Organizational Behaviour In Construction

About the AuthorAnthony Walker BBS, MSc, PhD, FRICS, holds the title of Professor Emeritus in Real Estate and Construction at the University of Hong Kong, where he has been engaged in teaching and research since 1985, prior to which he held academic appointments in the United Kingdom. He is a chartered surveyor and has worked in Britain, the Middle East and the Far East.

"The book would be appropriate for undergraduate and postgraduate students in construction as well as middle and senior management. While the author employs mainstream literature on organizational behavior, he effectively makes it relevant specifically to the construction industry." (Book News, 1 October 2011)

• Preface viii1 Introduction 11.1 What is organizational behaviour? 21.2 Critiques of organizational behaviour 51.3 Working in construction 61.4 An illustration 71.5 The development of organizational behaviour 91.6 Organizational behaviour, common sense and research 131.7 The rationale of this book 142 Individual Behaviour 162.1 The constituents 162.2 Ability 162.3 Attitudes 172.4 Attitude and behaviour 182.5 Job satisfaction 202.6 Job satisfaction and performance 232.7 Job satisfaction and organizational citizenship behaviour 262.8 Job satisfaction and client satisfaction 272.9 Job satisfaction, turnover and absenteeism 282.10 Personality 292.11 Personality assessment 352.12 Values 382.13 Personality, values and the construction professions 392.14 Perception 432.15 Creativity 492.16 The significance of individual behaviour for construction 493 Emotions, Feelings and Stress 523.1 Rationality 523.2 Emotions and moods 533.3 Disguising emotions 553.4 Emotional stereotyping and emotional cultures 563.5 Emotional Intelligence 583.6 Stress 603.7 Causes of stress 623.7.1 Work stressors 623.7.2 Non-work stressors 673.8 Differences in individual responses to stress 683.9 Consequences of stress 703.9.1 Burnout 713.10 Managing work-related stress 724 Morality, Ethics and Trust 754.1 Introduction 754.2 The nature and scope of ethical behaviour in business organizations 774.3 Organizational pressures 804.4 Specific issues of ethics in business 844.5 Professional ethics in construction 864.5.1 Codes of conduct 934.6 Trust 954.6.1 Types of trust 974.6.2 Antecedents of trust 1004.6.3 The rational-choice approach 1014.6.4 Trust in construction 1024.6.5 Trust and transaction cost economics 1045 Motivation 1075.1 Introduction 1075.2 Content theories of motivation 1105.3 Process theories of motivation 1155.4 Job design and job enrichment 1235.5 Empowerment 1255.6 Rewarding employees 1285.7 A critique 1306 Communications 1336.1 Introduction 1336.2 The communication process 1356.3 Communication channels 1386.3.1 Face-to-face communication 1386.3.2 Non-verbal communication 1396.3.3 Impression management 1416.4 Listening 1416.5 Questioning 1426.6 Barriers and issues 1436.7 Aspects of organizational communication 1486.8 End piece 1517 Authority, Power and Politics 1537.1 Introduction 1537.2 Authority 1547.3 Power 1567.4 Relationship between authority and power 1577.5 Sources of power 1587.6 Personality and power 1617.7 Politics in organizations 1627.8 Types of political activity 1657.9 The ethics of political behaviour 1667.10 Power and leadership 1667.11 Authority and power in the construction process 1677.11.1 Power within client organizations 1697.11.2 Power and project team members 1707.12 Politics, projects and firms 1727.13 Empowerment again 1737.13.1 Empowerment and projects 1748 Culture 1778.1 Introduction 1778.2 Definitions 1788.3 Critiques of organizational culture 1798.4 Organizational climate 1818.5 Organizational culture, types and performance 1828.5.1 Types of organizational culture 1838.5.2 Adaptive cultures 1848.6 Corporate image 1858.7 Applications to construction organizations 1858.8 Observable aspects of culture 1878.9 Creating, sustaining and changing organizational culture 1898.10 Cultures, subcultures and construction 1918.11 Culture and ethics 1948.12 Industry cultures 1958.13 National cultures 1989 Groups and Teams 2019.1 Introduction 2019.2 Defining groups and teams 2029.3 Critique 2039.4 Teams in construction organizations 2069.5 Types of group and team 2079.6 Structure and roles 2149.6.1 Structure 2149.6.2 Roles 2159.7 Group development 2189.7.1 Team building 2189.7.2 Managing groups 2199.7.3 Size and composition 2209.7.4 Norms 2219.7.5 Leadership 2219.8 Behaviour in teams 2229.9 Teams in general vs. project teams in construction 22810 Decision-making 23210.1 Introduction 23210.2 The rational model 23310.3 The types and nature of decisions 23510.4 Behaviour in decision-making 23610.5 Group decision-making 24210.6 Group decision-making techniques 25211 Leadership, Learning and Change 25411.1 Introduction 25411.2 Traits approach 25611.3 Behavioural approach 25711.4 Democratic vs. autocratic leadership styles 25911.5 Contingency approach 25911.5.1 Fielder’s model 26011.5.2 Situational leadership 26211.6 Path-goal theory 26511.7 Vroom’s decision tree approach 26611.8 Adopting different leadership styles 26711.9 Leader-member exchange theory 26811.10 Inspirational approaches 26911.10.1 Charismatic leadership 26911.10.2 Transformational (and transactional) leadership 27011.11 Authentic leaders 27111.12 More widely-based leadership 27111.13 Leadership in perspective 27211.13.1 Attributing leadership 27311.13.2 Leadership substitutes and neutralizers 27311.14 Leaders’ perceptions 27411.15 Women as leaders 27511.16 Culture and leadership 27611.17 Leadership in construction 27711.17.1 Leadership of construction-related organizations 27711.17.2 Leadership and the client’s interdisciplinary project team leader 28211.17.3 Project leadership qualities 28711.18 Learning organizations and organizational change 28911.19 The learning organization 28911.20 Organizational change 29411.20.1 Change agents 29711.20.2 Resistance to change 29711.20.3 Business process re-engineering 29811.20.4 Processual/contextual perspectives 29911.20.5 Organizational development 299References 302Index 323