Research shows that one of the last available 'mechanisms' that organizations have to improve their competitive position within the construction sector is by considering people (culture) in conjunction with technology (Schein E.H. 1997). Research shows that one of the last available 'mechanisms' that organizations have to improve their competitive position within the construction sector is by considering people (culture) in conjunction with technology.
Industry Culture Report: Aims and Objectives
Demonstrates the benefits and efficiencies gained through Internet-based construction project management (ICPM) solutions - thereby stimulating improvements and encouraging the wider adoption of such processes in the AEC industries - which can potentially deliver projects in a more timely and cost-effective manner. Demonstrate the potential for the use of wearable technologies/applications - by exploring the existing and emerging technologies not yet embraced by the AEC industries.
3 CULTURE
Why Culture?
Culture Defined
- Beliefs
It is influenced by traditions, myths, history and heritage..."the sum total of how we do things here". In its simplest form, it refers to "the information an individual has about an object" and its association with a particular attribute (Williams A., Dobson P. et al. 1993).
BELIEFS
- Values
- Attitudes
- Assumptions
- Overall relationship
A wide range of different belief factors are identified which in practice can influence the development of the unique culture of an organization (Williams A., Dobson P. et al. 1993). An attitude can be described as a "learned predisposition to respond to a given object or idea in a consistently favorable or unfavorable manner" (Williams A., Dobson P. et al. 1993).
Sets of Beliefs
Williams A., Dobson P. et al. 1993) Furthermore, as shown in Figure 3-6, when introducing, for example, a new ICT system or process, organizational 'climate' is also affected by the relationship between how members would like or should behave and what , what the work environment dictates that they do in relation to this implementation. On the other hand, if their attitudes, values and behavior are in harmony, a stronger and more effective culture is likely to emerge where members are committed to the overall change, goals and methods of the organization, group or team (Williams A. ., Dobson P. et al 1993).
Organisational Climate
Culture Levels
A common understanding of culture is to describe it as 'the way we do things around here', but Schein (Schein E. H. 1997; Schein E. H. 1999), believes that culture can be better understood, observed and analyzed from three different levels. To seriously observe, analyze, and understand culture within an organization, group, or team, one needs to fully appreciate the depth and power of culture (Schein E. H. 1999).
Artefacts
These three scales of the 'cultural phenomenon' range from the very tangible (that one can see and feel) to the more deeply embedded, tacit and unconscious assumptions (Figure 3.7). Therefore, while these three seemingly basic levels of culture are very useful in trying to better understand culture, one should not assume that they describe the entire culture, or that they would be the same in every organization, group or team. Schein EH 1997).
Espoused Values
For example, when you walk into an organization, you can immediately feel that the organizations are unique in the way they 'do things' - ie: open plan office vs. However, one must be careful in basing an organization's likes and dislikes or success and failure on these alone, because at this stage of observation it is not clear why organizations present themselves and behave with each other in a particular way. .
Basic Underlying
- Characteristics of Organisational Culture
- Determinants of Organisational Culture
- Culture Classifications
- Sub-cultures
- Construction industry culture
- ICT culture
- Summary
For example, if the beliefs, attitudes and values of the 'founder' of an organization are well adapted to the environmental realities that the organization faces, it will generally grow and mature with confidence. Due to the nature of these subcultures, very few of the beliefs, attitudes and values are common to all their members.
4 CHANGE
Culture Driven Change
- Need for culture change
- Methods of culture change
- Process in culture change
Today's industry organizations are using a wide variety of mechanisms to try to change their culture. However, research shows that new skills training is likely to change people's beliefs and attitudes towards, for example, their skills in producing a new product or outcome. In this case, four general approaches to cultural change are recognized and described as not necessarily 'culture-specific', because in practice, there is little difference between people trying to change culture, structures, technology, operating systems, processes or anything else. aspect of an organization.
Additional terms used to describe this "radical" approach to changing organizational culture are power tightening; at the center of the conflict; uncooperative; win-loss; imposed; dictate approach; and one-sided. Additional terms used to describe this "conservative" approach to changing organizational culture are group problem solving; win-win; cooperative, emergent; integrative; and common approach. Additional terms used to describe this 'abrasive' approach to changing organizational culture are coalition; unplanned; evolutionary; networking; and informal approach.
Reflections Assumptions
The following sections consider four analytical frameworks that are often used to describe the process of culture change methods – eg: The Change Process Model, The Decision Making Model, The Force Field Model, and "The Three-Stage Model". Because of their simplicity, these change models can be applied to a wide range of applications, whether at the group, individual or organizational level, and emphasize the importance of a number of considerations in managing change, rather than portraying the 'true taste of change associated with events (Williams A., Dobson P. et al. 1993). For substantial change to occur, (Gilley J. W. and Maycunich A. 2000) recommends that organizations adopt the Change Process Model (Figure 4-4), which enables them to facilitate change and improve its implementation.
Identifying assumptions: As discussed in earlier parts of the report, assumptions can be thought of as the 'taken-for-granted' beliefs that individuals have about reality that guide their actions – that is, 'anchors upon which most decisions are made'. taken'. Assumptions must be isolated and fully understood before an organization moves forward and accepts any change.
Actions
Commitments
Choices
Technology Driven Change
- Assumptions
- Consequences
At the beginning of the twentieth century, the "industrial age" was born through a "quantum shift" - from an agricultural economy to an industrial economy (Figure 4-7). Considering these sub-cultural assumptions is essential, especially when the success or failure of the implantation depends directly on, for example, the satisfaction of the senior manager and the employee in using the system and not on the type of ICT system implemented. Today, the development of ICT can be compared to that of the industrial revolution, with predictions of its impact on society described as "surprising and controversial".
The A/E/C industry workforce will need to embrace the ideas of on-the-job education, continuing education and part-time graduate study. CULTURE EFFECT WHEN A TECHNOLOGICAL CHANGE IS IMPLEMENTED. Tough-guy / Macho • The immediate feedback promotes a short-term perspective. Bet your company • The ritual of the business meeting where important issues will get full discussion.
Summary
Cultural changes are likely to become more, rather than less, significant over the coming decade.
5 DRIVERS OF CHANGE
- Motivation
- Leadership
- Beliefs and Rewards
- Training and Education
There are three steps to help people move forward and 'believe' in a change process and what it promises. Achievement • Achievement: The need to meet or beat goals or to do better in the future than one has done in the past. Competition: The need to compare one's performance with that of others and to do better.
Improvement • Growth: The need to feel continuous improvement and growth as a person, not just improved results. While there is no doubt that the above needs and values vary from person to person, it is important for organizational change leaders to better understand what motivates their individual employees to thrive, which will ensure that the organization as a whole thrives. too much. Many organizational leaders bring about change and convince employees and managers that things need to be "done differently" through training and education.
6 BARRIERS OF CHANGE
Technology
- Assumptions
The technology is described here simply as: “a tool for building relationships; enabling the exchange of ideas between colleagues';.
Culture - ‘ Technology is not enough’
- Technology and people ‘misaligned’
7 TRENDS AND RECOMMENDATIONS
Cultural
- Invest in people
People
- Shared ownership
- Trust in project teams
- Culture change program
- Technological
- Paper to Electronic
- Improved implementation
- Overcome fear
- Provide direction
- Improve benefits
- Training and Education
Vertical: refers to the alignment between the new ICT, the organization's capabilities and its strategy. Readiness Sensing: Management examines the organization's key readiness indicators to assess its current state and to guide leadership selection. Marketing, staff, development, support, etc. will need to be included in the design of the prototype.
Encourage participatory planning to define goals, objectives and to influence the design or acquisition of the new ICT system. Management support and involvement should be evident from the beginning to the end of the planning and implementation process. Overall benefits should be maximized and efforts should be made to coordinate the goals of the new system with the existing goals of the organization.
8 FUTURE RESEARCH
9 CONCLUSION
10 BIBLIOGRAPHY
34;Organizational Culture: TQM and Business Process Reengineering - An Empirical Comparison." Team Performance Management: An International Journal 5(5). 34;Organizational Learning in a High-Tech Environment: From Theory to Practice." Industrial Management and Data Systems 101(9). 34; The Impact of National Culture-Organizational Culture Alignment on Job Stress and Performance: Evidence from Greece.” Journal of Managerial Psychology 16(3).
34;More Myth, Magic and Metaphor: Cultural Insights into Managing Information Technology in Organizations." Information Technology &. 34;The Next 25 Years: The Future of Construction Industry Communication." Journal of Engineering Management (September/October). 34;Changing forms of organizing: dualities in the use of remote collaboration technologies in film production.” Journal of Organizational Change Management 14(2).
11 APPENDICES
2001-008-C Project Schedule
Additional Organisational Cultures
Tough-guy / Macho: Organizations that have a high-risk / fast-feedback environment (find a mountain and climb it). Work Hard - Work Hard : Organizations that operate in a low risk / fast feedback environment (find a need and fill it). Guiding Belief: Described as 'small' beliefs of 'everyday life' that rarely change as they are in the 'sphere of universal truth' and give direction to everyday beliefs.
Daily Beliefs: Described as "rules and feelings of everyday behavior that constantly change to fit the context". Line M.B. 1999) uses the following animal metaphors to describe organizational cultures, identifying the "cat culture" as best suited to survive in the "animal business world" (Table 11-4): The image of the Eiffel Tower symbolizes a typical bureaucracy - tall organization, narrow at the top and wide at the bottom, where roles and tasks are clearly defined and coordinated from the top.
12 AUTHOR BIOGRAPHIES
