5 class - GROUP 2 ABC 2401
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Jomo Kenyatta University of Agriculture and Technology, Nairobi *
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Course
ABC2401
Subject
Management
Date
Nov 24, 2024
Type
Pages
49
Uploaded by njorogekariuki1
5.
Work
Improvement
Plan
Background
According
to
Loosemore's
book
on
Human
Resource
Management
in
Construction
Projects
(2003),
training,
employee
development,
and
knowledge
creation
are
essential
for
achieving
an
efficient
and
innovative
construction
industry.
However,
the
industry
has
traditionally
undervalued
training
and
specialization,
relying
instead
on
a
short-term
hiring
and
firing
approach.
This
approach
is
problematic
considering
the
industry's
heavy
reliance
on
labor
and
the
significant
costs
associated
with
the
human
resource.
The
construction
industry
is
characterized
by
a
rough,
male-dominated
culture
that
prioritizes
physical
strength
over
intellectual
capabilities.
It
also
involves
various
organizations
with
competing
objectives,
leading
to
conflicting
demands
within
the
working
environment.
Additionally,
the
industry
employs
a
diverse
workforce,
including
unskilled
workers,
craftsmen,
professionals,
and
managerial
staff,
who
must
collaborate
to
achieve
project
objectives.
Effective
management
of
these
diverse
human
traits
is
crucial
for
organizational
success
in
the
construction
industry.
Human
resource
management
has
the
potential
to
mitigate
construction
risks
and
promote
organizational
growth.
Recognizing
the
need
for
improvement,
it
is
crucial
to
enhance
human
resource
management
practices
to
enhance
efficiency,
productivity,
and
cost-
effectiveness
in
the
industry.
Work
Improvement
Plan
A
work
improvement
plan
is
a
formal
document
that
outlines
recurring
performance
issues
and
sets
goals
for
employees
to
regain
good
standing
within
the
company.
It
includes
a
specific
timeline
for
completing
the
plan.
The
plan
aims
to
facilitate
employee
improvement,
benefiting
both
the
company
and
the
individual
by
providing
close
supervision
and
scrutiny.
Failure
to
meet
the
plan's
objectives
may
result
in
termination.
Employee
Name:
Performance
Improvement
Plan
Title:
Date:
Department:
To:
(Employee
Name
and
position)
From:
(Manager
Names
and
positions)
Date:
in
need
of
(List
the
goals
and
activities
the
employee
will
initiate
to
improve
performance.
Include
skill
development
and
changes
needed
to
meet
work
performance
expectations.)
Performance
Issues
Target
date
for
improvement:
This
Performance
Improvement
Plan
is
being
created
because
you
have
had
trouble
meeting
the
standards
for
your
position.
Specifically,
the
following
issues
have
been
observed:
Expected
results:
(List
measurements
where
possible.)
e
Issue
#1:
(e.g.
"For
the
months
of
March
and
April,
you
failed
to
meet
your
quota
Dates
to
review
progress
by
the
employee
and
supervisor:
for..”)
Progress
at
review
dates:
®
Issue#2
og!
Employee
Signature:
On
(date),
you
were
appraised
of
your
level
of
performance.
Because
we
value you
as
an
employee,
we
are
creating
this
Performance
Improvement
Plan
as
a
way
to
clarify
Date:,
and
hel|
you
with
concrete
solutions
for
achieving
them.
Supervisor
Signature:
Date:,
Employee
Expectations
Your
expectations
for
the
next
(30/60/90)
days
are the
following:
e
Expectation
#1
(e.g.
“You
will
complete
30
reports
per
week.")
e
Expectation
#2
e
Expectation
#3
This
list
is
not
meant
to
be
exhaustive.
Rather,
it
names
the
things
with
which
you
have
been
having
trouble.
You
are
still
required
to
fulfill
the
other
duties
of
your
job.
A.
Key
Components
of
a
Work
Improvement
Plan
o
Clear
performance
expectations:
The
plan
should
outline
specific
goals,
tasks,
and
quality
standards
that
the
employee
must
meet.
o
Timeline:
The
plan
should
include
a
specific
timeframe
for
achieving
the
outlined
goals.
o
Support
and
resources:
The
employee
should
be
provided
with
the
necessary
support,
training,
and
resources
to
help
them
improve
their
performance.
e
Monitoring
and
feedback:
The
employee's
progress
should
be
regularly
monitored,
and
constructive
feedback
should
be
provided
to
guide
their
improvement.
e
Consequences:
The
plan
should
clearly
state
the
consequences
of
failing
to
meet
the
set
goals,
which
may
include
termination
of
employment.
B.
Purpose
of
the
Work
Improvement
Plan
The
work
improvement
plan
serves
several
purposes,
including:
i.
facilitating
employee
improvement
for
the
benefit
of
the
company
meanwhile
supporting
the
personal
and
professional
improvements.
ii.
Assisting
underperforming
employees
in
reaching
their
full
potential
by
defining
tasks
and
quality
standards.
iii.
Promoting
productive
discussions
between
employees
and
supervisors,
emphasizing
the
seriousness
of
the
performance
issues.
iv.
Orienting
new
hires
to
their
role's
standards
and
expectations.
v.
Informing
employees
of
expected
progress
within
a
given
timeframe,
encouraging
their
growth
and
development.
C.
When
to
use
a
Work
Improvement
Plan
Managers
should
consider
using
a
work
improvement
plan
in
the
following
situations:
i.
Poor
performance
reviews
or
complaints
from
co-workers.
ii.
~
When
an
employee
struggles
in
specific
areas
of
work.
iil.
~
When
assessing
performance
before
taking
disciplinary
action,
considering
factors
such
as
motivation,
training,
role
understanding,
and
access
to
necessary
resources.
iv.
When
an
employee's
performance
consistently
falls
below
the
expected
standards.
v.
When
an
employee
engages
in
behavior
that
is
detrimental
to
the
organization
or
disrupts
the
work
environment.
vi.
When
informal
counseling,
feedback,
and corrective
measures
have
not
resulted
in
the
desired
improvement.
vii.
When
there
is
a
need
to
document
the
performance
issues
and
establish
a
formal
improvement
process.
viii.
When
legal
or
compliance
requirements
necessitate
a
structured
improvement
plan.
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D.
Outcomes
of
a
Work
Improvement
Plan
Employees
should
be
aware
of
the
potential
outcomes
of
a
work
improvement
plan,
and
supervisors
should
acknowledge
them.
These
outcomes
may
include:
i.
Performance
improvement
for
both
the
company
and
staff
ii.
Skill
recognition;
identifies
areas
of
expertise
and
talent.
iii.
Identification
of
communication
errors;
Improves
collaboration
and
teamwork
iv.
Job
transfer
within
the
organization
to
another
station
or
line;
provides
opportunities
for
growth
and
new
challenges.
v.
Termination
of
employment
if
objectives
are
not
met; Last
resort
if
performance
does
not
improve.
Difference
between
a
WIP
and
PIP
work
improvement
plan
and
a
performance
improvement
plan
are
often
used
interchangeably,
and
their
goals
are
generally
the
same
-
to
help
an
employee
improve
their
performance.
1.Work
Improvement
Plan
(WIP):
Traditional
performance
management
practices
often
used
a
Work
Improvement
Plan,
which
focused
on
addressing
specific
tasks
or
projects
that
an
employee
needed
to
improve
upon.
The
WIP
typically
outlines
the
specific
areas
of
improvement,
provides
feedback,
and
suggests
action
steps
to
enhance
performance.
2.Performance
Improvement
Plan
(PIP):
A
Performance
Improvement
Plan
also
aims
to
address
performance
issues
but
usually
takes
a
more
comprehensive
approach.
A
PIP
typically
covers
various
aspects
of an
employee's
performance,
including
behaviors,
skills,
and
goals.
It
is
often
considered
a
more
formal
and
structured
process
that
involves
a
written
agreement
between
the
employee
and
their
supervisor,
with
defined
performance
expectations,
timeline,
and
consequences
for
non-improvement.
Development
of
Work
improvement
Plan
The
following
are
the
steps
to
developing
a
work
improvement
plan.
1.
Identify
areas
of
improvement:
The
first
step
is
to
identify
specific
areas
where
an
employee
needs
to
improve.
This
could
be
based
on
performance
metrics,
feedback
from
customers
or
coworkers,
or
any
other
relevant
data.
2.
Set
clear
goals:
Once
the
areas
of
improvement
have
been
identified,
it
is
essential
to
set
clear
and
measurable
goals
for
performance
improvement.
The
goals
should
be
specific,
achievable,
and
realistic.
3.
Develop
an
action
plan:
An
action
plan
outlines
the
specific
steps
an
employee
needs
to
take
to
reach
their
goals.
It
might
include
additional
training,
coaching,
or
other
support.
4.
Define
metrics
for
success:
It
is
essential
to
define
specific
metrics
for
measuring
success
and
tracking
progress
towards
the
identified
improvement
areas.
This
might
include
quantitative
metrics
like
sales
figures
or
qualitative
metrics
like
customer
satisfaction
ratings.
S.
Monitor
progress:
Regular
feedback
and
monitoring
are
essential
to
track
progress,
adjust
the
plan
as
needed,
and
provide
ongoing
support
to
the
employee.
6.
Provide
support
and
resources:
Managers
and
supervisors
must
provide
adequate
support
and
resources
to
help
employees
achieve
their
goals.
This
might
include
additional
training,
access
to
tools
and
resources,
or
coaching
and
mentoring.
7.
Celebrate
success:
When
an
employee
reaches
their
goals
and
achieves
success,
it
is
essential
to
recognize
and
celebrate
their
achievements.
This
reinforces
positive
behavior
and
encourages
continued
improvement
What
to
avoid
when
developing
a
WIP
Avoid
Getting
emotional
about
the
situation,
always maintain
a
professional
demeanor
Avoid
giving
vague
or
indirect
response,
honest
answers
are
what
help
the
employee.
Avoid
being
ruthless
and
sterile,
be
empathetic
and kind
throughout
the
engagement
Errors
in
formulating
and
administering
a
WIP
e
Giving
inadequate
time
to
an
employee
to
process
and
respond.
The
employee
deserves
to
have
his
case
heard
and
the
time
is
given
to
them
to
understand
the
immensity
of
the
situation.
o
Insufficient
feedback
on
performance.
The
purpose
of
the
WIP
is
to
help
the
employee
be
better
by
giving
updates
and
critique
on
their
progress.
Not
giving
enough
feedback
is
hinderance
to
this
objective.
e
Failing
to
hold
the
employee
accountable.
The
results
of
a
WIP
are
expected
to
tell
whether
or
not
it
was
successful
and
the
employee
held
accountable.
A
third
alternative
should
not
exist
e
Failing
to
document
changes
to
the
plan.
It
is
important
that
the
WIP
documents
reflect
the
change
updated
in
the
plan.
e
Inadequate
documentation.
Having
poor
quality
documentation
or
no
documentation
at
all
is
undesirable
since
this
is
an
important
company
activity
that
should
be
officially
accounted
for
e
Lack
of
clarity.
If
the
objectives
are
vague,
ambiguous,
or
unrealistic,
they
can
create
confusion,
frustration,
and
resentment
among
the
employees
and
managers
involved
e
Lack
of
follow-up.
make
sure
that
you
provide
a
clear
and
formal
conclusion
to
the
PIP
process,
that
you
communicate
the
next
steps
and
expectations
to
the
employee,
and
that
you
continue
to
monitor
and
support
the
employee's
performance
and
growth.
2.0
DEVELOPING
PROJECT
MANAGEMENT
COMPETENCIES
OF
INDIVIDUALS
INTRODUCTION
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Since
prehistoric
times,
man
has
engaged
in
some
sort
of
construction
activity.
Architectural
marvels
such
as
the
Great
Pyramids
of
Giza
and
The
Great
Wall
of
China.
Back
then
resources
were
not
of
key
concern
to
builders
but
the
glory
and
magnitude
of
the
construction.
In
the
present
day,
however,
technical
breakthroughs
in
construction
and
resource
constraints
have
come
to
characterize
the
industry.
Economy
and
sufficiency
of
construction,
which
had taken
a
back
seat
preciously
have
come
to
dominate
the
industry.
Definition
of
a
Project;
This
is
a
human
activity
that
has
a
beginning,
a
productive
middle
stage,
and
an
end
and
creates
something
that
did
not
previously
exist.
Formally,
it
is
a
temporary
endeavor
undertaken
to
create
a
unique
product,
service,
or
result.
Construction
projects
are
unique
in
that
they
are
transitory,
for
example,
construction
teams
come
to
site,
construct
a
facility
and
leave
for
a
different
site.
The
work
is
site-specific,
no
two
construction
sites
are
the
same.
(Watt,
2010)
Project
Management
Project
management
is
the
application
of
knowledge,
skills,
tools,
and
techniques
applied
to
project
activities
to
meet
the
project
requirements.
Project
management
is
a
process
that
includes
planning,
putting
the
project
plan
into
action,
and
measuring
progress
and
performance.
It
involves
identifying
the
project
goals
and
organizing
personnel
to
satisfy
these
goals.
The
project
manager
must
identify
the
project
constraints,
i.e.,
time,
budget
(cost),
quality,
risk,
resources
and
scope.
The
most
important
principles
in
project
management
are
Scope;
the
work
to
be
accomplished,
Budget;
the
cost
of
the
project,
and
Schedule;
the
logical
sequence
and
timing
of
work
to
be
performed.
/
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8/
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PROJECT
"%
7
%
MANAGEMENT
\‘\
N
-
~
Quality
—
L
Budget
~=—
-L
Schedule
)
PM
ensures
project
deliverables
meet
quality
standards
and
client’s
requirements
by
implementing
quality
assurance processes
and
quality
control
measures.
The
PM
also
conducts
regular
quality
reviews
and
audits.
The
figure
shows
the
relationship
between
the
various
components
of
project
management.
Each
is
intertwined
a
change
in
one
causes
a
domino
effect
causing
a
proportional
change
in
either.
For
example,
a
change
in
the
scope
of
the
project
would
lead
to
an
increase/decrease
in
cost
and
time
which
could
eventually
affect
the
project
schedule.
(Levitt,
2000)
A
Project
Manager
organizes
and
works
with
people
to
identify
problems
and
determine
solutions
to
problems.
People
are
the
most
important
resource
to
a
Project
Manager.
He
should
strive
to
create
a
good
relationship
with
his
team
to
benefit
from
their
ideas.
Communication
is
a
Project
Manager's
greatest
tool.
Poor
communication
could
lead
to
poor
project
performance.
Responsibilities
of
Parties
There
are
three
principal
parties
in
a
construction
contract;
the
Client/Employer,
the
Designer/Consultant
and
the
Contractor.
These
entities
should
cultivate
cooperation
between
them
to
ensure
efficient
project
performance.
The
client
sets
out
the
operational
criteria
for
the
facility.
He
determines
his
level
of
involvement
in
the
projects
by
reviewing
construction,
paying
contractor's
costs,
etc.
The
designer
is
responsible
for
interpreting
the
client's
need
and
producing
detailed
drawings,
carrying
out
a
review
of
drawings
and periodic
site
inspections,
among
other
duties.
The
contractor
is
responsible
for
carrying
out
the
works
following
the
contract.
He
develops
an
accurate estimate
for
the
construction,
develops
a
schedule,
and
controls
the
project.
A
Project
Manager
may
be
employed
by
the
designer,
contractor
or
designer.
(Levitt,
2000)
Project
Teams
Teams
are
typically
made
of
project
participants.
A
PM
assembles
members
outside
his
field
of
expertise
who
may
be
in-house
personnel
and
outside
consultants.
The
PM
acts
as
the
coach
and
ensures
his
team
understands
the
requirements
of
the
project.
PMs
should
build
and
lead
effective
teams.
PMs
should
influence
individuals
in
the
team,
each
with
their
own
goals
and
objectives,
to
work
together
for
the
good
of
the
project.
Teamwork
should
be
fostered
in
the
project
team.
Well-organized
teams
resolve
disputes,
solves
problems,
and
communicates
effectively.
Unity
and
cooperation
and
a
common
focus
on
the
project
goals
are
promoted
through
effective
teamwork.
PM
ensures
project
deliverables
meet
quality
standards
and
client’s
requirements
by
implementing
quality
assurance processes
and
quality
control
measures.
The
PM
also
conducts
regular
quality
reviews
and
audits.
In
a
construction
project,
the
PM
should
coordinate
his
team
members
to
achieve
maximum
efficacy.
The
PM
chooses
designers
best
suited
to
the
project.
He
should
select
construction
managers
who
can
assess
risks
in
a
project
and
manage
the
efforts
of
others
to
achieve
objectives.
Team
Management;
Role
of
the
PM
Teams
should
have
well-defined
missions,
objectives
and
goals.
Each
member's
role
should
be
well
defined.
The
PM's
responsibility
is
to
ensure
each
member
of
the
team
has
primary
objectives.
The
team
should
have
a
clear
knowledge
of
their
responsibilities
and
goals
to
ensure
efficient
and
effective
execution.
(Levitt,
2000)
The
PM
resolves disputes
among
team
members
and
creates
a
cordial
work
environment
to
enable
team
peak
performance.
As
the
team
leader,
the
project
manager
selects
team
members,
develops
project
requirements,
define
scope
and
quality,
defines
budgets,
etc.
The
PM
will
need
to
make
numerous
decisions
as
the
project
is
ongoing.
These
could
be
his
own
decisions
or
a
decision
with
input
from
his
team.
The
decisions
made
could
have
significant
impacts
on
project
performance.
(Levitt,
2000)
The
PM
must
be
ethical,
fair
and
honest
in
dealing
with
team
members.
Members
of
a
team
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perform
much
better
when
they
are
part
of
a
team.
Team
communication
is
vital
to
the
success
of
the
team.
Motivated
and
well-informed
members
of
teams
lead
to
effective
team
performance.
Regular
meetings
to
brief
group
members
and
brainstorming
seminars
should
be
held
regularly
to
ensure
an
exchange
of
information,
documenting
information
and
decision
making
can
be
done.
The
PM
should
ensure
his
team
has
a
well-defined
scope
of
the
project.
This
enables
team
members
to
work
autonomously
and
independently
and
thus
efficiency
as
the
desired
outcome
is
already
known.
The
PM
should
be
able
to
deal
with
conflicts,
technical
and
personal,
that
may
arise.
The
team
members
should
be
able
to
recognize
that
conflicts
are
inevitable
and
can
be
beneficial
if
handled
correctly.
Conflict
resolution
could
lead
to
innovation
and
ideas
that
improve
work
performance.
Conflicts
can
be
managed
by;
1.
Identifying
the
Conflict.
2.
Remaining
Neutral
and
Objective.
W
.
Facilitate
Communication.
4.
Seek
Common
Ground.
)
.
Explore
Options
and
Generate
Solutions.
6.
Evaluate
and
Select
the
Best
Solution.
~J
.
Implement
the
Solution.
8.
Monitor
Progress
and
Provide
Support.
9.
Learn
from
the
Conflict.
Importance
of
having
competent
Project
Managers.
a)
Improved
Project
Success
Rates:
Competent
project
managers
can
navigate
project
complexities,
mitigate
risks,
and
ensure
project
deliverables
are
met,
leading
to
higher
project
success
rates.
b)
Enhanced
Team
Performance:
Individuals
with
developed
project
management
competencies
can
effectively
lead
and
manage
project
teams,
fostering
collaboration,
and
optimizing
team
performance.
¢)
Increased
Stakeholder
Confidence:
Developing
project
management
competencies
enhances
the
credibility
of
project
managers,
instilling
confidence
in
stakeholders
and
creating
a
positive
project
environment.
d)
Professional
Growth
and
Advancement:
Individuals
who
invest
in
developing
project
management
competencies
can
enhance
their
professional
skills,
expand
their
career
opportunities,
and
advance
in
the
field
of
project
management.
3.0
MANAGING
TEAMS
AND
STAKEHOLDERS
INTRODUCTION
All
construction
projects
require
input
from
different
people.
These
people
will
offer:
support,
investment,
and
the
required
resources.
KEY
PRINCIPLES
OF
STAKEHOLDER
ENGAGEMENT.
Stakeholders’
participation
and
management
is
an
integral
part
in
a
construction
project.
As
project
managers,
the
best
way
to
lead
a
team
is
by
engaging
them
in
the
progress
of
a
project
so
they can
respond
to
the
outputs
and
benefits
delivered.
The
principles
developed
by
the
Association
of
Project
Management
(APM)
are:
1.
Communicate
To
be
a
good
PM
you
have
to
gather
information
about
your
stakeholders
in
order
to
communicate
efficiently
with
them
2.
Consult,
early
and
often
Ensure
that
earlier
on
in
your
project
you
engage
your
stakeholders
so
that
they
can
understand
the
purpose,
scope,
risk,
and
approach
to
the
project.
3.
Be
reasonable
Try
to
understand
the
different
personalities
of
all
your
stakeholders,
this
will
help
you
to
know
that
human
beings
are
not
always
rational,
reasonable,
consistent
or
predictable.
This
will
help
you
navigate
the
working
relationship.
4.
Plan
it
A
more
conscientious
and
measured
approach
to
stakeholder
engagement
is
essential
and
therefore
encouraged.
Investment
in
careful
planning
before
engaging
stakeholders
can
bring
significant
benefits.
S.
Develop
Relationships
Developing
relationships
result
in
increased
trust.
And
where
there
is
trust,
people
work
together
more
easily
and
effectively.
Investing
effort
in
identifying
and
building
stakeholder
relationships
can
increase
confidence
across
the
project
environment,
minimise
uncertainty,
and
speed
problem
solving
and
decision-making.
6.
Risk
sources.
Stakeholders
are
important
influential
resources
and
should
be
treated
as
potential
sources
of
risk
and
opportunity
within
the
project.
You
also
need
to
establish
what
your
stakeholder
community
perceives
success
to
be
for
them
in
the
context
of
project
delivery.
7.
Compromise
The
initial
step
is
to
establish
the
most
acceptable
baseline
across
a
set
of
stakeholders'
diverging
expectations
and
priorities.
Assess
the
relative
importance
of
all
stakeholders
to
establish
a
weighted
hierarchy
against
the
project
requirements
and
agreed
by
the
Project
Sponsor.
8.
Take
responsibility
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Stakeholder
engagement
is
not
the
job
of
one
member
of
the
project
team.
It’s
the
responsibility
of
everyone
to
understand
their
role
and
to
follow
the
right
approach
to
communication
and
engagement.
Good
project
governance
requires
providing
clarity
about
stakeholder
engagement
roles
and
responsibilities
and
what
is
expected
of
people
involved
in
the
project.
MANAGING
TEAMS
A
team
is
a
group
of
individuals
working
together
to
achieve
a
certain
goal.
However,
in
this
case,
we
can
define
a
team
as
a
group
of
people/individuals
who
are
interdependent
concerning
information,
resources,
and
skills
and
who
seek
to
combine
their
efforts
to
achieve
a
common
goal.
A
good
leader
is
an
essential
component
of
a
successful
team.
They
are
the
ones
that
the
team
trusts
and
respects
and
they
give
instructions
on
how
the
operations
of the
team
are
to
be
conducted.
The
following
diagram
shows
what
a
good
team
entail;
Communication
Managed
Conflict
Leadership
Diversity
and
Trust
and
Heterogeneity
Respect
Clear
Coa's
COMMUNICATION
Communication
is
the
most
important
aspect
of
a
good
group.
It
has
to
be
effective
since
it
is
the
central
facet
of
all
organisations.
The
team
members
should
be
given
a
platform
to
present
their
honest
ideas,
thoughts
and
opinions
fearlessly.
The
team
leader
has
to
make
them
all
understand
that
they
can
all
contribute
freely
and
no
one
is
more
important
than
the
other.
Lack
of
efficient
communication
is
mostly
the
root
of
all
problems
in
an
organization.
It
leads
to
crossed
wires
which
lead
to
inefficiencies
in
the
performance
of
the
team
and
even
worse,
conflicts.
This
will
cause
low
productivity
on
the
team
thus
failing
to
achieve
the
set
goals.
,,f)'
@
=
DIVERSITY
For
a
team
to
thrive
it
has
to
be
diverse.
They
recognise
each
individual's
strengths
and
their
preferences
to
assign
tasks,
and
ultimately
to
boost
performance.
Each
team
member
is
valued
for
their
unique
talents
and
skills.
Collectively,
a
diverse
skill
set,
way
of
thinking,
experiences,
idea
generation
and
problem-solving
help
to
create
an
effective
team
and
enhance
results.
CLEAR
GOALS
The
overriding
factor
which
differentiates
a
group
of
people
from
an
effective
team
is
a
clear
goal.
However,
this
goal
needs
to
be
more
than
an
organisational
objective:
it
needs
to
matter
to
the
team,
to
be
something
that
they
will
value
and
see
the
benefit
in
achieving.
Each
member
knows
the
value
of
their
contribution
to
the
team
goal.
When
individuals
focus
on
the
critical
differences
only,
they can
instigate,
results
increase
and
teams
become
effective
and
successful.
As
a
team,
members
should
agree
on
and
set
goals.
From
here,
the
team
can
devise
a
plan
for
goal
completion.
e
What
to
do
e
whotodoit
e
howtodoit
e
when
to
doit.
Each
member
is
accountable
and
has
responsibility
for
the
team's
overall
success.
4.0
LEADERSHIP
A
competent
leader
is
an
important
part
of
any
successful
team.
They
are
the
one
the
team
believes
in
and
appreciates.
The
most
effective
teams
are
led
by
a
leader
who
is
receptive
to
feedback
and
criticism
and
who
can
explain
both
the
team's
and
the
organization's
vision.
Trust
and
Respect
Teamwork
is
most
successful
when
members
appreciate
one
another.
Leaders
are
critical
in
fostering
a
culture
of
trust
and
respect.
Leaders,
for
example,
might
foster
mutual
trust
by
rewarding
trust-building
behaviours
and
encouraging
others
to
lead
by
example.
Leaders
should
also
encourage
language
that
promotes
cooperation
and
conversation
among
team
members
and
even
throughout
the
organization.
Manage
Conflict
This
is
a
critical
component
in
assisting
team
progress.
When
problems
develop,
it
is
critical
that
they
are
neither
avoided
or
neglected.
When
handled
properly,
there
are
several
benefits
to
be
observed.
It
is
also
critical
for
the
team
leader
to
distinguish
between
a
culture
of
challenge/disagreement
and
a
culture
of
blame/criticism.
As
a
team
leader,
there
are
things
that
you
need
to
take
into
consideration
to
ensure
that
the
team
attains
its
goals
and
objectives.
They
include
the
following;
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.
Seeking
opinions
and
input
before
finalizing
decisions
or
plans.
.
Being
available
to
help
teammates.
.
Volunteering
information
to
teammates
who
need
it.
.
Providing
contributions
on time.
.
Acknowledging
other
team
members
contributions
to
those
outside
the
team.
.
Being
non-defensive
and
receptive
to
ideas,
opinions,
and
needs
of
teammates.
.
Considering
the
impact
of
the
team’s
plans
on
the
rest
of
the
organization
(administration,
accounting,
etc.).
.
Not
criticizing
teammates
when
they
are
not
present
or
when
their
ideas
are
not
as
good.
The
4
Es
for
successful
stakeholder
and
team
management.
1.
Enlighten
—
communicate,
listen,
respect
2.
Engage
-
workshops,
surveys,
participation
3.
Endow
-
training,
development,
commitment
4.
Enthuse
—
motivate,
recognize,
reward
Characteristics
of
team
members
LEADERSHIP
IN
CONSTRUCTION
INTRODUCTION
Leadership
is
an
imperative antecedent
to
occupational
safety.
Project
management
and
competent
leadership
continue
to
have
an
impact
on
a
project's
success
or
failure.
Individuals
working
on
the
project
have
a
significant
effect
on
the
project's
success
in
terms
of
time,
cost,
and
quality
performance.
The
superintendent's
and/or
project
manager's
ability
to
effectively
inspire
and
guide
the
artisan
will
affect
the
effectiveness
of
the
labour
on
the
task.
Leadership
and
management
skills
are
considered
desirable
towards
the
end
of
a
project.
Leadership
be
it
good
or
bad
has
a
significant
impact
on
overall
success
or
failure
of
an
endeavour,
it
imparts
key
direction
to
a
construction
projects
success
or
failure
Leadership
is
a
process
with
many
definitions
by
components,
styles,
and
traits,
some
which
include:
e
Leadership
is
aligning
people
towards
common
goals
and
empowering
them
to
take
possible
actions
to
reach such
goals~
by
Naoum
(2001).
e
According
to
Northhouse
(1997)
leadership
is
a
process
where
individuals
can
influence
other
individuals
to
achieve
or
reach
commonly
desired
outcomes.
According
to
Adair
leadership
is
a
model
diagram
Achieving
Building
the
team
Developing
individuals
In
general,
leadership
is
the
process
through
which
one
person
inspires
others
to
achieve
a
goal.
Leadership
is
also
defined
as
a
process
of
visioning,
inspiring,
organizing,
and
developing
individuals.
Defining
terms
Administration:
the
range
of
activities
connected
with
organizing
and
supervising
the
way
that
an
Management:
the
control
and
organizing
of
a
business
or
other
organization
Project
superintendent:
a
person
who
has
executive
oversight
and
charge
(a
matter
of
interpretation)
Lead:
to
direct
on
a
course
or
indirection
(a
matter
of
interpretation)
Manage:
to
handle
or
direct
with
a
degree
of
skill
(a
matter
of
interpretation)
Project
manager:
a
person
who
handles
or
directs
with
a
degree
of
skill
in
planned undertaking
(a
matter
of
interpretation)
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Attribute:
an
inherent
characteristic
Types
of
leaders
(according
to
Fiedler)
.
Those
who
tend
to
accomplish
the
task
by
developing
good
interpersonal
relations
with
a
group
.
Those
who
have
as
their
prime
concern
carrying
out
the
task
itself
Leadership
Theory
Developed
over
the
last
two
hundred
years.
Early
investigation
into
leadership
operated
on
the
general
assumption
that
leaders
are
born
with
innate
characteristics.
*
Leaders
should
be
more
sociable
»
Leaders
should
be
aggressive
e
Be
original
*
Leaders
should
be
popular
*
Leaders
should
have
a
sense
of
humour
The
general
stereotyping
that
leaders
are
born
not
made
has
been
dropped
of
late
because
of
the
inconsistencies
of
the
theory.
A
person
may
have
the
above
qualities
but
it
doesn't
mean
that
such
a
person
will
rise
to
a
level
of
leadership
From
conducted
studies,
on
behavioral
leadership,
the
following
behaviours
developed
*
Democratic
leadership/participative
leadership:
individuals
considered
to
be
typically
of
unequal
power
by
hierarchal
standards
have
shared
power
in
decision
making.
There
are
collaboration
and
free
flow
of
ideas.
There
are
shared
responsibilities
among
all
members,
the
leader
only
offers
guidance.
»
There's
mutual
respect
among
those
involved
*
Autocratic
leadership:
one
of
the
least
popular
management
styles
but
most
common.
One
person
makes
all
strategic
decisions
for
subordinates.
Its
main
pillars
are:
e
Discipline,
Preparation
&
Victory.
Criticism
of
autocratic
leadership
.
It
has
been
historically
associated
with
tyrants
and
dictators
.
It
has
become
the
fallback
position
for
managers
of
people
who
lack
skills,
training
and
experience
.
Some
people
are
uncomfortable
working
for
autocratic
leaders
.
Laissez-faire
leadership:
also
called
"delegative
leadership".
Here
leaders
are
hands-off
and
allow
group
members
to
make
the
decisions.
Research
has
found
out
that
it
leads
to
the
lowest
productivity
among
group
members.
It
has
the
following
characteristics:
e
Little
guidance
from
leaders.
e
Complete
freedom
for
followers
to
make
decisions.
e
Leaders
provide
the
tools
and
resources
needed.
e
Group
members
expected
to
solve
problems
on
their
own.
e
Power
is
handed
over
to
followers
yet
leaders
take
responsibility
for
groups
decisions
and
actions.
Advantages
=
Can
work
for
motivated
teams
with
high expertise
and
skills.
=
(Creative
teams
may
value
the
independence.
=
Works
well
when
the
leader
provide
needed
information
and
materials
at
the
start
of
the
project.
Disadvantages
e
Not
cool
for
groups
lacking
needed
skills,
motivation
adherence
to
deadlines.
e
(Can
result
in
poor
performance
and
outcomes.
e
A
leader
may
appear
uninvolved.
e
Confusion
over
roles
in
the
group.
LI
Charismatic
leadership:
charisma
is
an
individual
personality
trait
which
sets
a
person
apart
from
ordinary
humans.
Charismatic
leaders
have
a
strong
effect
on
follower’s
emotions
and
self-
esteem:
which
are
effective
motivational
variables
and
not
cognitive
variables.
People
will
follow
such
a
leader
willingly
so
long
as
they
know
the
leader’s
ideology.
A.
Trait
theory
In
the
early
1900s
and
1950s,
characteristics
of
leaders
and
followers
were
distinguished.
In
his
1911
book,
Fredrick
Taylor
stated
that
in
order
to
enhance
production
and
tasks,
workers'
approaches
and
procedures
needed
to
be
improved.
People
were
seen
as
tools
to
be
exploited
by
bosses.
An
important
premise
in
traits
theory
is
that
leaders
are
born
with
specific
qualities
that
they
employ
to
improve
organizational
performance
and
leader
reputation.
The
traits
are
as
follows:
*
Inherited
money
and
social
position
*
Personality
factors
*
Aptitudes
Capabilities
*
Physical
features
The
primary
goal
of
characteristics
theory
was
to
create
a
comprehensive
list
of
attributes
that
would
eventually
result
in
an
ideal
leader.
Such
traits
include:
.
Intelligence
.
Alertness
to
other
people’s
needs
.
Comprehension
of
the
task
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.
Persistence
in
managing
problems
.
Self-confidence
.
Desire
to
accept
responsibility
and
occupy
a
dominant
and
controlling
position
B.
Contingency
theory
According
to
this
theory,
personality,
style
and
behaviour
of an
effective
leader
must
be
matched
to
the
personality,
style
and
behaviour
necessitated
by
the
situation.
According
to
fielder
three
factors
impact
a
leadership
situation.
1.
Relationship
of
the
leader
with
the
group
2.
Structure
of
task
performed
3.
Position
authority
the
leader
has
in
a
given
situation
C.
Situational
effectiveness
In
situations
involving
high
situational
control
the
task
motivated
leader
thrives.
This
is
because
of
their
attention
to
detail,
and
desire
for
a
highly
structured
environment.
Development
There
has
been
a
long
debate
on
whether
leaders
are
born
or
developed,
but
the
current
consensus
is
that
certain
traits
that
are
considered
desirable
for
leaders
in
certain
contexts
may
be
naturally
endowed,
some
can
be
developed,
hence
there
have
been
attempts
to
study
how
leaders
develop
interventions
so
mentioned.
In
the
initial
development
concept,
things
that
trigger
positive
leadership
development
should
be
employed.
They
include:
»
influential
role
models,
various
significant
others
in life,
«
events
and
experiences
at
work,
«
personal
and
organizational
factors
and
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In
conclusion,
leadership
development
is
still
a
fledgling
field
which
lacks
a
clear
theoretical
framework
and
works
in
the
retrospective
Leadership
development
is
a
never-ending
process.
It
involves
self-evaluation,
training,
and
experiential
learning.
Construction
managers
are
constantly
requested
to
perform
a
variety
of
roles,
in
different
situations
at
different
times,
their
ability
to
assimilate
common
experiences
and
apply
them
to
alternative
environments
is
vital
to
effective
leadership.
Factors
for
leadership
development
according
to
Chan
(2008):
They
are
.
People
.
Places
.
Events
Leadership
skills
A
competent
manager
demonstrates
strong
leadership,
and
a
building
project
need
management.
The
power
of
a
manager
to
impact
the
pace,
quality,
and
cost
of
a
project
is
totally
dependent
on
the
manager's
leadership
qualities.
Construction
managers
must
be
able
to
lead
and
incorporate
individual
needs,
requirements,
and constraints
into
choices
that
effect
overall
project
performance.
Leadership
and
management
are
often
used
interchangeably,
but
they
are
not
the
same
thing.
Managers
must
be
able
to
lead
in
order
to
function
effectively.
Characteristics
of
effective
leadership
e
Perception
e
Influence
instead
of
control
e
Improvement
e
Motivate
followers
to
perform
e
Voluntary
instead
of
regulatory
involvement
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e
Listening
instead
of
giving
directives
e
Results-oriented
e
Efficiency
e
Flexibility
e
Thinking
of
others
Effectiveness
Leadership
effectiveness,
according
to
Spartz,
begins
with
self-assessment.
It
results
in
a
better
knowledge
and
implementation
of
personal
leadership
characteristics
in
certain
situations.
He
claims
that
the
leader's
efficacy
will
be
enhanced
by
his
or
her
expertise.
Fielders'
training
handbook
'increasing
leadership
effectiveness'
contains
guidelines
for
leaders
to
boost
their
chances
of
becoming
effective.
Effective
leaders
have
great
emotional
intelligence
as
well
as
the
following
characteristics;
1.
Great
thinkers
in
terms
of
both
quality
and
responsibilities
2.
Should
have
ethics:
people
still
look
for
ethical
leaders
who
have
courage,
which
includes
persisting,
surviving,
maintaining
stamina,
doing
the
right
thing
and
making
the
right
decisions
3.
Leaders
should
muster
change
and
be
responsive
to
people
in
a
culturally
diverse
society
4.
Should
be
risk-takers
have
the
courage
to
begin
new
projects,
make
changes
5.
Leaders
should
have
a
mission
that
matters;
when
the
commitment
is
effectively
communicated,
it
inspires
and
motivates
others,
also,
it
produces
the
energy
and
dedication
which
are
important
throughout
the
professional
career
6.
Leaders
are
decision-makers
7.
Problem
solvers
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8.
Good
communicators.
Management
Involves
fulfilling
organizational
goals
and
processes
Management
refers
to
leading
a
project
from
its
inception
to
execution.
It
involves
.
Planning
.
Budgeting
.
Controlling
.
Structuring
Leadership
and
management
Very
different
concepts
even
though
leaders
and
managers
are
used
interchangeably.
The
following
are
their
differences
MANAGERS
LEADERS
[1
Ensure
a
business
day
to
day
activities
get
done,
tell
people
what
to
do.
Planning
and
budgeting
[
Direct
and
guide
people
1
Establish
clear
targets.
Avoid
taking
risks
[0
Seek
risks
and
Take
them.
[1
Make
short
term decisions
[]
Have
a
long-range
perspective
[J
Solve
short
term
problems
0
Encourage
work
towards
goals:
innovate,
motivate
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[J
Enact
visions
and
do
things
right.
[J
Create
visions and
do
the
right
thing
Establish
agendas
[J
Consulting,
analytical,
[
Flexible,
innovative,
inspiring,
courageous
deliberate
and
independent
authoritative
and
stabilizing
0
Employ
hard
skills
like
planning,
directing,
|
(1
Employ
softer
skills
organizing,
and
keeping
score
]
They
are
mostly
appointed
[
They
have
to
earn
it
[0
Goals
of
managers
[0
Goals
of
leaders
come
from
a
place
of
come
from
active
attitudes
necessities
O
Focus
in
the
present
[0
Future-oriented
[
Maintain
status
quo and
stability
[1
Create
change
]
Implement
policies
and
procedures
[1
Create
a
culture
based
on
shared
values
Essentials
of
management
are
planning,
organizing
staffing
controlling
and
directing.
Management
should
have
the
discipline
to
create
clear
and
attainable
objectives
but
leadership
skills
of
project
managers
affect
project
performance.
Leadership
and
the
construction
industry
development
Construction
industry
development
refers
to
a
deliberate
and
managed
process
to
improve
the
capacity
and
effectiveness
of
the
construction
industry
to
meet
the
national
economic
demand
for
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building
and
civil
engineering
products
and
to
support
sustained
economic
development
objectives.
Construction
industry
development
promotes:
*
Viability
and
competitiveness
of
domestic
construction
enterprise
*
Optimization
of
the
role
of
all
participants
and
stakeholders
through;
Process
Technological.
Institutional
enhancement.
Appropriate
resource.
Development.
Construction
leadership
in
developing
countries
needs
more
work
Barriers
to
effective
leadership
*
Lack
of
opportunity
e
Lack
of
organizational
culture
e
Poor
communication
skills
3.0
TOTAL
QUALITY
MANAGEMENT
Total
Quality
Management
(TQM)
refers
to
a
management
method
used
to
enhance
productivity
in
the
business
organization.
It
is
a
management
approach
that
originated
in
the
1950s
and
steadily
becoming
more
popular
since
the
early
1980s.TQM
is
essentially
customer
focused.
Origin
TQM
is
an
example
of
statistical
quality
control.
It
came
to
be
first
used
in
the
Western
Electric
company
but
came
to
be
implied
on
a
grand
scale
in
Japanese
industry
through
the
intervention
of
W.
Edwards
Deming,
who
thanks
to
his
missionary
labours
globally
he
became
to
be
known
as
the
'father'
of
quality
control.
Total
quality
management
in
construction.
Companies
that
have
resulted
in
the
implementation
of
Total
Quality
Management
(TQM)
programs
will
provide
them
with
a
competitive
advantage
and
improve
their
overall
financial
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performance.
Therefore,
Total
Quality
Management
(TQM)
seeks
to
improve
the
quality
of
goods
and
services
delivered
through
the
participation
of
all
levels
and
functions
of
the
organization.
Total
Quality
Management
has
thus
proved
to
be
a
useful
tool
in
ensuring
the
achievement
of
set
standard
and
successful
productivity
improvements
in
the
construction
industry.
Managing
site
productivity
with
TQM
The
construction
industry
differs
from
manufacturing
in
such
a
way
that
makes
introducing
TQM
more
challenging.
The
construction
industry
suffers
from
problems
such
as
workmanship
defects,
time
and
cost
overrun.
Poor
or
non-existent
quality
control
and
quality
assurance
procedures
can
allow
costly
errors
to
go
undetected
in
the
design
and
contract
documents.
To
manage
site
productivity
with
TQM
one
must
consider
its
principles
which
are
as
follows;
e
Client
focus
¢
Involvement
of
people
e
Leadership
e
Continual
improvement
e
Factual
approach
to
decision
making
¢
Process
approach
¢
System
approach
to
management
e
Mutual
beneficial
supplier
relations
Using
these
principles,
the
management
of
productivity
of
a
site
can
be
arrived
at
using
the
following
TQM
steps;
1.
Obtaining
a
commitment
from
the
client
to
quality
2.
Generation
of
awareness,
education
and
changing
of
workers
attitudes
3.
Development
of
a
process
approach
towards
TQM
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4.
Prepare
project
quality
plans
for
all
levels
of
work
5.
Institute
continuous
improvement
6.
Promoting
the
workers'
participation
and
contribution
using
quality
control
circles
and
motivation
programs
7.
Review
quality
plans
and
measure
performance
TQM
Techniques
Total
Quality
Management
mainly
demands
a
process
of
continuous
improvement
aimed
at
reducing
variability.
An
organization
wishing
to
support
and
develop
such
a
process
needs
to
use
quality
management
tools
and
techniques.
Following
are
different
techniques
used
in
TQM:
*check
sheet,
checklist,
Pareto
diagram,
histogram,
fishbone
diagram
and
scatter
chart.
a)
Check
sheet:
It
is
used
to
record
events
or
non-events.
They
can
also
include
information
such
as
the
position
where
the
event
occurred
and any
known
causes.
They
are
usually
prepared
in
advance
and
are
completed
by
those
who
are
carrying
out
the
operations
or
monitoring
their
progress.
Motor
Assembly
Check
Sheet
Nowrm
of
Duts
Recorder
Lnter
B
_Rgp
Locair
Roctweter
N
Yk
Outan
Coection
Dt
vi?
-
vy
Owes
VIVS
CEEL
VR
el
Mvebey
Tusshy
3
Webwsby
Yhorubey
Fetbey
Zeuwdey
JTOTN
gyt
s
v
(RN
10
111}
Il
&
Myt
st
Il
Il
k
rrgrogee
tent
prooedse
9
Wrong
peet
bosssd
I
"
3
Fam
an
pets
a
via
n
cmerg
1]
Il
.
Incormecs
derernaors
"
B
Adworoe
tilhaw
o
Muobayg
roaffoee
I
1
zorey
e
T
-
YOr.
10
13
10
al
4
Figure
4:
Sample
Check
Sheet
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b)
Checklist:
A
checklist
is
a
type
of
informational
job
aid
used
to
reduce
failure
by
compensating
for
potential
limits
of
human
memory
and
attention.
It
helps
to
ensure
consistency
and
completeness
in
carrying
out
a
task.
A
primary
task
in
the
checklist
is
documentation
of
the
task
and
auditing
against
the
documentation.
The
checklist
is
used
to
tell
the
user
if
there
is
a
certain
thing,
which
must
be
checked.
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Building
Date
Date
of
previous
inspection
Location
Inspected
by:
Problem
Date
of
I.
Supporting
Structure
OK
|
Minor
|
Major
Observation
Repair
Exterior
and
Interior
Walls
Expansion/Contraction
Settlement
Cracks
Deterioration/Spalling
Moisture
Stains/Efflorescence
Physical
Damage
Other
Exterior
and
Interior
Roof
Deck
Securement
to
Expansion/Contraction
Structural
Deterioration
Water
Stains/Rustling
Physical
Damage
Attachment
of
Fells/Insulation
New
Equipment/Alterations
Other
Drainage
General
Condition
New
Equipment/Alteratiohs
Other
B.
Surtace
Condition
Bare
Spots
in
Gravel/Ballast
Displaced
Alligatoring/Cracking
Slippage
Ridging/Wrinkling
Fishmouthing
Loose
Felt
Laps/Seams
Fasteners
Membrane
Slippage
Other
Figure
5:
Sample
Checklist
c)
Pareto
diagram:
Pareto
Analysis
is
a
statistical
technique
in
decision-making
used
for
the
selection
of
a
limited
number
of
tasks
that
produce
a
significant
overall
effect.
This
technique
is
also
called
the
vital
few
and
the
trivial
many.
It
uses
the
Pareto
Principle,
the
idea
that
by
doing
20%
of
the
work
you
can
generate
80%
of
the
benefit
of
doing
the
entire
job.
It
is
a
technique
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employed
to
prioritize
the
problems
so
that
attention
is
initially
focused
on
those,
having
the
greatest
effect
Pareto
chart
140
—
@
100
120
o
80
100
70
80
60
]
'qq)
50
g
»
60
0
=
40
30
50
20
B
=
.
0
,
B
F
G
C
A
E
D
Category
Figure
6:
Sample
pareto
diagram
d)
Histogram:
A
histogram
is
a
graphical
representation
of
the
distribution
of
numerical
data.
It
is
an
estimate
of
the
probability
distribution
of
a
continuous
variable.
Histograms
provide
a
graphical
representation
of
the
individual
measured
values
in
a
data
set
according
to
the
frequency
of
occurrence.
They
help
to
visualize
the
distribution
of
data
and
there
are
several
forms,
which
should
be
recognized,
and
in
this
way,
they reveal
the
amount
of
variation
within
a
Process.
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=
o
154
...
R
R
U
1
2
-
e
e
SRS
BRI
N
S
AT
SR
Frequency
(=
\O
(o)
1727.1
2494.2
3261.3
4028.4
4795.5
5562.6
6329.7
7096.8
Other
Construction
area
(mz)
m
Frequency
Figure
7:
Sample
histogram
diagram
e)
Fishbone
diagram:
A
fishbone
diagram,
also
called
a
cause
and
effect
diagram
is
a
visualization
tool
for
categorizing
the
potential
causes
of
a
problem
to
identify
its
root
causes.
Fishbone
diagrams
are
typically
worked
left
to
right,
with
each
large
"bone"
of
the
fish
branching
out
to
include
smaller
bones
containing
more
detail.
A
fishbone
diagram
is
useful
in
brainstorming
sessions
to
focus
on
the
conversation.
Embark
on
world
tour,
taking
part
in
the
lame
customs
of
nonwhites
while
spreading
Christianity
Send
store
mascot
to
"meet"”
foreign
heads
of
state
Steal
Charlemagne's
crown
and/or
sword,
place
in
lockbox
Meet
Bill
and
Ted
Help
millions
of
migrant
workers
Avoid
destroying
time
space
;
)
find
jobs
mowing
your
lawn
continuum
or
getting
syphillis
Diplomatic
relations
Travel
back
in
time
|
become
the
supreme
ruler
of
the
world.
Military
Defeat
Wal-Mart
campaign
Unleash
Box
Full
Of
Not
Scorpions
on
Lace
products
with
small
:
foreign
heads
of
state
amounts
of
cocaine,
marijuana,
or
LSD
Team
up
with
IKEA
Guy
Assemble
army
of
migrant
workers
Recruit
Bruce
Lee,
Have
a
store
mascot,
probably
MacGyver,
and
Chuck
Norris
something
cheap
and
with
sex
appeal,
like
your
slutty
mom
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Figure
8:
Sample
Fish
Bone
diagram
f)
Scatter
diagram:
The
Scatter
Diagram
Method
is
the
simplest
method
to
study
the
correlation
between
two
variables
wherein
the
values
for
each
pair
of
a
variable
is
plotted
on
a
graph
in
the
form
of
dots
thereby
obtaining
as
many
points
as
the
number
of
observations.
Then
by
looking
at
the
scatter
of
several
points,
the
degree
of
correlation
is
ascertained.
Title
for
Marginal
Density
Plot
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Figure
9:
Sample
scatter
diagram
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g)
Flow
chart:
Flow
chart
is
used
to
provide
a
diagrammatic
picture
using
a
set
of
symbols.
They
are
used
to
show
all
the
steps
or
stages
in
a
process
project
or
sequence
of
events.
The
flowchart
assists
in
documenting
and
describing
a
process
so
that
it
can
be
examined
and
improved.
Analyzing
the
data
collected
on
a
flowchart
can
help
to
uncover
irregularities
and
potential
problem
points.
Figure
10:
Sample Flow
chart
diagram
Advantages
of
TQM
in
managing
site
Productivity
e
Improves
reputation
e
Higher
Employee
morale
e
Lower
costs
¢
Quality
requirements
are
met
due
to
the
presence
of
quality
inspectors.
e
Customer
satisfaction.
e
Defect
reduction.
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Disadvantages
of
TQM
in
managing
site
Productivity
e
High
initial
implementation
costs
e
Benefits
may
not
be
visible
for
several
years
e
Workers
resist
the
changes
and
insecure
on
job
security
Obstacles
in
implementing
TQM
¢
Inadequate
knowledge
and
information
about
TQM.
e
Doubts
of
employees
about
management’s
intentions.
e
Failure
of
management
to
maintain
interest
and
commitment
over
a
long
period.
e
Difficulty
in
measuring
the
effectiveness
of
TQM.
e
Poor
internal
communication.
e
Difficulty
in
assessing
customer
expectations
and
satisfaction.
e
Insufficient
training
resources.
6.0
Main
contractor
vs
subcontractor
in
construction
project
management
Main
contractor
The
main
contractor,
also
known
as
the
general
contractor
is
the
primary
party
responsible
for
managing
the
overall
construction
project.
They
typically
enter
into
a
contract
directly
with
the
client
or
project
owner.
The
main
contractor
has
the
following
key
responsibilities:
a.
Project
Management:
The
main
contractor
oversees
the
entire
construction
project,
including
planning,
coordinating,
and
executing
the
construction
activities.
They
are
responsible
for
ensuring
that
the
project
progresses
according
to
the
schedule,
budget,
and
it
is
of
quality.
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b.
Subcontractor
Management:
The
main
contractor
is
responsible
for
hiring
and
managing
subcontractors.
They
coordinate
and
supervise
the
work
performed
by
subcontractors,
ensuring
that
it
aligns
with
the
project
requirements.
c.
Procurement
and
Material
Management:
The
main
contractor
is
typically
responsible
for
procuring
construction
materials,
equipment,
and
supplies
required
for
the
project.
They
manage
the
logistics,
delivery,
and
storage
of
these
materials
on-site.
d.
Quality
Control
and
Inspections:
The
main
contractor
is
accountable
for
ensuring
the
quality
of
workmanship
and
adherence
to
project
specifications.
They
conduct
regular
inspections
and
implement
quality
control
measures
to
maintain
construction
standards.
e.
Safety
and
Risk
Management:
The
main
contractor
is
responsible
for
implementing
and
enforcing
safety
protocols
on
the
construction
site.
They
mitigate
risks,
maintain
a
safe
working
environment,
and
ensure
compliance
with
health
and
safety
regulations.
f.
Client
Communication:
The
main
contractor
serves
as
the
primary
point
of
contact
between
the
project
owner
and
other
stakeholders.
They
provide
progress
updates,
address
client
concerns,
and
facilitate
effective
communication
throughout
the
project.
Subcontractor:
A
subcontractor
is
a
specialized
contractor
hired
by
the
main
contractor
to
perform
specific
tasks
or
trades
within
the
construction
project.
They
are
contracted
by
the
main
contractor
and
or
directly by
the client.
Subcontractors
have
expertise
in
specific
areas,
such
as
plumbing,
electrical
work,
carpentry,
or
concrete
work. The
key
responsibilities
of
a
subcontractor
include:
a.
Task
Execution:
Subcontractors
are
responsible
for
performing
the
assigned
tasks
according
to
the
project
plans
and
specifications.
They
bring
specialized
skills,
equipment,
and
labor
to
complete
their
designated
scope
of
work.
b.
Schedule
Adherence:
Subcontractors
must
coordinate
their
work
with
the
main
contractor
and
other
subcontractors
to
ensure timely
completion
of
their
tasks.
They
need
to
align
their
schedules
with
the
overall
project
schedule.
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c.
Quality
and
Craftsmanship:
Subcontractors
are
responsible
for
maintaining
high-quality
workmanship
in
their
respective
trades.
They
must
follow
industry
standards,
codes,
and
specifications
to
deliver
work
that
meets
the
required
quality
standards.
d.
Compliance
and
Licensing:
Subcontractors
must
possess
the
necessary
licenses,
certifications,
and
insurance
required
to
perform
their
work
legally
and
safely.
They
need
to
comply
with
relevant
regulations
and
obtain
necessary
permits
for
their
trade.
e.
Coordination
with
Main
Contractor:
Subcontractors
collaborate
closely
with
the
main
contractor
to
understand
project
requirements,
resolve
any
conflicts
or
issues,
and
ensure
smooth
workflow
and
coordination
among
different
trades.
f.
Payment
and
Contractual
Obligations:
Subcontractors
enter
into
a
contractual
agreement
with
the
main
contractor,
specifying
the
scope
of
work,
payment
terms,
and
other
relevant
provisions.
They
submit
invoices
for
their
work,
and
the
main
contractor
is
responsible
for
paying
them
based
on
the
agreed
terms.
Reasons
to
manage
main
and
subcontractors
1)
Saves
time
-
losses
in
production
time,
additional
time
to
repair
equipment
and
significant
time
loss
to
investigate
the
accident
2)
Saves
money
-
costs
to
repair
damaged
equipment
and
some
losses
may
be
uninsured
3)
Saves
lives
-
the
safety
and
health
of
employees
or
members
of
the
public
could
be
affected
by
contractors
and
subcontractors,
themselves
are
at
risk
also
Managing
contractors
Managing
the
main
contractor
Actions
to
ensure
that
the
work
carried
out
by
contractors
is
completed
without
risk
to
health
and
safety
are
classified
into;
1)
Planning
for
contractor
work
2)
Managing
contractors
on
site
3)
Contractor
legislation
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1)
Planning
for
contractor
work
a)
Contractor
prequalification
Contractor
prequalification
is
a
process
undertaken
by
project
owners
or
clients
to
assess
the
suitability
and
capability
of
contractors
before
awarding
them
a
contract
for
a
construction
project.
It
helps
ensure
that
the
selected
contractors
have
the
necessary
qualifications,
experience,
financial
stability,
and
resources
to
successfully
complete
the
project.
You
may
request
the
following
e
evidence
of
experience
in
the
same
type
of
work
e
references
from
previous
clients
which
are
checkable
e
cvidence
of
qualifications,
skills
and
ongoing
training
e
evidence
of
health
and
safety
training
e
risk
assessments
and
method
statements
for
the
work
to
be
carried
out
e
health
and
safety
policy
and
procedures
e
their
criteria
for
selecting
subcontractors.
¢
You
may
create
an
approved
list
of
contractors.
This
list
should
include
details
of
those
contractors
that
you have
accepted
as
suitable
to
work
for
you.
b)
Assess
the
risks
of
the
work
Assessing
the
risks
associated
with
construction
work
is
a
crucial
step
in
construction
project
management.
It
helps
identify
potential
hazards,
vulnerabilities,
and
uncertainties
that
could
impact
the
project's
success
¢)
Orientation
and
safety
training
This
plays
a
vital
role
in
ensuring
a
safe
and
productive
work
environment
in
the
construction
industry.
These
training
programs
are
designed
to
familiarize
workers
with
the
company's
policies,
procedures,
safety
protocols,
and
industry
best
practices.
Here
are
key
aspects
of
orientation
and
safety
training
in
construction:
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General
Orientation:
General
orientation
provides
an
introduction
to
the
company,
its
culture,
values,
and
overall
expectations.
It
covers
administrative
matters
such
as
payroll,
benefits,
reporting
structure,
and
company
policies.
This
training
ensures
that
new
workers
understand
their
rights,
responsibilities,
and
the
organization's
rules
and
regulations.
Site-Specific
Orientation:
Site-specific
orientation
focuses
on
the
particular
construction
site
where
the
worker
will
be
employed.
It
familiarizes
workers
with
the
layout,
emergency
procedures,
site-specific
hazards,
access
and
egress
points,
restricted
areas,
and
site-specific
rules
and
regulations.
This
training
ensures
that
workers
are
aware
of
the
unique
risks
and
safety
requirements
associated
with
the
specific
project
site.
Hazard
Recognition
and
Control:
Training
on
hazard
recognition
and
control
is
crucial
to
help
workers
identify
potential
hazards
and
understand
how
to
mitigate
or
eliminate
them.
This
includes
instruction
on
recognizing
common
construction
hazards
such
as
falls,
electrical
hazards,
hazardous
materials,
working
heights,
excavation
hazards,
and
equipment-related
risks.
Workers
should
be
trained
on
the
proper
use
of
personal
protective
equipment
(PPE)
and
how
to
report
potential
hazards.
2)
Managing
contractors
on
site
You
need
to
control
who
enters
your
premises,
for
example
by
asking
contractors
to
sign
in
on
their
arrival.
You
need
to
ensure
that
contractors
are
aware
of
site
safety
rules,
any
hazards
and
risks
emergency
procedures,
first
aid
facilities
and
alarm
procedures
Managing
contractors
on-site
also
involve
contractor
evaluation
Contract
evaluation
is
the
process
of
reviewing
and
assessing
the
terms,
conditions,
performance,
and
overall
effectiveness
of
a
contract.
It
involves
analyzing
the
contract's
provisions,
obligations,
and
outcomes
to
determine
if
they
have
been
fulfilled
and
if
the
contract
has
met
its
intended
objectives.
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Contract
evaluation
helps
set
benchmarks
for
future
contracts
by
identifying
the
effectiveness
of
the
current
agreement
and
highlighting
opportunities
for
improvement.
It
facilitates
timely
solution
of
problems,
permits
informed
decision-making,
and
improves
the
overall
management
of
contractual
agreements.
Contractor
Post-Evaluation
Evaluating
the
impact
of
a
site
work
contractor
who
has
just
finished
work
on-site,
is
the
last
step
to
assess;
that the
job
was
completed
as
planned,
if
there
were
any
incidents
and
whether
the
contractor
followed
safety
rules
and
procedures
3.Contractor
legislation
Contractor
legislation
refers
to
the
laws
and
regulations
that
govern
the
activities,
responsibilities,
and
rights
of
contractors
in
the
construction
industry.
These
laws
vary
across
jurisdictions
but
generally
aim
to
ensure
the
safety,
quality,
and
fairness
of
construction
projects
The
Health
and
Safety
at
Work
etc.
Act
1974
explains
that
employers
have
to
ensure
as
far
as
is
reasonably
practicable,
the
health,
safety
and
welfare
at
work
of
employees,
employees
of
other
organizations
and
members
of
the
public.
Those
who
have
control
over
premises
have
to
consider
the
safety
of
anyone
who
comes
on
the
premises,
including
contractors
and
customers.
The
Management
of
Health
and
Safety
at
Work
Regulations
1999
places
a
duty
on
employers
to
assess
and
manage
risks
to
their
employees
and
others
arising
from
work
activities.
Employees
must
work
safely
following
their
training
and
the
instructions
given
to
them.
The
Construction
(Design
and
Management)
Regulations
2015
apply
when
you
use
contractors
to
carry
out
any
type
of
construction
work
for
you.
These
regulations
lay
out
the
responsibilities
for
each
of
the
parties
(client,
contractor,
designers,
principal
designers,
principal
contractor,
contractors
and
workers) involved
during
a
construction
project.
The Control
of
Substances
Hazardous
to
Health
Regulations
2002
state
you
must
take
reasonable
steps
to
ensure
that
nobody
is
exposed
to
hazardous
substances,
this
applies
to
you
toward
the
contractor's
employees
and
vice
versa.
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Managing
subcontractors
Managing
subcontractors
effectively
is
crucial
in
construction
project
management
to
ensure
coordination,
collaboration,
and
successful
project
outcomes.
Subcontractor
management
practices:
e
Prequalification
and
Selection:
Thoroughly
assess
subcontractors
before
engaging
them
in
a
project.
Evaluate
their
qualifications,
experience,
financial
stability,
references,
and
safety
records.
Select
subcontractors
who
have
the
necessary
expertise,
a
good
track
record,
and
align
with
the
project's
goals.
e
(Clear
Communication:
Establish
clear
lines
of
communication
with
subcontractors.
Clearly
communicate
project
requirements,
specifications,
timelines,
and
expectations.
Regularly
share
project
updates
and
any
relevant
information
that
may
impact
the
subcontractor's
work.
Encourage
open
communication
channels
to
address
any
questions,
concerns,
or
issues
promptly.
o
Well-Defined
Contracts:
Create
comprehensive
subcontract
agreements
that
clearly
outline
the
scope
of
work,
deliverables,
timelines,
payment
terms,
change
management
procedures,
and dispute
resolution
mechanisms.
Clearly
define
subcontractor
obligations,
performance
metrics,
and
quality
standards.
Ensure
that
both
parties
fully
understand
and
agree
to
the
terms
of
the
contract.
e
Regular
Coordination
Meetings:
Schedule
regular
coordination
meetings
with
subcontractors
to
discuss
project
progress,
address
any
issues
or
conflicts,
and
ensure
alignment
with
project
goals.
These
meetings
provide
an
opportunity
to
share
updates,
clarify
expectations,
and
identify
and
resolve
any
potential
bottlenecks
or
challenges.
e
Performance
Evaluation
and
Feedback:
Conduct
regular
performance
evaluations
of
subcontractors
based
on
established
metrics
and
objectives.
Provide
constructive
feedback
on
areas
for
improvement
and
recognize
and
reward
exceptional
performance.
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Use
the
evaluation
process
to
identify
lessons
learned
and
implement
improvements
for
future
subcontractor
management.
e
Use
Construction
management
software:Construction
management
software
is
a
lifesaving
tool
when
managing
your
subcontractors.
It
helps
with
scheduling,
keeping
a
paper
trail
of
all
communications
and
allows
to
see
where
the
sub
is
up
to
on
the
project
i.e.
Building
Information
Modeling
(BIM).
Even more
importantly,
it
helps
you
stay
within
budget.
Many
of
the
programs
on
the
market
also
integrate
with
accounting
software
to
streamline
invoicing
and
payments.
7.0
MANAGING
CULTURE
Culture
is
identified
as
a
set
of
morals
and
values
attitudes
and
beliefs,
meanings
that
are
shared
by
the
members
of
a
group
or
organization.
Diversity
is
said
to
mean
acknowledging,
understanding
accepting
valuing
and
celebrating
differences
among
people
concerning
age,
class,
ethnicity,
gender,
physical
and
mental
ability,
race,
sexual
orientation,
spiritual
orientation
and
public
assistance
status.
Construction
Project
Managers,
having
diversity
in
the
workplace
means
bringing
people
together
who
have
different
backgrounds
into
a
cohesive
and
productive
unit
A
History
of
the
Diversity
found
in
the
Kenyan
Workplace
The
first
modern
workplace
in
Kenya
was
the
construction
of
the
Kenya-Uganda-Railway.
The
bulk
of
the
labor
used
for
construction
was
provided
by
British
India
due
to
scarcity
of
skills.
Finally,
31,983
Indian
workers
had
come
to
East
Africa
to
work
on
the
railway.
When
the
white
highlands
where
done,
Africans
were
employed
to
work
on
plantations,
supervision
was
done
by
Europeans,
Clerical
jobs
by
Asians
and
manual
jobs
by
Africans.
Post-independence
there
was
expanded
diversity
in
the
workplace
with
Kenyans
taking
up
dominance.
However
negative
ethnicity
in
workplaces
has
been
a
problem,
especially
after
the
post-election
violence.
Kenya
Ethnicity
reveals
itself
through
stereotypes.
Some
will
dismiss
others
as
soon
as
the
latter's
name
is
mentioned
betraying
his/her
ethnicity
(How
to
deal
with
diversity
in
the
workplace)
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"Managers
must
understand
different
cultures
and
ask
employees
from
various
communities,
what
their
views
and
beliefs
are.
Most
workers
will
be
willing
to
share
experiences
with
managers
who
appreciate
this
diversity.
Other
employees
might
be
suspicious
and
decide
not
to
share
anything
with
their
supervisors.
However,
all
of
them
will
spread
the
word
around
that
the
manager
is
sensitive
to
ethnicity,
boosting
his
or
her
reputation,
and
that
of
the
organization,"
—
Managing
cultural
diversity
is
very
important
especially
for
cross-cultural
international
projects.
The
disadvantages
of
not
understanding
cultural
differences
can
bring
several
problems
such
as
conflicts,
waste
of
resources
and
delay
of
construction.
The
things
that
have
brought
this
to
the
attention
of
today's
construction
industry
is
e
[1Globalization
of
the
economy.
Government
initiating
trade
incentives
on
a
global
scale
¢
JInvestments
into
more
sustainable
technologies
like
large
scale
renewable
energy
projects
What
is
an
international
project?
when
the
contractor,
the
lead
consultant,
the
employer
does
not
come
from
the
same
country
and
at
least
one
of
them
is
working
from
another
country
outside
his
own
country.
Cross-cultural
management?
o1t
focuses
on
cultural
encounters
between
different
entities:
the
organizations
and
the
nation-states
o
|1t
helps
deal
with
cultural
differences
that
would
be
sources
of
conflicts
and
miscommunication
Hofstede
Cultural
Dimensions
and
Cross-Cultural
Project
Management
The
concept
of
Hofstede
Cultural
Dimensions
consists
of
the
following
traits:
Power
Distribution
Tolerance
for
Uncertainty
Individualism
Harmony
Assertion
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There
are
cross-cultural
barriers
in
international
projects.
As
well
as
barriers
in
technology
transfer,
experience
in
international
construction
projects
and
effective
management
system.
These
are
some
barriers
highlighted
in
this
research
Language
Barrier:
Example,
one
Kenyan
project
manager
experienced
challenges
communicating
with
companies
in
which
English
is
their
second
language
especially
Chinese
Firms.
The
time
and
resources
spent
on
translations
are
taxing.
Bad
translations
can
damage
and
invalidate
relationships.
Business
Etiquette:
These
are
rules
relating
to
proper
behavior
i.e.
greetings,
dining,
dressing.
But
most
embarrassing
business
etiquette
conflicts
was
corruption.
Religious
Differences
British
Architect
in
the
survey
done
in
this
study
noted
that
religious
differences
can
hardly
be
solved
and
the
best
method
is
to
avoid
any
of
these
conflicts
totally.
But
religious
values
have
a
very
big
influence
on
ethics
in
some
cultures.
Skilled
Labor
Disparities
A
Chinese
contractor
noted
that
even
though
he
was
contractually
obligated
to
use
as
much
of
Kenyan
expertise
as
possible,
he
realized
Kenyan
employees
lacked
sufficient
experience
in
specialized
construction.
This
barrier
resulted
in
Additional
training
and
technology
transfer
costs.
Goods
and
Materials
Truthfully,
in
as
much
as
international
contacts
require
that
goods
and
materials
be
outsourced
locally,
our
goods
and
materials
may
be
subpar
in
comparison.
The
concepts
of
Hofstede
Cultural
Dimensions
are
explained
in
this
way:
Power
Distribution
Cultures
with
high
power
distance
scores
are
accustomed
saying
what
to
do
and
are
less
familiar
with
democratic
ways.
Cultures
with
lower
power
index
are
used
to
flatter
structures
of
power
where
subordinates
and
authorities
work
together
on
equal
terms
and
subordinates
expect
to
be
consulted.
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Tolerance
for
Uncertainty
Where
unforeseen
circumstances
and
conflicts
are
avoided
at all
costs.
Individualism
vs
Collectivism
The
collectivist
cultures
tend
to
present
the
opinions
and
interests
of
the
group
rather
their
interests.
Harmony
and
Assertion
The
Kenyan
community
is
more
assertive
compared
to
other
communities
working
in
International
construction
projects.
They
will
insist
on
having
their
way
rather
than
avoiding
conflict
by
conceding.
Conclusively
Ignorance
of
other
cultures
other
than
our
own
is
a
detriment
to
achieving
our
goals.
Other
cultures
work
differently
from
our
own
and
as
project
managers
and
construction
managers
to
achieve
teamwork
and
the
constraints
of
the
project
(i.e.
time,
cost,
quality),
we
need
to
meet
each
other
halfway.
Even
within
our
borders,
the
differences
that
arise
in
terms
of
ethnicity,
religious
beliefs
and
gender
should
not
limit
us.
Preconceived
notions
only
hinder
progress
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8.0
ETHICS
Ethics
is
the
normal
definition
of
moral
principles
that
govern
or
influence
a
person's
conduct.
Ethics
is
something
that
the
industry
needs
to
talk
more
about,
agree
on,
and
put
into
wider
practice.
Professionalism
can
be
defined
as
setting
aside
personal
values,
feelings,
and
benefits
to
fulfill
the
obligations
inhered
in
professional
roles.
Ethical
behavior
in
the
construction
context
is
determined
by
the
level
of
trustworthiness
and
integrity
with
which
organizations
and
individuals
perform
their
business.
Business
ethics
should
be
governed
by
personal
ethics,
where
there
is
a
need
to
maintain
the
balance
of
both
the
requirements
of
the
client
and
the
impact
on
the
public.
Professional
Ethics
in
the
Construction
Industry
Professional
ethics
is
a
system
of
behavioral
norms.
Such
norms
ensure
that
professionals
do
not
take
advantage
of
their
clients
due
to
the
knowledge
differential-
the
application
of
customer
protection
through
self-regulation.
Construction
professionals
for
instance;
architects,
project
managers,
surveyors,
and
contractors
have
the
fundamental
right
of
professional
conscience.
Another
important
feature
of
ethics
in
the
construction
industry
is
personal
ethics
often
interpreted
by
construction
professionals
as
just
treating
others
with
the
same
point
of
honesty
that
they
would
want
to
be
treated.
Many
construction
industries
have
an
ethical
code
of
conduct.
These
ethical
codes
guide
professionals
in
determining
proper
action.
However,
ethical
codes
do
not
solve
moral
dilemmas
but
do
help
to
raise
the
levels
of
awareness
and
encourage
ethical
practice.
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Professional
Misconduct
and
its
Impact
on
the
Construction
Industry
From
past
research
by
different
people
or
groups
of
people,
it
is
clear
that
unethical
behavior
affects
the
public's
perception
of
the
industry
and
more
significantly,
it
affects
the
level
of
trust
between
clients
and
contractors,
and
between
contractors
and
design
professionals.
Codes
of
practice
alone
are
insufficient
to
ensure
ethical
conduct
in
the
construction
industry.
Ethical
misconducts
continue
to
happen
in
the
construction
industry,
for
instance,
collusive
tendering
that
results
in
apparently
competitive
bids,
price-fixing,
or
market
distribution
strategies
that
prohibit
the
spirit
of
free
competition
and
defraud
clients,
bid-cutting,
bid
shopping,
cover
pricing,
etc.
Other
frequently
reported
unethical
practices
are
related
to
fraud,
breach
of
confidence,
and
negligence.
Fraud
can
be
in
the
form
of
deceit,
trickery,
sharp
practice,
or
breach
of
confidence,
by
which
it
is
sought
to
gain
some
unfair
or
dishonest
advantage.
Negligence
is
the
failure
to
exercise
that
degree
of
care
which,
in
the
circumstances,
the
law
requires
for
the
protection
of
those
interests
of
other
persons
who
may
be
injuriously
affected
by
the
need
for
such
care.
The
main
sources
of
negligence
are
design
negligence,
design
defect,
production
defect,
or
a
combination
of
these
factors.
Barriers
that
Limit
Professional
and
Ethical
Behavior
The
cause
of
ethical
failure
can
be
traced
to
its
organizational
culture
and
also
the
failure
of
the
leader
to
encourage
ethical
practices
among
the
members.
The
extent
to
which
ethical
internal
control
is
exercised
within
an
organization
will
influence
the
difficulty
of
facing
any
professional
community.
When
the
participants
of
the
construction
industry
get
caught
in
a
compromising
situation,
the
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temptation
for
them
to
be
unethical
can
be
almost
irresistible
which
is
particularly
true
at
the
contractor
level.
The
majority
of
contractors
engaged
in
corruption
are
forced
by
the
way
the
industry
and
the
political
environment
operate.
Furthermore,
there
is
no
consensus
on
precisely
what
constitutes
unethical
behavior
and
what
should
be
done
to
improve
it.
Improving
Professional
Ethics
in
the
Construction
Industry
One
major
way
to
improve
ethical
standards
is
simply
by
enforcing
the
law
where
unethical
conduct
is
also
a
breach
of
criminal
law.
Also,
the
construction
industry
should
get
more
training
on
professional
ethics,
where,
ethics
training
should
begin
at
the
college
level.
Also,
construction
companies
should
adopt
ethical
codes
before
increasing
the
training
on
ethics
so
that
training
will
be
more
goal-oriented.
Qualities
such
as
honesty,
fairness,
fair
reward,
reliability,
integrity,
objectivity,
and
accountability should
be
enhanced
for
both
construction
professionals
and
also
trainees
to
join
the
construction
profession.
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