager must be able to create an environment that stimulates self-motivation, or his leadership qualities must be such that enthusiasm is automatically generated within the practice or department.
Although it is not always possible to match jobs perfectly with aptitude, use should be made of the strength and expertise of senior staff in the jobs to which they are best suited; their enthusiasm will spread to assistants and a higher level of general motivation will result.
Whether problems increase as enthusiasm wanes is not easy to measure, but every office will inevitably have its share of problem jobs and loss leaders.
The quality of an individual’s performance will certainly be reduced when job progress is frustrated either owing to poor internal organisation and resources or to external factors beyond the surveyor’s control. Job satisfaction is a key element in the motivation of the professional.
So also are promotional prospects, and future managers within the practice should be identified and given suitable training in order to equip them for greater responsibility.
Efforts should always be rewarded and whilst good salary levels are essential to retain the right calibre of staff, bonus payments for exceptional effort or particular success will be rewarded by increased motivation. Job Control
It would be unthinkable to build a machine without controls to regulate its speed and direction.
Likewise any project or assignment needs a system of control to ensure that it proceeds in the manner designed.
Controls, however, are in themselves useless unless they trigger an appropriate response to permit changes to be made.
This demands an organisation and control system that channels information to the right people at the right time.
The designer of any control system should bear in mind that controls influence the way people think and talk, act and react.
Because they measure performance and they touch upon people’s sensitivities and self-interest.
While there are some “off the shelf” packages which can be employed to assist in time and cost controls and there are no comprehensive programmes which can simply be applied to every surveying job, basically because no two are entirely alike.
The following sections therefore set out to identify key issues which should be borne in mind when designing job control systems to suit the organisation and individual assignment. Formulation of Detailed Work Programme
Before any job can be controlled it must first be analysed into its component parts.
Each task should be identified and its position in the overall project established.
A bar chart can often be a useful format for listing tasks in a clear visual manner and showing them against the time-frame of the overall project.
Interrelated tasks should be linked in order to reflect areas where performance and time-scale may be critical.
The key to identification of tasks is the correct breaking-down of the job in sufficient detail to enable crucial steps to be listed, but not in such detail that minute functions ” of little significance ” are overemphasised.
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