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This content is taken from the Coventry University's online course, Organisational Behaviour in Construction: An Introduction. Join the course to learn more.

Skip to 0 minutes and 8 seconds Hello everybody. Thank you for coming today. My name’s Scott Beasant and I represent the construction company currently developing the site you see around you. We’re a UK-based construction company with offices around the world, including one based here to establish this prestigious project. Our client is building infrastructure to support a worldwide event with a global audience, so we’re working at a tremendous scale and pace here, and we’re under immense pressure to deliver the job. Our workforce is 4,000 strong, so it’s inevitable that people management will be a challenge, but we always operate with the worker in mind. We rely on a large migrant workforce and they know what they’re signing up to when they join us.

Skip to 0 minutes and 57 seconds The work will be hard, yet rewarding, both financially and personally. You know, we’re building the future here and they’ve had a hand in constructing it, it’s a great opportunity. Understandably the client demands that deadlines are met without exception and this exacerbates the pressure placed on us. The late payment fines alone are enough to bury our company, even if we’re only delayed by a few weeks. All our staff will be unemployed with a huge knock-on effect. Families without money to live. Many of our workers are the sole income providers for their extended families, so it’s imperative that we meet these deadlines for the benefit of all.

Skip to 1 minute and 35 seconds The incident which happened to our worker recently was a tragic event and we offer our deepest sympathy to the family of Mr. Chowdhury. However, I would like to state the allegations of improper training, unsatisfactory safety equipment and poor working practice are totally unfounded. Just like every other company in the region we are subject to health and safety inspections from international trade unions, which we pass time and time again. Our sites are safe and our workers safety is paramount. We are always striving to improve our operations and this project is no exception. Thank you very much for your time.

Welcome back

Last week, we looked at how to define the term ‘Organisational Behaviour’ (OB) and why OB is important in the construction industry.

This week, we will focus on behaviour management and strategic planning by looking at:

  • The role of organisational behaviour in the Architecture, Engineering and Construction (AEC) industry.
  • The importance of behaviour management.
  • The organisational behaviour model.
  • The role and value of strategic planning in the AEC industry.
  • The strategic planning process.

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This video is from the free online course:

Organisational Behaviour in Construction: An Introduction

Coventry University