{"product_id":"construction-management-and-organisational-behaviour-isbn-9781118674819","title":"Construction Management and Organisational Behaviour","description":"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. \u003cp\u003eAbout the Authors ix\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStructure of the book 1\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 History of Management 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 3\u003c\/p\u003e \u003cp\u003eScientific management 3\u003c\/p\u003e \u003cp\u003eClassical theory 4\u003c\/p\u003e \u003cp\u003eHuman relations theory 6\u003c\/p\u003e \u003cp\u003eThe Hawthorne studies and human relations theory 8\u003c\/p\u003e \u003cp\u003eTheory X and Theory Y 9\u003c\/p\u003e \u003cp\u003eDecision theory 10\u003c\/p\u003e \u003cp\u003eWork activity theory 10\u003c\/p\u003e \u003cp\u003eCompetencies theory 10\u003c\/p\u003e \u003cp\u003eProcess theory 10\u003c\/p\u003e \u003cp\u003eIs management a science or an art? 10\u003c\/p\u003e \u003cp\u003eConclusion 12\u003c\/p\u003e \u003cp\u003eChapter summary 13\u003c\/p\u003e \u003cp\u003eUseful website 13\u003c\/p\u003e \u003cp\u003eFurther reading 13\u003c\/p\u003e \u003cp\u003eReferences 13\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 The Nature of Management 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 15\u003c\/p\u003e \u003cp\u003eThe role of a manager 15\u003c\/p\u003e \u003cp\u003eContemporary management functions 18\u003c\/p\u003e \u003cp\u003eThe organisation’s expectations 21\u003c\/p\u003e \u003cp\u003eThe person 21\u003c\/p\u003e \u003cp\u003eBalancing different management roles 22\u003c\/p\u003e \u003cp\u003eConclusion 22\u003c\/p\u003e \u003cp\u003eChapter summary 22\u003c\/p\u003e \u003cp\u003eUseful website 22\u003c\/p\u003e \u003cp\u003eFurther reading 22\u003c\/p\u003e \u003cp\u003eReferences 23\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Leadership 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 25\u003c\/p\u003e \u003cp\u003eBehavioural theories 27\u003c\/p\u003e \u003cp\u003eSituational leadership 28\u003c\/p\u003e \u003cp\u003eContingency theories 28\u003c\/p\u003e \u003cp\u003eIndividual leadership skills 30\u003c\/p\u003e \u003cp\u003eLeadership styles 31\u003c\/p\u003e \u003cp\u003eChanging leadership styles 36\u003c\/p\u003e \u003cp\u003eChapter summary 43\u003c\/p\u003e \u003cp\u003eUseful website 43\u003c\/p\u003e \u003cp\u003eFurther reading 43\u003c\/p\u003e \u003cp\u003eReferences 44\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Communications and Motivation 45\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 45\u003c\/p\u003e \u003cp\u003eMotivation 49\u003c\/p\u003e \u003cp\u003eWhat is motivation? 50\u003c\/p\u003e \u003cp\u003eThe process of motivation 50\u003c\/p\u003e \u003cp\u003eExpectations from work 51\u003c\/p\u003e \u003cp\u003eBarriers to motivational behaviour 51\u003c\/p\u003e \u003cp\u003eTheories of motivation 52\u003c\/p\u003e \u003cp\u003eChapter summary 59\u003c\/p\u003e \u003cp\u003eUseful websites 60\u003c\/p\u003e \u003cp\u003eFurther reading 60\u003c\/p\u003e \u003cp\u003eReferences 60\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Conflict and Negotiation 63\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 63\u003c\/p\u003e \u003cp\u003eNegotiation game plan 66\u003c\/p\u003e \u003cp\u003eReceiving notification of a potential conflict 67\u003c\/p\u003e \u003cp\u003eWin–win conflict negotiation 68\u003c\/p\u003e \u003cp\u003eNegotiating a compromise position 69\u003c\/p\u003e \u003cp\u003eWithdrawing from the conflict 70\u003c\/p\u003e \u003cp\u003eSmoothing the conflict through negotiation 71\u003c\/p\u003e \u003cp\u003eChapter summary 73\u003c\/p\u003e \u003cp\u003eUseful website 73\u003c\/p\u003e \u003cp\u003eFurther reading 73\u003c\/p\u003e \u003cp\u003eReferences 73\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Creative Problem Solving 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 75\u003c\/p\u003e \u003cp\u003eBounded and unbounded problems 75\u003c\/p\u003e \u003cp\u003eSolving problems 78\u003c\/p\u003e \u003cp\u003eMessy, soft or wicked problems 79\u003c\/p\u003e \u003cp\u003eCreative problem solving – individuals 82\u003c\/p\u003e \u003cp\u003eCreative problem solving – teams 86\u003c\/p\u003e \u003cp\u003eBrainstorming techniques for teams 87\u003c\/p\u003e \u003cp\u003eCase studies 91\u003c\/p\u003e \u003cp\u003eSelecting appropriate problem solving techniques 92\u003c\/p\u003e \u003cp\u003eChapter summary 92\u003c\/p\u003e \u003cp\u003eUseful websites 92\u003c\/p\u003e \u003cp\u003eFurther reading 93\u003c\/p\u003e \u003cp\u003eReferences 93\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Managing Organisational Change 95\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 95\u003c\/p\u003e \u003cp\u003eBrief history of organisational change 95\u003c\/p\u003e \u003cp\u003eManaging change 98\u003c\/p\u003e \u003cp\u003eTriggers for organisational change 99\u003c\/p\u003e \u003cp\u003eDeterminist and voluntarist models 103\u003c\/p\u003e \u003cp\u003ePerceptions of organisational change 104\u003c\/p\u003e \u003cp\u003eCommunicating organisational change 105\u003c\/p\u003e \u003cp\u003eEmployee interpretations of organisational change 106\u003c\/p\u003e \u003cp\u003eIndividual resistance to change 107\u003c\/p\u003e \u003cp\u003eTransitioning nature of sites and project teams 108\u003c\/p\u003e \u003cp\u003eGroup interpretations of organisational change 109\u003c\/p\u003e \u003cp\u003eGroup resistance to change 109\u003c\/p\u003e \u003cp\u003ePlanned organisational change 110\u003c\/p\u003e \u003cp\u003eOrganisational development and change 113\u003c\/p\u003e \u003cp\u003eThe situational approach to change management 114\u003c\/p\u003e \u003cp\u003eJohn Kotter’s model 115\u003c\/p\u003e \u003cp\u003ePolitical influences and change management 117\u003c\/p\u003e \u003cp\u003eChapter summary 119\u003c\/p\u003e \u003cp\u003eUseful websites 119\u003c\/p\u003e \u003cp\u003eFurther reading 119\u003c\/p\u003e \u003cp\u003eReferences 120\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Entrepreneurship and Innovation 125\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 125\u003c\/p\u003e \u003cp\u003eCharacteristics of successful entrepreneurs 125\u003c\/p\u003e \u003cp\u003eWork style 130\u003c\/p\u003e \u003cp\u003eLeadership style 132\u003c\/p\u003e \u003cp\u003eThe entrepreneur as a leader 134\u003c\/p\u003e \u003cp\u003eInnovation 135\u003c\/p\u003e \u003cp\u003eOrganisational culture 137\u003c\/p\u003e \u003cp\u003eDisruptive innovations 139\u003c\/p\u003e \u003cp\u003eChange for the sake of change? 140\u003c\/p\u003e \u003cp\u003eSmall enterprises 141\u003c\/p\u003e \u003cp\u003eChapter summary 143\u003c\/p\u003e \u003cp\u003eUseful websites 143\u003c\/p\u003e \u003cp\u003eFurther reading 143\u003c\/p\u003e \u003cp\u003eReferences 143\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Organisational Culture 147\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 147\u003c\/p\u003e \u003cp\u003eCulture has vs culture is 148\u003c\/p\u003e \u003cp\u003eIntegration vs differentiation\/fragmentation 149\u003c\/p\u003e \u003cp\u003eCulture managed vs culture tolerated 149\u003c\/p\u003e \u003cp\u003eSymbolic leadership vs management control 149\u003c\/p\u003e \u003cp\u003eThe iceberg model 150\u003c\/p\u003e \u003cp\u003eTheories of organisational culture 153\u003c\/p\u003e \u003cp\u003eGlobalisation and cultures 161\u003c\/p\u003e \u003cp\u003eOrganisational socialisation 161\u003c\/p\u003e \u003cp\u003eNational cultures 163\u003c\/p\u003e \u003cp\u003eChapter summary 166\u003c\/p\u003e \u003cp\u003eUseful website 167\u003c\/p\u003e \u003cp\u003eFurther reading 167\u003c\/p\u003e \u003cp\u003eReferences 167\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Organisational Strategy 169\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 169\u003c\/p\u003e \u003cp\u003eStakeholders 171\u003c\/p\u003e \u003cp\u003eCompetitive advantage 174\u003c\/p\u003e \u003cp\u003ePorter’s five forces 174\u003c\/p\u003e \u003cp\u003eOrganisational capability 175\u003c\/p\u003e \u003cp\u003eThe strategic loop 177\u003c\/p\u003e \u003cp\u003eStrategic approaches in small firms 184\u003c\/p\u003e \u003cp\u003eChapter summary 184\u003c\/p\u003e \u003cp\u003eUseful websites 185\u003c\/p\u003e \u003cp\u003eFurther reading 185\u003c\/p\u003e \u003cp\u003eReferences 185\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Organisations and Structures 187\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction 187\u003c\/p\u003e \u003cp\u003eTheoretical models of organisational structure 190\u003c\/p\u003e \u003cp\u003eOrganisational design 196\u003c\/p\u003e \u003cp\u003eThe shamrock organisation 202\u003c\/p\u003e \u003cp\u003eSituational factors 204\u003c\/p\u003e \u003cp\u003eChapter summary 205\u003c\/p\u003e \u003cp\u003eUseful websites 205\u003c\/p\u003e \u003cp\u003eFurther reading 205\u003c\/p\u003e \u003cp\u003eReferences 205\u003c\/p\u003e \u003cp\u003eIndex 209\u003c\/p\u003e \u003cb\u003eAbout the Author\u003c\/b\u003e \u003cp\u003e\u003cb\u003eMaureen Rhoden\u003c\/b\u003e is Senior Lecturer in the Department of Built Environment at the University of Greenwich, London. She specialises in the study and teaching of soft skills in construction management in addition to supervising dissertations of undergraduate and postgraduate students researching in soft skills and construction management related Issues.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBrian Cato\u003c\/b\u003e is Senior Lecturer in the Department of Built Environment at the University of Greenwich, London. He is a Chartered Quantity Surveyor and Project Manager with 30 years� experience in the construction industry, 25 of them in private practice and latterly 5 years in education.\u003c\/p\u003e \u003cb\u003eConstruction Management and Organisational Behaviour Maureen Rhoden  with Brian Cato\u003c\/b\u003e  \u003cp\u003e\u003ci\u003eConstruction Management and Organisational Behaviour\u003c\/i\u003e provides a comprehensive account of management ideas and practices, focusing on human relations within construction management. Easily accessible and suitable for use in face to face 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 are included, such as chapter summaries, case studies, reflective questions, useful websites and annotated further reading lists. Final year and post graduate students of construction and civil engineering, as well as managers at all levels within the construction industry, will find this an ideal introduction to the range of soft skills they need to acquire to enable them to become successful construction managers.\u003c\/p\u003e","brand":"Wiley-Blackwell","offers":[{"title":"Default Title","offer_id":47988977991909,"sku":"NP9781118674819","price":40.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118674819.jpg?v=1761782288","url":"https:\/\/k12savings.com\/products\/construction-management-and-organisational-behaviour-isbn-9781118674819","provider":"K12savings","version":"1.0","type":"link"}