Culture, Behaviour and Management in field of Construction Project Essay

Culture, Behaviour and Management in field of Construction Project Management - Essay Example The potential effectiveness of these ideologies is tested through the London Olympics 2012 construction projects. It is proved that such ideologies can be effective in the construction industry but only the terms that they are appropriately supported in all their aspects. 1. Introduction In the last decade, the rapid expansion of globalisation in countries worldwide has caused a series of changes in traditional organizational practices and frameworks. It is in the context of this trend that the recent credit crisis appeared. The specific crisis has been related to a series of mind-sets and ideologies. In this way, the management of the effects of the credit crisis is not an issue of organizational practices but rather of ideologies and behaviour. The role of mind-sets and ideologies in the development of the recent credit crisis is examined in this paper; emphasis is given on the potential use of these mind-sets for handling the effects of the crisis on the UK construction industry. The construction projects of the London Olympics 2012 are used as indicative examples for highlighting the potential value of mind-sets in handling problems related to the financial crisis – especially cultural and behavioural problems. ... It is recommended that project managers involved in the particular construction projects – those related to London Olympics 2012 – emphasize more on the use of mind-sets for resolving the cultural and behavioural problems of these projects. At the next level, these practices could benefit the construction projects developed in markets with different characteristics, such as the Thai market. 2. An explanation of the recent ‘credit crisis’ taking the perspective of ‘ideologies and mindsets’ to account for the phenomenon. The recent credit crisis proved the inability of leaders in organizations of all industries to take the necessary measures for increasing the strength of their firm towards the market pressures. As noted in the study of Dotlich et al. (2009) in order to be able to face the developments in the global market, modern leaders should ‘develop four mind-sets: a) a global mind-set, b) an innovation mind-set, c) a virtual mind-set and d) a collaborative mind-set’ (Dotlich et al. 2009, p.36). The above mind-sets could be further explained as follows: a) the first (global) mind-set would help leaders to understand the conditions in the global market and set the appropriate strategic priorities, aiming to help their firm improve its position in the international market, b) the innovation mind-set would refer to leaders who are able to identify and promote creative ideas; these ideas could help organizations to increase their competitiveness or, at least, to avoid major losses in periods of severe crises, like the recent one, c) the virtual mind-set refers to leaders who are able to communicate effectively with external providers established in other countries worldwide (Dotlich et al. 2009, p.36), d) the collaborative mind-set reflects the leader