By Iain Alasdair MacLeod
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Extra info for Analytical modelling of structural systems : an entirely new approach with emphasis on behaviour of building structures
This is a classic trait of ‘matrix’ organisation structures within which employees report to (temporary) project and (permanent) functional line managers. The mutual reliance of the team member’s on each other’s skills characterises much of the industry’s operation, and yet this presents a major communication challenge for construction organisations. An example of how these functional interfaces can detrimentally affect communication within organisations is provided by research carried out Moore and Dainty (1999, 2000, 2001) who explored the nature of communication between the members of ‘integrated’ design and build project teams.
However, often these factors combine to inhibit the effective transfer of information within and between organisations. Thus, understanding the communication challenge within the industry demands that they are all understood in terms of the ways in which they impede either the internal or external communications of the organisation as the following sections explore. Barriers to effective intra-organisational communication in construction Barriers to effective communication within construction begin within the firm.
Hence, the industry is made up of many disparate organisations which come together in pursuit of shared project objectives, but also individual organisational goals. These are not necessarily compatible or mutually supportive and they might not align with peoples’ personal objectives, which can lead to competing demands on those working within project-based environments. These features make construction one of the most challenging environments in which to manage people effectively, and thereby ensure that they contribute to organisational success.
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