Construction Management and Organisational Behaviour

About the Author Maureen Rhoden is Senior Lecturer in the Department of Built Environment at the University of Greenwich, London. She specialises in the study and teaching of soft skills in construction management in addition to supervising dissertations of undergraduate and postgraduate students researching in soft skills and construction management related Issues.Brian Cato is Senior Lecturer in the Department of Built Environment at the University of Greenwich, London. He is a Chartered Quantity Surveyor and Project Manager with 30 years� experience in the construction industry, 25 of them in private practice and latterly 5 years in education.

• About the Authors ix1 Introduction 1Structure of the book 12 History of Management 3Introduction 3Scientific management 3Classical theory 4Human relations theory 6The Hawthorne studies and human relations theory 8Theory X and Theory Y 9Decision theory 10Work activity theory 10Competencies theory 10Process theory 10Is management a science or an art? 10Conclusion 12Chapter summary 13Useful website 13Further reading 13References 133 The Nature of Management 15Introduction 15The role of a manager 15Contemporary management functions 18The organisation’s expectations 21The person 21Balancing different management roles 22Conclusion 22Chapter summary 22Useful website 22Further reading 22References 234 Leadership 25Introduction 25Behavioural theories 27Situational leadership 28Contingency theories 28Individual leadership skills 30Leadership styles 31Changing leadership styles 36Chapter summary 43Useful website 43Further reading 43References 445 Communications and Motivation 45Introduction 45Motivation 49What is motivation? 50The process of motivation 50Expectations from work 51Barriers to motivational behaviour 51Theories of motivation 52Chapter summary 59Useful websites 60Further reading 60References 606 Conflict and Negotiation 63Introduction 63Negotiation game plan 66Receiving notification of a potential conflict 67Win–win conflict negotiation 68Negotiating a compromise position 69Withdrawing from the conflict 70Smoothing the conflict through negotiation 71Chapter summary 73Useful website 73Further reading 73References 737 Creative Problem Solving 75Introduction 75Bounded and unbounded problems 75Solving problems 78Messy, soft or wicked problems 79Creative problem solving – individuals 82Creative problem solving – teams 86Brainstorming techniques for teams 87Case studies 91Selecting appropriate problem solving techniques 92Chapter summary 92Useful websites 92Further reading 93References 938 Managing Organisational Change 95Introduction 95Brief history of organisational change 95Managing change 98Triggers for organisational change 99Determinist and voluntarist models 103Perceptions of organisational change 104Communicating organisational change 105Employee interpretations of organisational change 106Individual resistance to change 107Transitioning nature of sites and project teams 108Group interpretations of organisational change 109Group resistance to change 109Planned organisational change 110Organisational development and change 113The situational approach to change management 114John Kotter’s model 115Political influences and change management 117Chapter summary 119Useful websites 119Further reading 119References 1209 Entrepreneurship and Innovation 125Introduction 125Characteristics of successful entrepreneurs 125Work style 130Leadership style 132The entrepreneur as a leader 134Innovation 135Organisational culture 137Disruptive innovations 139Change for the sake of change? 140Small enterprises 141Chapter summary 143Useful websites 143Further reading 143References 14310 Organisational Culture 147Introduction 147Culture has vs culture is 148Integration vs differentiation/fragmentation 149Culture managed vs culture tolerated 149Symbolic leadership vs management control 149The iceberg model 150Theories of organisational culture 153Globalisation and cultures 161Organisational socialisation 161National cultures 163Chapter summary 166Useful website 167Further reading 167References 16711 Organisational Strategy 169Introduction 169Stakeholders 171Competitive advantage 174Porter’s five forces 174Organisational capability 175The strategic loop 177Strategic approaches in small firms 184Chapter summary 184Useful websites 185Further reading 185References 18512 Organisations and Structures 187Introduction 187Theoretical models of organisational structure 190Organisational design 196The shamrock organisation 202Situational factors 204Chapter summary 205Useful websites 205Further reading 205References 205Index 209