Title Details

Maureen Rhoden 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.

Brian Cato 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.

1 Introduction 1

Structure of the book 1

2 History of Management 3

Introduction 3

Scientific management 3

Classical theory 4

Human relations theory 6

The Hawthorne studies and human relations theory 8

Theory X and Theory Y 9

Decision theory 10

Work activity theory 10

Competencies theory 10

Process theory 10

Is management a science or an art? 10

Conclusion 12

Chapter summary 13

Useful website 13

Further reading 13

References 13

3 The Nature of Management 15

Introduction 15

The role of a manager 15

Contemporary management functions 18

The organisation’s expectations 21

The person 21

Balancing different management roles 22

Conclusion 22

Chapter summary 22

Useful website 22

Further reading 22

References 23

4 Leadership 25

Introduction 25

Behavioural theories 27

Situational leadership 28

Contingency theories 28

Individual leadership skills 30

Leadership styles 31

Changing leadership styles 36

Chapter summary 43

Useful website 43

Further reading 43

References 44

5 Communications and Motivation 45

Introduction 45

Motivation 49

What is motivation? 50

The process of motivation 50

Expectations from work 51

Barriers to motivational behaviour 51

Theories of motivation 52

Chapter summary 59

Useful websites 60

Further reading 60

References 60

6 Conflict and Negotiation 63

Introduction 63

Negotiation game plan 66

Receiving notification of a potential conflict 67

Win–win conflict negotiation 68

Negotiating a compromise position 69

Withdrawing from the conflict 70

Smoothing the conflict through negotiation 71

Chapter summary 73

Useful website 73

Further reading 73

References 73

7 Creative Problem Solving 75

Introduction 75

Bounded and unbounded problems 75

Solving problems 78

Messy, soft or wicked problems 79

Creative problem solving – individuals 82

Creative problem solving – teams 86

Brainstorming techniques for teams 87

Case studies 91

Selecting appropriate problem solving techniques 92

Chapter summary 92

Useful websites 92

Further reading 93

References 93

8 Managing Organisational Change 95

Introduction 95

Brief history of organisational change 95

Managing change 98

Triggers for organisational change 99

Determinist and voluntarist models 103

Perceptions of organisational change 104

Communicating organisational change 105

Employee interpretations of organisational change 106

Individual resistance to change 107

Transitioning nature of sites and project teams 108

Group interpretations of organisational change 109

Group resistance to change 109

Planned organisational change 110

Organisational development and change 113

The situational approach to change management 114

John Kotter’s model 115

Political influences and change management 117

Chapter summary 119

Useful websites 119

Further reading 119

References 120

9 Entrepreneurship and Innovation 125

Introduction 125

Characteristics of successful entrepreneurs 125

Work style 130

Leadership style 132

The entrepreneur as a leader 134

Innovation 135

Organisational culture 137

Disruptive innovations 139

Change for the sake of change? 140

Small enterprises 141

Chapter summary 143

Useful websites 143

Further reading 143

References 143

10 Organisational Culture 147

Introduction 147

Culture has vs culture is 148

Integration vs differentiation/fragmentation 149

Culture managed vs culture tolerated 149

Symbolic leadership vs management control 149

The iceberg model 150

Theories of organisational culture 153

Globalisation and cultures 161

Organisational socialisation 161

National cultures 163

Chapter summary 166

Useful website 167

Further reading 167

References 167

11 Organisational Strategy 169

Introduction 169

Stakeholders 171

Competitive advantage 174

Porter’s five forces 174

Organisational capability 175

The strategic loop 177

Strategic approaches in small firms 184

Chapter summary 184

Useful websites 185

Further reading 185

References 185

12 Organisations and Structures 187

Introduction 187

Theoretical models of organisational structure 190

Organisational design 196

The shamrock organisation 202

Situational factors 204

Chapter summary 205

Useful websites 205

Further reading 205

References 205

Index 209