SLQS-Journal Vol. 1 - Slqs-uae.org

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SLQS JOURNALJanuary 2009Professional’s Culture; in the Context ofConstruction ManagementNadeeka Kodippily BSc(QS) Hons.is a Quantity Surveyor graduated from University of Moratuwa, Sri Lanka in 2006 with a first class BSc. (QS)Hons. She is currently working for Halcrow International Partnership as a quantity surveyor. She is a ProbationerMember of AIQS and a Graduate Member of IQSSL.IntroductionDue to the diversified nature of the industry, diverse values areheld by different groups of individuals. What pleases one maybe unbearable to another, what contains problem solution forone is problem-generation for another. Under such circumstances,and in the absence of a paramount social theory, wecannot declare which group is right and which is wrong.Cherns and Bryant (1984) argue, “any comprehensive accountof the problems encountered in the management of constructionprojects needs to consider at least three dimensions: TheOrganizational, The Professional and The Contractual”. Therefore,managing people /professionals can be considered as anutmost important dimension in proper construction management.CultureOriginally an anthropological term, culture refers to the underlyingvalues, beliefs and codes of practice that make a communitywhat it is. The traditions of society, the self – image ofits members, the things that make it different from other societies,are its culture. Culture is greatly subjective and reflectsthe meanings and understandings that we typically attributeto situations.With the use of latest materials, high technology and skilledemployees, the construction processes yet get delayed andbecome multifaceted. This poor performance may occur dueto the behavior of project members with different culturalbackgrounds and different objectives. (See - Figure 1)“Culture” is a common issue in all parts of the industry aroundthe globe. But the main focus and use of its implications arestill not highly recognized in the world at large as well as inthe construction industry. According to Tijhuis (2003), theculture issue often acts as just an excuse for failures, thuskeeping it like a ‘black box’ in construction process.“Culture” is a common issue in all parts ofthe industry around the globe. But the mainfocus and use of its implications are still nothighly recognized in the world at large aswell as in the construction industry.To face and manage the conflict situations effectively, professionalsshould be equipped not only with dispute resolutionskills but also with a sound knowledge and understandingof each other’s culture. But still there is a dearth of researchin the area of culture. There can be seen many researches onorganizational culture but research on Professionals’ Culturewith respect to the construction industry is a novel concept.10Figure 1: Construction StereotypesSource: Root (2002)Professionals’ CultureMerton (1957 cited Root 2002) described the “ProfessionalCulture” as “a body of shared and transmitted ideas; valuesand standards towards which members of a Profession areexpected to orient their behavior”. The norms and standardsdefine technically and morally allowable patterns of behavior,indicating what is prescribed, preferred, permitted orproscribed. Therefore the subculture then refers to more thanhabitual behavior; its norms codify the values of the Profession.In simpler terms, Professional Culture can be describedas how a particular group of professionals would think, feeland behave in professional activities.
SLQS JOURNALJanuary 2009Implications of understanding the “Professionals’Culture” towards Project PerformanceManaging projects is increasingly recognized as requiring agreater sensitivity to the values and priorities, assumptionsand attitudes, expectations and habits of mind that are developedwithin different occupational and corporate groupings.Conflicts between project participants have been identifiedin various construction industry reports as being one of theprincipal causes of poor performance on construction projects.These conflicts occur at the interface level in one respectbecause participants have different objectives and differentorganizational/Professional Cultures, which define their approachto work and relationship with other project participants.Awareness of these differences, however, improves thechances of achieving the right balance when constructing theteam and this could lead to the development of synergy withpositive consequences for overall project performance (Ankrahand Langford, 2005).It is important for those who manage the projects to dealwith complicated relationships and to consider the emotions,motivations and forms of reasoning that stand behind the actionsand activities of the players in the process (Hancock,2000).In addition to that, all social behavior is embedded in a particularcontext and is connected to other deeply held values andbeliefs. This means that the stakes are high for mismanagingcultural differences. Ignoring or mishandling differences cancause an incapability to retain and motivate employees, marketing/advertising errors, and conflicts among parties. Alsomismanaging cultural differences can make the successfulmanagers and organizations ineffective and frustrated. Whensuccessfully managed, however, differences in the culture canlead to innovative business practices and faster and betterlearning within the organization.the Professionals’ Culture in the construction industry andthe significance of the same for the advancement of the constructionindustry and thereby the country as a whole.It can be said that understanding Professionals’ Culture mayhelp to carry out or manage a construction project successfully.Therefore studying Professionals’ Culture in constructionwill be a valuable effort.References1. ANKRAH, N.A., LANGFORD, D.A, 2005. Architectsand contractors: a comparative study of organizationalcultures. Construction Management and Economics, 23,595-607.2. CHERNS, A.B., BRYANT D.T., 1984. Studying the Client’sRole in Construction Management. ConstructionManagement and Economics, 2, 177-184.3. PHENG, L.S., YUQUAN, S., 2002. An exploratory studyof Hofstede’s cross-cultural dimensions in constructionprojects. Management Decision, 40(1), 7-16.4. TIJHUIS, W., 2003. The Meaning of Culture in aProfessionalizing Construction Industry: A Discussionon the CIB Task Group 23. CIB TG 23 InternationalConference, October 2003, Hon Kong.5. HANCOCK, M.R. (2000). Cultural Differences betweenConstruction Professionals in Denmark and UnitedKingdom. SBI Report [on line], 324.6. ROOT, D. (droot@ebe.uct.ac.za) (12 February 2006)Re:Validating occupational imagery in construction;applying Hofstede’s VSM to occupations and roles in theUK construction industry, in CIB Report, 275.Low (2002) also concludes that the cultural background ofproject team members should be taken into consideration inproject management to create a conducive environment forinnovation.ConclusionThe above emphasizes the importance of construction management,managing professionals and how the culture affectspeoples’ behavior. Therefore it will be valuable to investigate11
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