organizational behavior hrm in constructionsite.iugaza.edu.ps/nsawalhi/files/2012/03/human... ·...
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Organizational BehaviorHRM In Construction
Dr. Nabil I. El Sawalhi
Construction Management
1 HRM Ch5
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Organizational Behavior
• Modern society grow with org• The organizations• Organizational planning• Organizational Development (OD)• Management Development• Success of OD• The Process of OD• Org Typology• Traditional line & staff organization for
construction firm
HRM Ch52
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Organizational Behavior
– Matrix Organization
– Project organization
• Theories of leadership– 1. trait theories
• Great Man Theory
– 2. behavioral theories
– 3. contingency theories• Fiedler model
• Hersey- Blanchard model
• Handy’s best fit approach
HRM Ch53
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Organizational Behavior
• Modern society grow with org
• We all belong to an org of some kind (from night club to international cooperation)
• There are broad range of definitions for the org
HRM Ch54
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The organizations
• The organizations: Are grand (comprehensive) strategies individuals create to achieve objectives that require the effort of many.
• The organizations : The process of coordinating different activities to carry out planned transactions (deals/business) with the environment.
HRM Ch55
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Organizational planning
• To be
– Efficient
– Effective
– Robust (strong)
• Org have to cope with risk and uncertainty
HRM Ch56
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• Aims , objectives & scope must be agreed upon.
• Manager should do planning:
• First at Strategic level:
– They should be aware of products, methods and markets within which the firm operate.
HRM Ch57
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• Manger have to plan at macro and micro levels.
• At macro: over all structure is needed.
– Which include, communications, control and allocation of roles
• At micro: the job description, motivation, training, responsibilities and promotion to be planed.
HRM Ch58
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Organizational Development (OD)
• OD is not a one time job, it will continue to evolve and subject to environmental forces which cause change.
Change can happen due to:
• Booms and slumps in the market
• Technological change
• Company mergers and or takeovers
HRM Ch59
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• Combining of activities
• Centralization and decentralization
• To cope with changes, many companies adopted the Organizational Development (OD) program.
• OD program use a behavioral science approach to analyze the environment and changes
HRM Ch510
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MD & OD
• Management Development program tends to concentrate on individuals being trained to keep up with advancement, OD tends to change the org internal Envi or culture.
• The success of change depends on the “Change Agent”
• Change Agent could be external consultant or specialist department within the org.
HRM Ch511
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• The External consultant are not part of the org and able to view the org objectively and bring fresh ideas.
• Fryer suggest combination of both in addition to first line manager to ensure commitment and ideas from inside the org. (Considerable cost needed)
HRM Ch512
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Success of OD
Factors for success:
• The Social skills of those who implementing the plan.
• Their ability to convince
• Achieving measurable improvement in conditions will encourage to continue.
HRM Ch513
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• Make comprehensive analysis of the org
• Explain the necessity of the exercise to employee.
• Unlock peoples existing attitudes and fear about change
HRM Ch514
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The Process of OD
• Undertake comprehensive analysis of org.
• To explain the necessity of the exercise to employee.
• It is important to unlock the people attitude and fear about change.
It can be done through:
• Breaking up existing work
• Fear of redundancy
HRM Ch515
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• Loss of status
• The need to learn new skills
• Transfer to new department/manager
• Change can be achieved through:
– Team building
– Intergroup activity
– Survey and feedback sessions
HRM Ch516
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• Education and training program
• Clear planning & counseling session
• Counseling the work force
• Establish the attitude and behavior that will constitute new culture
• OD will succeed if the new culture was established.
• The next step is to monitor and measure the success
HRM Ch517
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Org Typology
1.0 Line and staff organization
• Constituted of vertical chain of command where those holding line position exercise a formal authority over subordinate general membership staff.
• This allows to unilaterally issue or pass instruction down the hierarchy, authority is direct and uncomplicated.
HRM Ch518
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• Staff act in supporting role to those with line authority.
• Authority for staff is usually limited to the area of their particular expertise.
• Those holding staff position are the specialist whose advise and support to line management enables functions, deemed necessary by the organization.
HRM Ch519
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• In construction some individuals perform both line and staff functions.
• QS is working in department of QS will have a line relationship with the chief surveyor from whom they take orders but is also likely to have staff relationship with the firms site managers and supervisory personal.
HRM Ch520
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HRM Ch521
Managing Director
AdminDirector
Marketing Director
Legal Director
Construction Director
ProfessinalDirector
Chief designer
ChiefEngineer
Account Mgr
Personal Mgr
Traditional line & staff organization for construction firm
Line of authority
Staff relationship
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Matrix Organization
• Organization inaction of work kept separate from organization of people.
• Part of traditional command hierarchy is replaced by network of vertical & lateral associations.
• Project manager are responsible to manage the work undertaken on individual project.
• While people managers are concerned with the development, welfare, quantification & completeness.
HRM Ch522
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Difficulties in Matrix org
• divided loyalties bet functional manager and project manager.
• The feeling of workers that have to satify to bosses with different concerns.
• To which degree should the worker show loyalty: the manager of the project or the specialist group or department with whom they identify within the firm.
HRM Ch523
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Project organization
• Org is not permanent, but temporary multi org.
• Mindful goals of the org
• Objective should be kept changeable to meat the nature of project which related to environment changes.
• Without change, there may be loss of opportunity, loss of skilled workforce, also could be cease of operating.
HRM Ch524
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Leadership
• The effectiveness of org depends on:
• Ability to integrate workforce
• Well motivated and productive team that committed to the project and firm success.
• The words management & leadership are considered to be interchangeable, whiles may be synonymous. In fact they are not the same
HRM Ch525
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• Mintzberg considers that Leadership as a managerial role.
• Others see management consist of dividing up work which is done by others and coordinated and integrated to achieve objectives.
• So management concerned with the activities of people (procedures and results).
HRM Ch526
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• Leadership is influencing of others to do what manger want to do.
• Leadership goes beyond the formal activities of managers and introduces a boarder interpersonal activity.
• Ideally all Managers should be leader
• But there are many leaders who are able to influence others by virtue of their personal charisma &who have no capabilities in terms of other managerial functions.
HRM Ch527
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Theories of leadership
• 1. trait theories
• 2. behavioral theories
• 3. contingency theories
HRM Ch528
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The Evolution of Leadership Theory
29 HRM Ch5
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The Trait Approach
• Leaders can be differentiated from their followers through the evaluation and comparison of their – physical characteristics ,
– mental characteristics and
– psychological characteristics.
• There are certain individual traits that separate leaders from followers and effective and non effective leaders.
HRM Ch530
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Great Man Theory
• “Leaders are born, not made”
• The leader traits are:
– dominance,
– high levels of energy,
– intelligence and
– self confidence
HRM Ch531
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Criticisms to Trait Theory
• Ignore the needs of the followers,
• Fails to clarify the relative importance of various traits,
• Ignore situational factors
HRM Ch532
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Behavioral (Style) Theory
• Behavioral approach:
• allows us to train anyone to become a leader through the encouragement of individual to behave in ways that are required of leaders and allow potential leader to be expanded.
HRM Ch533