Skip to 0 minutes and 0 secondsHadji, Hadji, Hadji. Okay, okay. Habiya, ah okay, thank you. Yes, hello. Thank you for coming, and thank you for your questions. I personally know the story of Ram and his friend Satish. It came to our attention. We were very sad when we heard about it. We tried very hard to reach out to Satish's family. It's unfortunate, I'm sorry but it's one among several hundred cases. We deal with this kind of thing all the time. Ram, as you remember, left home with his friend Satish to work in a foreign country as a construction worker, with the promise of good working conditions and favourable wages. Nothing could have been further from the truth.

Skip to 0 minutes and 48 secondsTragically, Satish never came home, while Ram managed to escape the country with help from the Nepalese Embassy. So we have created a fund to help these affected families. We pay for their treatment, for their mental and physical health, for their hospital trips. We pay for the compensation, their relatives, we have scholarships for the children, school scholarships. We help them with education. I have to acknowledge that this behaviour amongst construction companies is not new and it will be there for some time, it will be there for a long time. We have been complaining, we have been talking to the embassies here, we have complained to these countries, to the governments of these countries. We are doing all we can.

Skip to 1 minute and 40 secondsImmoral organisational behaviour is so rampant that over the last few years the bodies of two migrant workers a day have been returned to Nepal. But it's very hard for governments to manage the behaviour of construction companies, particularly as they are so dependent on the billions in foreign exchange through repatriation of currency, which supports the economy of many South Asian countries. Change can come from clients and stakeholders who finance projects. They have the influence to demand that construction companies acknowledge responsibility towards their workforce. Construction companies themselves can fight against the tide and implement strategic planning to ensure their workers are treated fairly. It all comes down to whether they have the ethical motivation to do so.

Skip to 2 minutes and 27 secondsOn leaving the minister's office we caught up with Ram outside. He said nothing, but his placard said it all.

Review of the course

Congratulations on completing this open short course introducing concepts of organisational behaviour management and strategic planning. We hope you have enjoyed studying with us.

In this short course, we have defined the concept of organisational behaviour and have explored its functions in the construction industry.

We have also looked at how behaviour management can help organisations manage human resources in the competitive and complex Architecture, Engineering and Construction (AEC) industry.

Finally, we looked at how strategic planning shapes organisations in construction and helps AEC managers in their day-to-day activities.

Your task

To wrap up your learning for this short course, reflect on what you have learned so far.

What have you found to be particularly good, useful or interesting?

What actions will you now take to learn more about these topics and put them into practice?

What questions, if any, have arisen for you?

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This video is from the free online course:

Organisational Behaviour in Construction: An Introduction

Coventry University