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The Effect of Communication Channel on the Project performance in Construction Industry: A
Case of Construction Companies in Oman
Name:
NOVEMBER 2017
1
Table of Contents
THE EFFECT OF COMMUNICATION CHANNEL ON THE PROJECT PERFORMANCE IN
CONSTRUCTION INDUSTRY: A CASE OF CONSTRUCTION COMPANIES IN OMAN .......................... 3
1
INTRODUCTION ............................................................................................................................................. 3
1.1
BACKGROUND OF STUDY ....................................................................................................................................4
1.2
PROBLEM STATEMENT .......................................................................................................................................5
1.3
RESEARCH OBJECTIVES .......................................................................................................................................5
1.4
RESEARCH QUESTIONS .......................................................................................................................................6
1.5
JUSTIFICATION OF THE RESEARCH .........................................................................................................................6
1.6
SCOPE OF THE STUDY .........................................................................................................................................7
1.7
SIGNIFICANCE OF THE STUDY ...............................................................................................................................7
1.7.1 Summary ..................................................................................................................................................7
2
LITERATURE REVIEW ..................................................................................................................................... 8
2.1
INTRODUCTION .................................................................................................................................................8
2.2
DEFINITION OF COMMUNICATION .........................................................................................................................8
2.3
COMMUNICATION FEATURES ...............................................................................................................................9
2.4
THE NATURE OF FORMAL AND INFORMAL COMMUNICATION ......................................................................................9
2.5
COMMUNICATION CHANNELS ............................................................................................................................13
COMMUNICATIONS MODELS ..........................................................................................................................................15
2.5.1 The summary of the various models and summarized interpretations .................................................15
3
COMMUNICATION MODELS WITHIN THE CONSTRUCTION INDUSTRY ......................................................... 25
3.1.1 Communication in the design/design phase ..........................................................................................26
3.2
STAKEHOLDER IN THE CONSTRUCTION SECTOR .......................................................................................................28
3.3
OMAN'S CONSTRUCTION INDUSTRY.....................................................................................................................35
3.3.1 The configuration of the construction industry ......................................................................................35
3.4
OMAN CONSTRUCTION INDUSTRY PERFORMANCE .................................................................................................39
4
RESEARCH METHODOLOGY ......................................................................................................................... 41
4.1
RESEARCH STRATEGY........................................................................................................................................42
4.2
RESEARCH DESIGN AND ITS JUSTIFICATION ............................................................................................................42
4.3
DATA COLLECTION ...........................................................................................................................................45
4.3.1 Analysis method .....................................................................................................................................46
5
REFERENCES ................................................................................................................................................ 47
6
APPENDIX ONE ............................................................................................................................................ 55
2
The Effect of Communication Channel on the Project performance in Construction
Industry: A Case of Construction Companies in Oman
1
Introduction
All stages of construction depend on professionals who transfer relevant information to develop
a project that meets customer needs. The evolution of a construction design can only be realized
by sharing information in the form of drawings, specifications and construction methods which
must be communicated by one expert to the other. Therefore, it is essential to use communication
channels and an appropriate means of communication to solve construction and design problems.
To fully appreciate communication in the Oman Construction industry, the following research
questions were asked: How did project professionals communicate building projects in Oman?
How do project professionals evaluate communication in Oman projects? In addition, the
research will be organized to determine whether project communication has a significant effect
on project delivery in Oman. The research has examined 97 professionals working with
consultants, project clientele, and contractors with sufficient qualifications. Research has
determined that within the Oman construction industry there is a strong appreciation for the
importance of project communication and its importance within the industry. In fact, different
levels and communication channels have been established in the construction sector, in
particular, communication between customers and consultants or consultants and contractors.
Despite this, there have been many obstacles to effective communication in construction projects
in Oman. These include; poor relay of information, poor leadership, unclear communication
goals, unclear communication channels, and inefficient notification system, communication
between the project partners, stereotypes, and language difficulties are all ineffective factors
affecting the industry. Finally, the investigation established that poor communication caused
3
project delays, excessive project cost, and abandonment of projects. It has also been shown that
project communication strongly affects the performance of construction industry professionals in
the Sultanate of Oman.
1.1
Background of Study
Efficiency in construction depends on the quality of the relationship between the client, industry
professionals, contractors, and subcontractors. In other words, construction problems are likely
to be caused by a communication problem (Emmerson, 1962, cited in Emmitt & Gorse 2003).
All stages of construction depend on professionals who transfer essential and relevant
information to develop a construction project that meets customer requirements (Higgin and
Jessop 1965 cited in Emmitt & Gorse 2003). The evolution of a construction design can only be
realized by sharing information in the form of drawings, specifications and construction methods
which must be communicated by one expert to the other. In other words, the information must be
transferred and understood so that the various aspects of the project can be assembled to run the
project. In Oman, building professionals regularly participating in the industry are architects,
geometers (QS), geodetic engineers (GEs), structural engineers (St.E), electrical engineers (EEs)
and service engineers (SEs). All these professionals are governed by a professional institution,
namely the Oman Architects Center (OIA), the Oman Institute of Surveyors for the QS and the
GE and Oman and Society of Engineers for Engineers. For the purpose of this research,
communication is defined as the exchange and flow of information and ideas from one person to
another; it is an issuer that transmits an idea, information or feelings to a receiver (US Army,
1983). In recent years, the Oman government and the international organizations' reports (for
example, Oman Reports) have continued to criticize the poor performance in the construction
sector and many projects have not been approved. Therefore the expectations of customers have
4
not been meeting fully. As a result, most of the research work in the field has focused mainly on
the influence of factors such as; Procurement, health, and safety, credit access, performance
improvement, etc. In addition to this, there has been little or no work on the most delicate factors
such as construction communication and how they affect the construction sector in Oman.
1.2
Problem Statement
One of the most serious obstacles a company faces is to solve the information flow up, down and
sideways, which is often called great communication. The use of appropriate means of
communication to solve construction and design problems is essential for construction managers.
To fully understand the issue of communication in Oman's construction industry, the following
research questions have been formulated:
• How are project professionals aware of Oman's construction projects?
• How does a project professional evaluate communication channels and its impact on project
delivery in Oman?
According to BRE (2011), most of the problems in the construction sector are the result of poor
communication. For example, a maliciously detailed drawing, which is accompanied by incorrect
instructions or the technical information, is unavailable. However, what is not known is how
project professionals collect and disseminate timely information when working on a project in
Oman. This is a major problem in Oman construction communication channels literature that this
research seeks to fill.
1.3
Research Objectives
The aim of the research is to critically evaluate the project communication in the construction
sector in Oman; however, the specific objectives of this research work are as follows:
1. Determine how project professionals work in communicating Oman's project values
5
2. Determine the various communication channels used by project professionals in Oman
3. Determine what the causes of communication barriers are in a project in Oman
4. Determine how communication of the construction project affects the delivery of the project to
Oman
1.4
Research Questions
This study aims to address the following research questions:
1. How much value do construction project professionals assign to communication?
2. What are the different communication channels used by project professionals in a project?
3. What are the causes of communication barriers in Oman construction projects?
4. Does Construction Communication Affect the Project Delivery in Oman?
1.5
Justification of the Research
The construction industry in Oman is extremely an important sector to be ignored, considering
its significant contribution to Oman's GDP. Therefore, it is a justifiable effort to investigate and
add knowledge in all aspects of the industry. Already a considerable amount of work done
elsewhere reveals that many of the problems of construction projects have developed into
interfaces between key specialists. While some specialists can visualize the aspects of the
building with a high degree of precision, possibly with little information, other aspects of the
construction will have little relevance unless the information is transmitted in a way that allows
them to develop an understanding of the model, so communication is extremely important in
project administration. For example, the delay in acknowledging that the information is missing,
incorrect, or conflicting will cause a delay in resource modification, and/or alteration of
improperly constructed components. It is essential that communication is effective and that
information is properly understood and elaborated. However, very little is known about
6
communication planning, distribution of information and presentation of performance reports in
Oman. The results of this research will, therefore, make these communication challenges
available for the future implementation of the project.
1.6
Scope of the Study
Communication within the construction industry in Oman is wide and could involve a lot of
work, especially if there are no concentrations in the study. The construction industry in Oman is
made up of all contractors (entrepreneurs, consultants, and customers) involved in building roads
and buildings. The study focused on the construction industry, as the building subsector is more
locally developed in the road sector. Once again, there has been a greater concentration in large
construction companies, because they should have effectively used all the possible
communication facilities that this research would probably address.
1.7
Significance of the Study
The purpose of this study was to evaluate the influence of communication channels on employee
performance in the construction sector in the Sultanate of Oman.
1.7.1
Summary
The structure of this study article has been structured to have an idea of the above-mentioned
purpose and therefore includes five chapters, namely the revision of literature, methodology for
the development of the actual research study. Below is a brief summary of each of them:
The review of literature that refers to the study of the previous secondary data available
on this topic is detailed here. This chapter mainly includes reviews on communication areas,
communication channels and an overview of the construction industry in Oman and the
distribution of information on construction.
7
The last section sets out the methodology used in this study and, therefore, the
suitability of quantitative research with respect to the qualitative approach. In addition, the use of
the questionnaire was also motivated in this chapter. In addition to this, the criterion for sampling
size selection is revealed.
2
2.1
Literature Review
Introduction
The right to communicate is a fundamental human right, which indicates the fundamental need
of every human being to express what they think about any matter. It is essential for this morality
of inter-subjectivity whose main characteristic is the relationship and also establishes freedom,
equality, and solidarity above all else. Since all democratic relations presuppose reciprocal
interactions, there can be no dialogue-free relationship. To get into relationships, establish
communities, survive, people have to communicate. True communication is, therefore, a
fundamental human need for food, clothing, and shelter (Fisher and Harms, 1983). Therefore,
individual members of a group of professionals need to communicate with each other to meet
their productive and social functions within organizations.
2.2
Definition of communication
Cherry (1978) defined communication as the process of interaction between individuals where
meaning is created and shared. Dainty, et al. (2006) acknowledged that the term "communication
is in itself a multiple and complex term, which can mean different things in different contexts
and situations." This is certainly the case in the construction sector, where each project requires
communication. Between wide ranges of participants, there seems little doubt that
communication plays a vital role in the effectiveness of organizations. Although managers from
different sectors carry out various tasks and activities, it has been recognized that they devote
8
most of their communication time Drucker (1985) emphasizes the importance of communication
to managers and stresses that communicative skills are essential for success In project
administration, Sievert (1986) emphasizes the importance of communication and states that a
high percentage of work-related problems can be attributed to bad communication. Please keep
in mind that engineers and technical staff spend from 50% to 75% of the time to communicate
verbally.
2.3
Communication features
Some of the features of the communication according to Mehra (2009) are as follows;
• Communication is a process: it is continuous, continuous and dynamic
• Communication requires a sender and receiver
• Communication has information (message / content)
• Communication requires means (symbols, signs, behavior, speech, writing or signals)
• Similarly, communication is transactional and irreversible
• Communication requires a shared understanding: all parties understand the same
2.4
The nature of formal and informal communication
Theorists have long recognized that organizations use communication methods that vary in
formality and implement these different methods for tasks that vary in uncertainty.
However, the link between the incompetence of the techniques and the uncertainty of the activity
results in better organizational results. Both activities are small and organizational; the task
focuses on consistent production with the activity examined in detail. Communication implies
people's efforts to achieve collective and expressive goals (Blau and Scott, 1962)
9
As described by Van de Ven, Delbecq and Koenig (1976), "communication means
integrating or joining different parts of an organization to carry out a series of collective tasks."
explicit co-ordination is necessary, partly because individuals within an organization have only
partially superimposed goals. Therefore, a goal of communication is to ensure that different
people get together to share the same goals. But even if these goals were met, and its goals were
identical, input-output dependencies between individuals require their sequential efforts and
interact efficiently. Informal communication is a vaguely defined concept and is often treated as
a residual category in organizational theory. In this perspective, informal communication is what
remains when rules and hierarchies are eliminated, ways to coordinate activities.
More positively, informal communication is spontaneous, interactive, and rich. Coordination by feedback (March and Simon, 1958), through organizational communication
networks (Tushman and Nadler, 1978), or clan mechanisms (Ouchi, 1980) are alternatives to
describe co-ordination through informal forms of communication. The essence of these informal
communication systems is their lack of the previous specification. The information is not prepackaged and then sent to a recipient and stock quotes are not calculated in advance and then
executed unchanged intact. Conversely, information is often exchanged interactively through
meetings and conversations, and action courses are solved in the context of the circumstances in
which actions must adapt.
The following figure shows several variables that characterize informal formal
communication. In the heart of informal communication, there is an ad-lib nature. Interviews are
conducted at this time, with participants and issues involved. None of these items (timetables,
participants, and days) are planned in advance.
10
In addition, during the course, communication changes to take into account current
interests and participants' understanding. In this sense, informal communication is truly
interactive and all communication participants can respond to what they perceive as the current
state of things, including communication to that point and their perception of the reactions of the
other participants to it. Formal channels can be less effective compared to informal
communication channels based on the outcomes of the feedback mechanism. This is so because
the participants will modify whatever they have to say as an effort to address the
misunderstanding and objections of other speakers (Kraut, Lewis and Swezey, 1982).
Formal
Informal
•
Advance Scheduling
unscheduled
•
prearranged Participants
accidental participants
•
Participants in role
Participants out of role
•
predetermined Agenda
unplanned Agenda
•
One-way
Interactive
•
Impoverished content
Rich Content
•
official language and speech register
unofficial language
Figure above: The formalities dimensions of communication (Source: Kraut et al., 1990)
The features are structural and functional and make communication more communicative or less
formal. Among them, the structural features, the nature of the relationship between them and
their social participant influences await as a formality. For example, conversations between a
people with extreme or very unequal status are the most formal conversations compared to
11
between close friends or peers. In the same way, the folk discussion does not make them more
formal coils of conversation between the same people without a role. Frequency communication
also affects its shape. Communication partners have the ability to communicate with each other
daily, the gaze does not have to be in the event. Communication movement is given formal style
informal (brown and Fraser, 1979).
Finally, the communication channel itself can define the formality of a communication
event. Their nature, for example, telephone conversations make and are interactive faces and
richer and e-mail systems and hence more informal. Sharing communication in a cool mode
more, I will inform you back by computer information systems and human generation memos are
more formal how much the actual meeting and bulletin boards are which they are more formal in
phone calls or corridor chat. in terms of functional features, formal and informal communication
systems look different business opportunities.
Formal communication tends to be used to coordinate relatively routine transactions
within groups and organizations. For example, in a large company, you could go through a
capture process simply by following the steps specified in your business purchase guide.
Material specifications, purchase request forms, bidding measures, supplier selection criteria, and
the approval process phases will be specified in advance. In the end, the regulation could
describe in such a complete manner the conditions in which certain actions and precise ways of
performing that the just-in-time computerized supply system could make orders with suppliers
without human intervention.
However, these formal communication mechanisms often fail to face new or unplanned
events. Novelty, unexpectedness, and uncertainty are common in organizations and are often
12
components of what seem routine measures (for example, Suchman and Wynn, 1984). In such
circumstances, informal communication seems necessary to coordinate and clear the uncertainty
(Daft and Lengel, 1986)
2.5
Communication Channels
During a project, communication can take place in multiple directions depending on who is
communicating. There is a high level of communication with the administration of your
organization and customer organization. Side communication is carried out with customers and
within project teams. The machine must be started for greater communication, both downwards
(higher to subordinate), horizontal communication (between colleagues) or communication
upwards (from coordinates to higher ones). Mehra (2009) said that communication will involve
more and more people. The figure below shows the number of communication channels needed
13
to communicate with five other members of the team in a team of six.
14
Communications Models
The communication models summarized in the table and the figures below focus on the project
environments. Many models dating from the late 1940s are known as transmission models
because they target communication as a means of problematic transfer of information based on a
change of four fundamental elements:
Sender (or Source) → Message → Channel (or Medium) → Receiver
One of the most popular models was created when Warren Weaver, an eminent mathematician,
applied the concept of Claude Shannon's loss of information transmission through telephone
cables for interpersonal communication. Shannon was a researcher at Bell Telephone
Laboratories, trying to get the maximum capacity of the telephone line with minimal distortion.
Though he never understood that his mathematical signal transmission theory was used for
something other than phones, Weaver's adaptations were very influential in information theory.
Norbert Wiener, a famous mathematician and founder of cybernetics, added the feedback loop to
the Shannon-Weaver model. The various models are summarized in the following table
(Adopted by Mehra, 2009)
2.5.1
The summary of the various models and summarized interpretations
15
Model
Comment
Lasswell formula
Useful but very simple.
(1948)
Suppose the communicator wants to influence the receiver and therefore
sees communication as a persuasive process.
Suppose messages always have effects.
It exacerbates the effects of mass communication.
Skip comments, On the other hand, it was conceived in an era of political
propaganda
It remains a useful introductory model
Braddock (1958) modified it to include the circumstances, purpose, and
effect
Shannon and Weaver
Highly influential and sometimes described as the "most important" model
(1949)
(Johnson and Clare)
Communication is presented as a one-way linear process
Osgood and Schramm have developed it into a more circular model.
Shannon and Weaver made a distinction between the source and the
transmitter, and the receiver and the destination, that is, there are two
functions for final transmission and two for the final reception. Criticized
by suggesting a precise start and end to the communication process, which
in fact is often infinite
16
Gerbner (1956)
A special feature of this model is that it can take different shapes
depending on the situation it describes. There is a verbal and visual
formula (like Lasswell): someone perceives an event and reacts in a
situation through some means to make the material available in some form
and context that transmits content with some consequences
The flexible nature of the model makes it useful. It also allows
emphasizing perception. It could explain, for example, the perception
problems of a court witness and, in the media, a model that helps us
explore the connection between reality and the stories reported in the news.
Westley and MacLean
Another influential model the authors wanted to create a model that
(1957)
demonstrated the complexity of mass communication, hence the emphasis
on having to interpret a mass of X (events that are reported in the media).
Simplifies relationships between participants by not showing power
relations between them It makes the media process more integrated than it
really can be. It does not show how different media may have different
interests in the state (for example, the difference between a state
broadcaster and a private one)
(Adopted from Mehra, 2009)
The project administration communication model designed by Shannon-Weaver Model (Adopted
from Mehra, 2009)
17
Formula Lasswell (Figure above), another popular broadcasting model later presented by
sociologist Harold Lasswell, added the idea of impact or effect. Transmission models have also
influenced the first human communication studies, but many theorists now consider them
erroneous. These models and their derivatives concentrate more on the study of message creation
as a process rather than on what a message means and how it makes sense.
The Lasswell formula for communication (adopted by Mehra, 2009)
David Berlo, presented the previous model in 1960 where he further emphasized on encoding
and decoding, he defined five verbal communication abilities:
Speaking and writing (encoding skills), listening and reading (decoding skills), and thought or
reasoning (both encoding and decoding).
18
David Berlo SMCR Model (Adopted from Mehra, 2009)
19
The Results per week or month
i.
Describe the most important results.
• Describe other important results, a vignette for each. If a problem of the week or the previous
month has been resolved, list it as a result
Ii. Plans for next week or month
• Describe the most important items to be achieved next month. Again, put it in relation to the
Gantt diagram of the project.
• Describe other important elements to achieve, a vignette for each.
iii. Problems: Make a brief list of important issues that have arisen or continue to be important
iv. Project Changes (Date and Description): Lists approved or requested changes in the project.
Includes change date and a brief description.
Meeting minutes: A document used to convey the purpose of the meeting, important elements,
crucial decisions and action elements. Proposal Request (RFP) - a document used to request
proposals from potential suppliers. Quotation request: a document used to request quotes or
offers from potential suppliers. Status Change Request: A written or written editing order may be
interpreted or interpreted by someone with a real or apparent authority. Forecasts: Used to
predict the future state of the project and progress based on previous information and trends; in
particular project control and cost.
Communication plan: stakeholder administration
The project manager must understand and build a working relationship with the various
stakeholders. They must specifically address how communication can meet the needs and
expectations of stakeholders. Help with stakeholder administration and provide the project
20
Sponsor with guidelines to measure goals, times and costs; A expectations administration matrix
will be created to clarify expectations.
Another tool to help manage stakeholders and solve project problems is a record of problems.
The project administrator will keep track of problems in the file. The problem log will be
electronic and a hard copy will be saved as a backup method. The record will include: Issue
Number, Problem Description, Impact on Project, Report Date, reported by (CHI), assigned to
(Who handles the problem), high, medium, low priority (H, M, L) expiration date, status (open,
closed) and additional comments.
A table showing an issue log (Adopted from Mehra, 2009)
Stakeholders should be informed of changes and progress on a weekly basis. Every month a
formal meeting will be held to analyze the progress, plans, scope, objectives, budgetary issues,
etc. Interested parties can access the project manager or project sponsor by e-mail and telephone.
There will be occasional email chat available to discuss the issues. The e-mail label applies. If
immediate attention is required, the project manager or project sponsor must be immediately
informed.
Communication Methods
21
There are several ways and methods for communicating information in the construction industry.
Although the overwhelming majority of the information is exchanged verbally and delegated,
most of the data is exchanged in written form, both in paper and electronic form. Although
information is exchanged verbally, for example through meetings and project instructions, this
information is well documented and retained for future reference. The purpose of the work and
details of the construction are communicated through drawings, contract documents, additions
and specifications (Maslej, 2006). Contracts are commonly issued when an entity moves to
another: for example, when an owner takes over a consultant or designer, it forms a contractual
relationship through a signed contract. The same is true when a consultant, on behalf of the
owner, assumes a general contractor to carry out the work planned by the consultant. The
contractor may want to outsource part of his work to the subcontractors, in which case a
contractual relationship is again established. Unfortunately, poor communication is a common
event in construction when work is transmitted from one entity to another (Masley, 2006).
To facilitate the classification, forms and methods of communication in the construction sector
are described below (Mehra, 2009);
1) Formal writing: takes the form of project plan, project letter, specifications, reports, metrics
2) Formal word: presentations and speeches are included in this category
3) Informal Writing: examples of informal written communication methods include memos,
emails, notes, and so on.
4) Informal report: meetings, stakeholders, and conversations are classified according to the
informal verbal method.
5) Nonverbal messages: transmitted through our facial expressions and our postures and
gestures, and account for about 55% of what others perceive and understand.
22
6) Para-verb messages: include the tone, tone, and rhythm of our voice and account for about
38% of what others perceive and understand.
Effective communication is a two-way process that involves active listening and reflects the
responsibility of the speaker and the listener. Also, use comments to confirm the understanding
that frees you from stress.
Interpersonal communication under construction
There are numerous studies that have paid attention to the lack of effective communication in the
construction sector (Emerson 1962, Banwell 1964, Latham, 1994, Egan 1998, 2002).
Communication is of particular importance within the industry due to its project-based structure.
Since the building is such a fragmented, dynamic and flourishing sector, effective
communication becomes essential "(Dainty et al., 2006) A review of administration literature
reveals that communication studies have focused mainly on the nature of interpersonal
communication. However, there seem to be few empirical studies on the topic in projects-based
industries such as construction.
Interpersonal communication in construction projects takes three forms: oral, written
(or graphic) and non-verbal communication. Oral communication refers to the transmission of
messages through the use of common symbols which includes face to face, phone, meetings, and
presentations. In a project environment, it is the appropriate medium for "timely exchange of
information, quick feedback, immediate message synthesis and timely closure" Carlsson et al.
(2001). Written communication includes emails, faxes, notes, letters, reports, plans (strategic and
tactical), legal documents and other forms of information to be transmitted, preparation of bid
proposals, progress reports, training manuals, etc. It is an important part of the construction
project administration.
23
Jergeas and Hartman (1994) suggested maintaining good documents and communications to
avoid claims and disputes in construction projects. Gorse et al. (1999) studied the behavior of
interpersonal communication between designers and contractors during the project construction
phase. Their findings reveal that informal approaches, such as face to face, are perceived as the
most effective means of communication within the industry. Their results are also supported by
which led research on communication within the Swedish construction industry where he argued
that "obstacles to effective communication will likely be cut off by more integrated delivery
systems" Carlsson et.al. (2001). in their study, Shohen and Frydman (2003) identified effective
communication models at construction manager level in projects provided by the construction
administration acquisition protocol in Israel. They have found that verbal communication
continues to be extremely important to ensure compliance with project goals. In addition, Culp
and Smith (2001) argue that the type of personality plays an important role in determining the
success of interpersonal communication. Based on the Myers-Briggs index, they studied the
impact of personality on interpersonal communication.
Although there has been considerable research in the field of interpersonal communication, little
has been done on the communication styles in the environments of the construction industry. For
this reason, this study focuses on evaluation: differences in the similarities and styles of
communication between construction professionals.
If the communication style refers to "it is verbally to interact and means to be taken to the letter,
interpreted, whether the filter or whether it understands" (Norton1978, p.99). People have a
predominant communication style, but you can change the communication styles in terms of a
specific situation. Many researchers argued that the situation is an important factor in
communicative behavior (Miller, Cody, and McLaoughlin, 1994, Oetzel, 1999). Argyle,
24
Furnham and Graham (1981) describe a situation of As "The sum of the characteristics of the
behavioral system during a social encounter" (eg Miller et al. (1994) explain that communicative
behavior is influenced by the characteristics of the Situation and that people (Hansford and
Hattie, 1987, Hughes, 1996, Hughes and Baldwin, 2002). Hall (1974) Explains the variations in
the relationships between people in group and group situations styles with the notion of high and
low context communication - High communication context (HC) implies the use and
interpretation of non-explicit messages, such as message content minimizes verbally and is
sensitive to others while in context (LC ) Communication implies being direct, accurate and open
(Gudykunst et al 1996) Gudykunts and Ting-Toomey (1988) argue that LC and HC
communications are predominates in individualistic and collectivist cultures, if you expect
members of individualist cultures to "communicate in a consistent way with their feelings" (Hall,
1976, p.79) and tend to prefer direct styles or if you expect members of collectivist cultures
(Asian countries) to communicate in a way that "mimics and conceals speakers" true intentions
"(Gudykunts -Toomey and Ting, 1988, p.100) and tend to use the indirect styles as.
3
Communication models within the construction industry
Good communication is one of the prerequisites for the regular and profitable operation of any
organization. This is particularly true in the construction sector since communication in the
sector according to Shutt (1992) is often hampered for the following reasons:
a) Lack of timely cooperation and consultation between the different stages of construction, ie
customer design phases, planning phases, planning, and other legislative approvals, assembly
phase.
b) The increasing percentage of subcontracted jobs (if appointed) on which the principal
contractor does not have direct control.
25
c) The problem that the assembly site is away from the functions of the specialized central office
often leads to the phone's issue instructions instead of giving more concise written instructions.
3.1.1
Communication in the design/design phase
At this stage, communication is done between the customer and the consultants and is a
continuous process from the beginning to the end of the project. The customer requirements
statement including information such as the size of the building, the nature of the building, the
available funds, the construction function, and the timing of the project will be available to
consultants.
As stated earlier by Shutt (1992), the lack of timely consultation and cooperation hindered the
communication and, subsequently, the timely delivery of the projects. The architect prepares a
general description of customer needs after conducting feasibility studies with other consultants
and communicates it to the rest of the team members for collective action.
As soon as customer approval is obtained, the architect and the engineer begin to prepare the
work drawings, the program, and the specifications, and at the same time require the opinion of
the Rigger who sees the cost involved in the project to see if the Project design is still within the
approved budget.
Communication during approval by the Planning Authority
The role of the construction industry in society is to meet the needs of consumers in terms of
construction projects, whether they be houses, workplaces, entertainment or transport routes
(Shutt, 1992). To this end, the approval of planning authorities can be considered at two levels.
Structural plans
They regard the general area in relation to their environment and establish policies in areas of
employment, transport, recreation, housing, industry, the population, and education. These plans
are not detailed but tend to be proposed for various considerations (Shutt, 1992).
26
Local plans
These are ready to examine in detail the local area under construction and to avoid problems that
might arise due to complications due to conflicts in planning applications. It would not be
unwise, for example, to proceed with a planning application for a road extension to a customer's
factory, if in the future there is a local plan that proposes an extension of the motorway scheme,
which will affect the factory All development plans are available for inspection at the planning
offices of local authorities to avoid problems with some clauses in building regulations (Shutt,
1992).
Communication between the design team and the construction team
In almost all jobs there are some difficulties, usually practical problems in building a detailed
drawing. In many cases, these problems could have been overcome if there had been
consultations between the architect and the builder at an earlier stage. Shutt (1992) argued that
builders are usually unaware of the many problems until work has progressed considerably due
to the usual detailed drawing measures long after the start of the project. This point only raises
communication problems, which the manufacturer may have to ask for a component designed for
this purpose, and the project may be delayed during its manufacture. On the other hand, many
builders cause many delays. There are many situations where it is evident to the builder or
agency that he will have to ask for the architect's opinion or ask for details on some points, but is
not mentioned until such a delay occurs.
Communication within the contractor's organization
Within a construction company, the type of communication system and the speed with which it
works are largely a function of the size of the organization (Shutt, 1992). The smaller the
company, the faster the information will be disseminated. With large companies, it is necessary
27
to develop a communication network to ensure that the information required for decision-making
reaches the point where they can be sought. This can sometimes lead to overloading "on" trays
with most of the irrelevant information for the particular department.
Communication between the parties on the site
The yard is the place where the design team's efforts to visualize the customer's needs will be put
into practice and the customer's dream will become reality. In general, the site meetings are the
regular meetings held on the site to discuss project progress to date, the difficulties and delays
that derive from the project in question. According to Shutt (1992), communication between the
parties can be greatly improved with the help of site meetings. All interested parties such as the
architect, contract director, general manager, construction worker, major subcontractors, etc. may
be present. Other communication methods on the site include weekly reports, which are a
complete record that summarizes daily events on the site for the week and recorded by the
employee of the works.
3.2
Stakeholder in the construction sector
It is said that communication as Maslej (2006) is effective in the workgroup in the construction
sector only when the ideas transmitted reach their desired action or reaction, since the operations
involve the client computer's effort, the inspector quantity, the architect, technical consultant,
specialist and contractor organization with the main goal of doing things through humans. Maslej
(2006) noted that in order to better understand the concept of communication in the construction
industry, it is important to recognize the role, responsibility, and authority of various participants
in a typical construction project and how information is exchanged.
Roles of participants in construction projects
28
The roles of the participants in the construction projects set by Sompura and Viramgami (2005)
are described below:
Project Manager
Tasks include conceptual planning of the project, general project administration, invoices and
material conciliation. Minimize waste of building material, contact with customer/consultants,
coordinate with architects and consultants. motivating staff and managing the site as team leader,
scheduling the daily activities of the project, timely completion of the project within a given time
period and quality remains, participating in the main on-site communication meetings with
customers, reviewing 'advancing the site and solving outstanding issues for several running
projects. In addition, he is involved in leadership, delegation, communication, interaction, and
presentation skills. He also has experience in managing multifunctional administration roles as a
mandatory gift for him
Structural Engineer
Serve as the principal representative of the site for all matters relating to the quality assurance of
construction of structural works. Check the structural work to verify compliance with the terms
of the contract documents and the procedure manual. Communicate with the local authorities and
the ministries responsible for the project. Review the proposals for the structural modification
order of the contractor. Examine contractors' requirements for structural work and prepare
recommendations for approval or refusal of requests. Attend contractors with regard to the value
of claims for damages or changes in programs. Review of structural plans for projects designed
by others. Perform all other tasks that the resident engineer may require.
Architect
29
Duties include providing the contractor with drawings and information and certification for
compliance and code security. Appointment of Sub-Contractors and Suppliers, Suspension of
Works Issue of variation orders that alter the scope, nature or amount of work, carrying out
feasibility studies together with other consultants
Quantity Counter
Examine the implications of the cost of the project and ensure that the project is still within the
approved budget. Review the list of values and help you decide the best for the purpose of the
project. Another role is that he is involved in managing and Analyzing Risks Tips on Avoiding
and Settling Disputes.
The evaluation of construction work for intermediate payments, evaluation of changes,
evaluation or completion of claims for loss, expense and final accounts in addition to negotiating
with stakeholders, building cost control through careful measurement of work required a
thorough knowledge of labor costs and labor costs, labor, materials and facilities needed to
understand the implications of project planning. An initial phase to ensure good value is obtained
from the money that will be spent. Finally, he is involved in advising clients about ways to get
the project.
Construction Engineer (resident)
He directs the business of a construction project, provides technical advice to all parties involved
in the project, inspecting the site to ensure that the building that will be built can be hosted by
that area.
He also provides information to stakeholders and the general public to keep them informed and
in case of problems before, during and after construction.
Structure of communication in the construction sector
30
Communication channels in a project (adopted by Ruuska, 1994)
The three circles in the previous figure, which was adopted by Ruuska, (1994) illustrate a
project, a customer and a final user. At the crossroads, we can see the organizational parts
through which the official collaboration between these three groups generally takes place. The
arrows show how a project deals with the information written to the line and end-user
31
organizations. Together, these elements can be considered as the official communication
channels of the project.
A Report/signaling system
The project report system in the following figure was adopted by Sell, (1980) has basically two
tasks: it serves the process of internal administration of the project and an external information
channel.
A signaling system can also be seen as a feedback control system that tries to keep the
work process in balance by reacting to deviations.
The project report system (adopted by Sell, 1980)
When creating a reporting system, the project manager must carefully consider who the
messages will be addressed to. The guideline is that the more the organization feels the reader,
the more information should be compressed.
32
According to information exchange in the organization adopted by Pelin (1990), the
amount of information and frequency required decreases when we go to the organization. The
problem of functional administration is rarely lack of information, but overload causes loss of
information. The functional administration is usually only concerned with the planning
(milestone) program, the accumulated costs and the overall quality of the final product. Details
are not compulsory In the worst cases, they can hide more important problems and, therefore,
reduce the inability of the relationship (Love 1989).
External communication
External communication in projects means communication between the project and its pertinent
environment, usually the customer and the end user organization. Managing functional
33
organization is important for a project in order to reach and maintain organizational commitment.
It is not so exceptional for functional organizations to have resistive forces that are not
compatible with the project. Often, resistance and negative attitudes are the results of a lack of
information. People simply do not know why the project was founded and where it is pointing.
To create a positive profile alone, the project should keep stakeholders aware of their goals and
operations. Insufficient communication creates a void of news that will be full of voices
(Choudhury, 1988).
Internal communication
Internal communication has two main priorities in a project: the steering committee and the
project team. The Steering Committee is the main forum for decision-making in a project. Your
job is to check and support the project manager. The interpersonal information exchange
between the project and the customer organization and also the end-user organization takes place
on the steering committee. Although most of the official decisions are taken by the Steering
Committee, co-operation between the Project Manager and the Steering Committee should not
be limited to meetings. By keeping contacts with the key committee members of the meetings, a
project manager can also ensure that the steering committee is up-to-date on the performance of
the project and that the decision-making process proceeds smoothly whenever necessary. Within
the project team, effective communication is based on the key factor of project leadership:
walking and talking administration. The most formal ways to communicate are the project team's
regular meetings, reminders, and follow-up reports. Although a follow-up report can also serve
as an external communication goal for a project, it is even more important as an internal
communication channel.
34
3.3
Oman's construction industry
Generally, the construction industry of any country could be seen as having two main features
sets that make it unique with respect to all the others. The first is the peculiarity of the
construction industry that distinguishes it from other sectors. The second is the peculiarities of
the construction sector of each country as defined by its socioeconomic level, technological
level, culture, institutional and legal frameworks. The first one was dealt with in the previous
sections. This section, therefore, focused on the second aspect. Discusses industry configuration,
project execution situations, and how efforts are required to improve performance through
systematic measurement and administration.
3.3.1
The configuration of the construction industry
The main stakeholders in the construction sector in Oman are clients, professional consultants,
and contractors.
Clientele
In Oman, four major customers are distinguished: the government (which is the main customer),
real estate developers, investors, and occupancy owners. In the past, the Oman government
identified construction as a priority sector for foreign and private investment as part of its vision
of promoting the private sector as a growth engine. According to the World Bank (2003)
provided by Anvuur and Kumaraswamy (2006), the approximate annual value of public
procurement of goods works, and consulting services amounts to $ 600 million. This accounts
for about 10% of GDP in the country. This amount is part of most of the expenses of all
government agencies, namely ministries, assemblies, departments, institutions and other
agencies.
The stipulation of contracts must strictly follow the rules and regulations of the Public
Procurement Act as established in the law on the acquisition of the Oman Sultanate. The main
35
acquisition agreement is the traditional race. The government as a client is represented by the
Ministry of Roads and Transport and the Ministry of Water Resources, Works, and Housing.
Real estate developers are also the other group of customers who make big investments in
construction. They usually take loans and execute speculative constructions for sale. Their
performance is generally affected by lending situations in the country. An interview with the
head of Oman's property developers revealed that they expect additional government support to
support them in their quest to help solve the housing problem in the country. In particular, they
expected the government to include its association with its current affordable housing program.
Investors are usually financial companies who decide to invest excess capital in building
construction.
The occupants of the owner are people who decide to build their homes to live. It was a tradition
of Oman buying heads of land and hire qualified and unskilled workers to build houses for them.
This tradition was rooted mainly because subsequent governments did not meet the population's
housing expectations. Some of these also occupy additional rooms in their homes to earn an
income. Therefore, some of these occupying owners can progress to the level of private
investors. Owners of property, therefore, constitute the largest number of customers in Oman,
Oman each can be occupied by occupants. In general, they do not hire professional consultants.
Professional consultants
Professional consultants who regularly engage the government and other clients are architects,
quantum geometers (QS), geodetic engineering (GE), structural engineers (St.E), electrical
engineering (EE) and technicians (SE). Geodetic engineers often participate in road construction.
All these professionals are governed by their own professional order, the Oman Architects
36
Institute, the Oman Geometry Institute (ISG) for QS and GE ) the Oman Engineers Institute for
the rest.
Contractors
Contractors in Oman are grouped into eight categories according to the type of work they are
doing
(vi) General civil works (K) (vii) Electrical work (E) (viii) Hydraulic work (G) (i) Roads,
airports and associated facilities (A) (ii) ).
In each category, they are grouped into 4, 3, 2 and 1 financial classes in ascending order (Vulink,
2004). In addition, Dansoh (2005) emphasizes a combined AB category for road contractor.
According to Dansoh (2005), Class 4 contractors can bid for up to $ 75,000 contracts; class 3 up
to $ 200,000; class 2 up to $ 500,000. Classes 1 have contracts of all amounts whenever they are
available. The research focused on projects implemented by category D and K contractors,
together with categories E and G, which are generally contracted as subcontractors for this major
contractor for general construction works. The E and G categories are the main contractors when
the job is specialized in nature.
The industry is dominated by a large number of small and medium-sized enterprises,
namely Classes 3 and 4, particularly in categories D, Groups E, and G.
This is mainly due to the fact that these companies can register with as little equipment as
possible. For the most part, they are unique owners and are characterized by high rates of
abandonment. This is because they are highly influenced by the nature of the boom and the
slums of the sector in Oman. They are less organized and lack the resources to hire and maintain
highly skilled work; their performance is usually lower than expected and often have been
accused of producing "shabby" works. This is because there are often more jobs in its financial
37
class than those who are above their limits, and because they form the largest group, their
performance has a huge impact on the performance of the industry. Because of this, the
Ministry's classification has been criticized for being too generic and outdated with registration
criteria, the list of contractors and monetary thresholds are not updated regularly (Eyiah and
Cook 2003, World Bank, 1996).
The two upper classes are more organized and, therefore, are more stable, taking both
larger and smaller jobs. However, these companies do not always employ highly skilled workers.
Foreign contractors based in Oman can do it and, therefore, behave better. Vulink (2004) notes
that due to the poor performance of Oman's local contractors, most of the nation's major projects
are usually outsourced to foreign contractors who tend to deliver to customers satisfactorily.
Assibey-Mensah (2008) attributes this to the "non-commercial culture" with which indigenous
societies operate in Oman.
Construction Procurement
Following the acquisition law, Oman's construction projects (government projects) are
essentially arranged as a tripartite agreement between the client, the professional consultants, and
the contractor. Customers, after making the decision to build, contact the principal consultant,
usually the architect and other consultants. They provide professional advice to the government
during the information phase. So they provide design, designate the qualified contractor, oversee
execution, and pay advice, and finally complete the project. The following table describes the
usual process of acquiring projects in Oman using the traditional system (adopted by the World
Bank, 2003). Please note that the party concerned does not have an active role.
Procuring a Public Construction Project in Oman
38
This meant that after the initial phase, the customer's function is often limited to waiting for the
final product. Consultants, led by their team leader (usually the architect, the geometry or the
civil engineer, depending on the project or project manager, where appropriate) traditionally
become not only project managers. is also the only judge who evaluates and provides the verdict
on the state of performance and customer satisfaction of the project.
3.4
Oman Construction Industry Performance
The revision of the works of Crown Agents (1998), Westring (1997) and Anvuur and
Kumaraswamy (2006), the performance of the construction industry in Oman is scarce and
involves several problems ranging from contract administration through long payment measures
and complex, delayed payments for project execution. It should be noted that the delay in paying
customers to service providers (contractors and professionals) also affects payment of salaries
and staff salaries. This is because sometimes these delays occur in several months and, therefore,
these employers have difficulty in continuing to pay for their staff. The unskilled labor of
contractors is the most disadvantageous aspect of the industry, which is considered one of the
39
largest employers despite its commitment to work. Because of the representation of construction
workers in the active population of the country, this situation is reflected in Oman's common
economic life. The opposite is also true. This could be compared to a period of freezing
government projects. To some extent, in Oman, there are practical reasons to subscribe to the
argument that the construction industry is a regulator of the Ashworth economy (2004).
40
4
Research Methodology
This chapter explains the measures in this study. It implies the availability and selection of
appropriate research design; strategy and method that helped to address the key questions posed.
The quantitative research strategy was adopted in this research because quantitative research
follows a deductive approach in relation to theory and takes care of measuring design and
sampling. The selection of professionals (interviewed) was limited to firms and/or project
advisory agencies as well as contractors who represent construction contractors and road
contractors respectively. The choice of this class of construction contractors was made on the
basis that they were well-established companies that devote themselves to the services of these
professionals. Consulting companies have included public institutions such as ministries,
departments, and agencies responsible for infrastructure projects.
The decision to focus on the Greater Oman region was based on the list obtained by the
Association of Roads and Contractors, demonstrating that more than 65% of contractors were
present in Oman. In addition, the limited time available for study and financial constraints did
not allow the researcher to travel to other regions. Questionnaires were sent to 125 people,
including clients, consultants, and contractors, of whom 97 responses were received with a 78%
response rate. Respondents were analyzed to determine the profile of respondents, the position of
respondents and evaluate; if the respondents were familiar with the term project communication
or construction communication.
41
4.1
Research strategy
The quantitative strategy was adopted in this research because quantitative research follows a
deductive approach in relation to theory and takes care of measuring design and sampling
(Naoum, 2002). The strategy employs statistical techniques to identify accidental facts and
relationships. Quantitative research is also an objective nature and is based on verifying a
hypothesis or a theory of variables (Naoum 2002). Frechtling and Sharp (1997), cited by Naoum
(2002), characterized the common data collection techniques used in quantitative research such
as existing questionnaires, tests, and databases. Often, solid and reliable data is collected in
quantitative research, and therefore the emphasis is on quantification. Samples collected are
often large and representative. This means that the results of quantitative research can be
generalized to a wider population within acceptable error limits. The question this research was
looking for was how professionals communicate in a construction project.
4.2
Research design and its justification
Researchers gather evidence when they ask someone's opinion. Then new attempts are made to
determine the prevalent opinion within a particular group. A survey study was considered
appropriate for this survey for three reasons:
• Survey led to gathering data from a group, generalizing the outcome of the study to predict the
attitude of the population of interest;
• The survey questionnaire can be structured to provide information about the population of
interest in a systematic and impartial manner; is
• Allows statistical analysis of data and generalization to a wider population, making them
suitable for building administration research.
42
Example of design process
The objective of the sample is to obtain information about the population by observing only a
small part that is the size of the sample. The purpose of this research was to understand how
project professionals communicate on construction projects in Oman. As a result, the researcher
has focused on professionals working with various project organizations in Oman, i.e.
Contractors, consultants, etc.
Population Definition
The selection of professionals (interviewees) was limited to project consulting firms and/or
agencies, as well as to contractors representing construction contractors and road contractors
respectively. The choice of this class of construction contractors was made on the basis that they
were well-established companies that devote themselves to the services of these professionals.
The consulting companies included public institutions such as ministries, departments, and
agencies responsible for the infrastructure project. The decision to focus on the Greater Oman
region was based on the list obtained by the Association of Roads and Contractors,
demonstrating that more than 65% of contractors were present in Oman. In addition, the limited
time available for study and financial constraints did not allow the researcher to travel to other
regions.
Sampling techniques used
Non-probabilistic sampling technique was used in this study. In probabilistic sampling, the
decision to determine whether a particular element is included in the sample or not to be included
is solely governed by the circumstances of a given case. The technique allows each individual to
be randomly selected by chance.
43
Intentional sampling was used to identify key respondents who were professionals in these
project organizations, Contractors, agencies, and consultants. This was due to the fact that the
researcher required some categories of interviewees who had participated in many construction
projects and therefore had greater experience in building construction communication to respond
to questionnaires.
The purpose of this study was to evaluate the number of clients for the study due to the
different types of professionals working with project clients such as ministries, departments,
agencies, municipalities, district assemblies and financial institutions. This sampling technique
was initially used to contact some potential respondents who were asked to provide names of
people or organizations with the desired features so that the size of the sample would be reduced
at a lower cost. As a result, professionals working with contractors and consultants have given
the names of the customers they are dealing with. The list obtained from them was solved and
the names of thirty (30) professionals working with the clients of the project were obtained and
selected for research.
Size of sample obtained
According to Israel (1992), there are several approaches used to determine the size of the sample.
These include the use of a census for small populations, the imitation of a sample size of similar
studies, the use of published tables, and finally the application of formulas to calculate a sample
size. For this study, the first and the second were applied.
The total number of entrepreneurs with an adequate qualification working in the Oman
area is 65 and in accordance with their associations (construction and contractors); each
employing a minimum of three project professionals. Therefore, the population of professionals
44
working with these construction companies in Oman is one hundred and forty-five (195). The
sample size was determined using the formula (Kish, 1965).
Where n = sample size, N = total population = 195 s = maximum standard deviation in
population elements p = percentage of population elements belonging to the defined category, ie
p = 0.5 (confidence level) 95%) v = error standard of sampling distribution, ie v = 0,05
Therefore, solve for = 0.5 (0.5) = 0.25 = 0.052 = 0.0025, = 100 n = 100 / (1 + 100/195) = 66
The sample size formula as the one used above provides the minimum number of responses to be
obtained. From previous work, researchers such as Cochran (1963) and Israel (1992) commonly
add 10% to sample size to offset people whose researcher cannot contact. Therefore, about 7,
representing 10% of 66, would be added to the size of the sample.
Therefore, a total of seventy (73) questionnaires will be personally sent to professionals working
in contractors offices in Oman.
This is because the population of building professionals working in consulting companies and
government agencies was difficult to obtain. The sample size (n) for professionals working with
clients and consultants in Oman for this study was 30 each. This was considered purely in terms
of the convenient sampling method. The total sample size used for this survey was one hundred
and eighty (133).
4.3
Data collection
Based on the objectives and the research questions, the questionnaire was developed to get a
large number of project professionals. Therefore, the questionnaire was prepared and selfadministered to the different interviewees. The questionnaire was composed of closed questions.
45
For the purposes of the study, the questions were grouped into three categories. The first set of
questions about the respondent's profile. This was intended to know the background and the
experience of the respondents.
A 5-point grading system and a three-level low, moderate, and high-level scale are being used
when interviewers have been asked to leave the list of how communication is currently being
made at the site; the important thing is everyone and how often happens.
4.3.1
Analysis method
The SPSS 17 data analysis tool for Windows was used to analyze the data obtained. Frequency
tables, tabs and cross tables were performed with the results in chapter four.
46
5
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6
Appendix One
Research topic: An Assessment of Project Communication Administration on Construction
Projects in Oman
Introduction
As in any other business discipline, the importance of communication can not be overestimated
in project administration. Statistics show that seventy-four percent of the projects are
unsuccessful. One of the many factors contributing to the failure of these projects is poor or
insufficient communication. For this reason, it is necessary to evaluate the current project
administration communication in the construction sector in Oman. Therefore, this research is
carried out to find out which major stakeholders are involved in any construction project (eg
customer, consultant, and contractor), how opinion communication is conducted and whether this
has an effect on the delivery of projects in Oman. This study is realized as part of a postgraduate
study. I believe that interested parties will provide practical and convincing answers to the
following questions for a good report. Thanks in advance for your contribution to this research
study
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