The Management of Construction Projects Requires a Good Understanding and Correct Application of Organisational Theories
“The management of construction projects requires a good understanding and correct application of organisational theories”.
The study and management of construction projects embraces a variety of organisational aspects. Its complexity encompasses the behaviour of people, a range of internal and external processes and interactions with the environment of which the organisation is part. Nevertheless the following work is concerned with an overall managerial approach to organisational theory and with this underlying theme does not intend to explore and specify any particular aspect but instead present a wider and overarching paradigm. This work aims to support the thesis set in the title and in so doing draws upon the range of information and thoughts compiled here from sources listed in the bibliography.
The creators or founders of organized activities are the people who participate within them. The result is a self sustaining environment built up of organized actions. The founders of the organization define its mission, or domain of activity. For a given domain, the founders or authorized members of the organization will derive from a background specific tangible attributes and qualities adequate to undertake the program 's actions. The organization is therefore the result of decisions that must be sanctioned by some form of power. Duncan (1996) explains the ability of ‘getting things done as understanding of both the formal and informal structures of all the organisations involved – the performing organisation, the customer, contractors…’ These exertions require appropriate use of power. Pfeffer defines power as ‘the potential ability to influence behaviour, to change the course of events, to overcome resistance, and to get people to do things that they would not otherwise do’ (Pfeffer cited in Duncan 1996: 24).
Among the above suggestions and definitions another question arises and should be addressed in order to understand the essence of these matters,
The study and management of construction projects embraces a variety of organisational aspects. Its complexity encompasses the behaviour of people, a range of internal and external processes and interactions with the environment of which the organisation is part. Nevertheless the following work is concerned with an overall managerial approach to organisational theory and with this underlying theme does not intend to explore and specify any particular aspect but instead present a wider and overarching paradigm. This work aims to support the thesis set in the title and in so doing draws upon the range of information and thoughts compiled here from sources listed in the bibliography.
The creators or founders of organized activities are the people who participate within them. The result is a self sustaining environment built up of organized actions. The founders of the organization define its mission, or domain of activity. For a given domain, the founders or authorized members of the organization will derive from a background specific tangible attributes and qualities adequate to undertake the program 's actions. The organization is therefore the result of decisions that must be sanctioned by some form of power. Duncan (1996) explains the ability of ‘getting things done as understanding of both the formal and informal structures of all the organisations involved – the performing organisation, the customer, contractors…’ These exertions require appropriate use of power. Pfeffer defines power as ‘the potential ability to influence behaviour, to change the course of events, to overcome resistance, and to get people to do things that they would not otherwise do’ (Pfeffer cited in Duncan 1996: 24).
Among the above suggestions and definitions another question arises and should be addressed in order to understand the essence of these matters,
Bibliography: CIOB, 1992. Code of Practice for Project Management for Construction and Development. Oxon: The Chartered Institute of Building. Cryer, P. (2006) ed. by 3rd The Research Student 's Guide to Success. Maidenhead: Open University Press Duncan, W Egan, J., 1998. Rethinking Construction. n/a: Constructing Excellence Web. Fellows, R. & Liu, A., 2008. Research Metdods for Construction. Oxford: Wiley- Blackwell. Fryer, B., 2004. The Practice of Construction Management. 4 ed. Oxford: Blackwell. Handy, C., 1993. Understanding Organisations. 4th ed. London: Penguin. Harris, F. McCaffer, R. Edum-Fotwe, F. (2006) 6th edn. Modern Construction Management. Oxford: Blackwell Publishing MacKenzie, M Mullins, L. J., 2007. Management and Organisational Behaviour. 8th ed. Essex: Pearson Education Limited. Peszko, A., 2002. Podstawy Zarzadzania Organizacjami. 4th ed. Krakow: Uczelniane Wydawnictwa Naukowo-Dydaktyczne. Walker, A., 2007. Project Management in Construction. 5th ed. Oxford: Blackwell Publishing Ltd. Yates, P., 2011. M06BE Organisational Culture Power Point Presentation. Coventry: Paul Yates - Coventry University. Yates, P., 2011. M06BE Personal Development Planning Power Point Presentation. Coventry: Paul Yates - Coventry University.