Behaviour management in construction
The Architecture, Engineering and Construction (AEC) industry is quite complicated in terms of economic development, operations and systems. Managing human resources for such a competitive and complex sector requires a systematic approach.
There are a number of reasons why behaviour management plays such an important part in managing human resources in the construction industry:
The complexity in meeting targets (time, cost, quality, etc.) means people often work under circumstances that risk their own health. This may trigger certain challenging behaviour.
There are also health risks relative to machines and equipment used. Where safety measures are not adequate or not strictly followed, this may contribute to behaviour that is difficult to manage.
Most construction projects are realised using different teams for specific stages of the construction process. Misunderstanding of each other’s work or poor coordination among these teams may lead to conflicts or demonstration of behavioural differences.
Training teams from many different organisations for a specific construction project also requires behaviour management as each of these organisations has its own organisational culture.
As workers’ contract periods vary widely, behaviour management is important to minimise staff turnover.
Behaviour management is also needed to minimise legal battles over site or office conflicts.
Analyse an aspect of culture in the context of managing behaviour.
Write a 200-word summary about the role of cultural diversity in behaviour management in the construction industry.
Post your summary to the comments section and comment on at least one summary from another learner.
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