The core of all successful organizations is the effectiveness with which people work together. Individuals have differing characteristics and personalities, and the manner in which they interact is the key to meeting organizational objectives. This is the case for all organizations, but particularly so in construction, which is distinctly different from other industries. Construction is complex and highly differentiated, with a wide range of specialists with disparate professional skills working in a highly integrated way to deliver projects successfully. Understanding how the people involved in construction behave and work together is necessary for projects to have successful outcomes. Organizational behaviour is an established field in mainstream management literature but general treatments cannot reflect the specific issues and idiosyncrasies of the construction industry and the people who inhabit it. Organizational Behaviour in Construction addresses the behaviour of individuals and groups within the different organizations which come together on construction projects and within the organizations created to manage projects. It describes how their behaviour impacts on the performance of construction organizations and their contribution to the project as a whole. Drawing on mainstream organizational literature but putting it into the specific context of construction, and containing many illustrations drawn from the industry, this book will be required reading for all senior undergraduate and postgraduate students of construction, as well as middle and senior management in the industry.

This book offers a comprehensive and up-to-date account of management ideas and practices, focusing on the human relations side of construction management. Easily accessible and suitable for use within the classroom or in distance learning situations, it discusses a range of themes and trends covering evidence based management practices in the construction industry. A variety of learning elements will be included, such as case studies, projects, and review questions, fully supported by interactive web based material including multiple choice questions, exercises, annotated links to other relevant web sites and an online glossary to explain key terms. Each chapter will also contain annotated further reading, chapter summaries and outline summaries of relevant legislation within the construction industry.

Since the early 1980s, researchers and practitioners in the organisational and management fields have presumed a link between organisational, or corporate, culture and organisational performance. Whilst many believe this exists, other authors have been critical of the validity of such studies. Part of this doubt stems from a reliance on measures of organisational performance that are based purely on financial measures of business growth. Using the construction industry as the subject of his research, Vaughan Coffey traces the development of the literature on organisational culture and business effectiveness and investigates the culture-performance link using a new and highly objective measure of company performance and an evaluation of organisational culture, which is largely behaviourally-based. Providing a theoretical contribution to the field, this work shows that various cultural traits appear to be closely linked to objectively measured organisational effectiveness. This book will be valuable to professionals and researchers in the fields of management and public policy. It indicates directions for construction companies to develop and change, and in doing so strengthen their chances of remaining strong when opportunities for work might deplete and only the most successful companies will be able to survive.

This text uses realistic case examples, discussion questions, and self-tests to illustrate principles of workplace psychology. Each chapter begins by posing a difficult work situation, which may be a conflict, a motivation problem, or an issue of diversity, then goes on to discuss principles and theories that apply to the case, covering areas of ethics, problem employees, and organizational culture, as well as neglected areas such as the physical atmosphere of the workplace, the effects of new technologies on workers, and workplace gossip. Harris teaches management at the University of Louisiana- Monroe; Hartman, at the University of New Orleans. Annotation copyrighted by Book News, Inc., Portland, OR

Why does organizational behavior matter—isn’t it just common sense? Organizational Behavior: A Skill-Building Approach helps students answer this question by providing insight into OB concepts and processes through an interactive skill-building approach. Translating the latest research into practical applications, authors Christopher P. Neck, Jeffery D. Houghton, and Emma L. Murray unpack how managers can develop essential skills to unleash the potential of their employees. The text examines how individual characteristics, group dynamics, and organizational factors affect performance, motivation, and job satisfaction, providing students with a holistic understanding of OB. Packed with critical thinking opportunities, experiential exercises, and self-assessments, the new Second Edition provides students with a fun, hands-on introduction to the fascinating world of OB. This title is accompanied by a complete teaching and learning package.