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COMMUNICATION AND DECISION-MAKING AS A MEANS TO DETERMINE PROJECT ORGANISATION STRUCTURE

By Michael Murray, David Langford, John Tookey and Cliff Hardcastle

Abstract

Communication has been described as the ‘social glue ’ that ties members of project teams and other organisational subunits together. Indeed, the pattern of relationships that are planned or emerge during group interaction constitute a group structure. Moreover, communication and group interaction are commonly cited with reference to the quality, effectiveness and satisfaction of group decision-making. Construction project teams are commonly referred to as temporary multiorganisations and for the purpose of this research the ‘key ’ design and construction team members (Client, Architect, Project Manager, Contractor, Quantity Surveyor, Services & Structural Engineers) communication profiles are investigated. This paper discusses preliminary findings derived from a longitudinal investigation of twelve construction projects located in the central-belt of Scotland. Critical incidents (project problems) are used as a unit of data whereby the communication network is exposed following a study of team interaction (as a means to resolving the ‘critical incidents’) during the decision-making process. The twelve projects cover the various procurement routes (Traditional, Design & Build and Management methods) and the extent to which they inform Formal / Informal communication configurations and Decision-Making Schemes are discussed. Keywords: Communication, decision-making, organisational structur

Year: 2011
OAI identifier: oai:CiteSeerX.psu:10.1.1.199.8185
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