Culture- and Industry Studies Nationalism and globalisation M-exchange students 11.20.13.
Queensland Teams and culture. Relational Contracting, Culture & Globalisation Value in Project...
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Queensland
Teams and culture
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Relational Contracting, Culture & Globalisation
Value in Project Delivery Systems Facilitating a Change in Culture
(2002-022-A)
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Problem
Implementation of relational contracting:
• throughout a range of projects
• with a focus on client body staff
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Context
• Empowerment, regional development and sustainable industry
• Queensland government have experience• Successful on large projects• Need to examine skill sets needed for successful
partnering/alliancing
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Rationale
• RM, Partnering and alliancing require a change of mind set – a culture change
• Client side must change along with contracting side
• A fit is required between organisation structure and organisation culture
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Objectives
• To move relational contracting down the value chain– Audit required of
current position– Skill sets need to be
identified– Change needs to be
implemented
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• National culture• Organisational culture• Organisational assessment• Commitment• Competing values framework
• Pattern of interactions among collaborating individuals / organisations• Structure of the coalition formed by collaborating partners• Pattern and extent of information sharing among the partners
Methodology – Value in Project Delivery Systems: Facilitating a Change in Culture
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Diagonal sliceIn Australia it has been
identified that there are four levels at which RM needs to operate and that each level has its own issues:
• Principal/Director• Superintendent/project
manager• Superintendent reps/engineers• Inspectors/foremen
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Benefits of RM
• Less paperwork;• More enjoyable to go to work;• People are more helpful, less destructive and
more proactive;• Clients can potentially make savings in their
operations;• Contractors can potentially make savings in their
operations;• Training and education.
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Workshops
There must be a commitment from both sides to send ALL personnel along to the RM workshops;
and
To maintain a stable project team throughout the project.
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A common language
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Why RM does not Work
• Not all participants believe in the efficacy of RM;• Problems arise in communication and adoption
of proactive approaches;• A high turnover of personnel from participating
organisations is a serious impediment to the RM project;
• Project Delivery Strategy (PDS) is a key element in ensuring RM works effectively;
• Client buy-in.
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Issues Raised in the Study
Organisational Change
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Organisational Culture
• Acceptance of the existence of a cultural mismatch;
• Rationalising the existence of different cultures throughout the organisation;
• Legitimising individuals expectations of the type of culture which is appropriate to the company;
• Empowering employees to address these mismatches.
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MISMATCH
Systematized Impersonal Mode
Discretionary Personal Mode
Developmental Group Mode
Salient Dimensions of Managerial Subsystem
1. Organizational ReferentCentral information system? Hierarchy & staff?
2. Coordination and Control by:Rules, plans, schedules
3. Resource & Information Flows among Organizational Levels, Units & Positions:
a. Direction Diffuse
b. Amount Low
c. Standardization & Codification
High Medium
4. Perceived Interdependence among Components
Low High
5. Frequency of conflict among Components
Low
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Organisational Structure
• Clearly define the mode within which the organisation wishes to operate;
• If a mismatch is accepted, prepare a plan of actions for organisational change;
• If a mismatch is not accepted, then a programme should be developed to explain the situation to employees.
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(cont.)
• The consensus/conflict results suggest an issue that needs further investigation – if roles/relationships cannot be clearly stated or specifically laid down how should this be addressed by client departments.
• A social infrastructure already exists within many organisations which is in harmony with relational contracting approaches and this should be further nurtured and documented as a learning and skills issue.
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(cont.)
• Organisations’ management of its own clients, the temporary multi intra-organisation that is imposed on it during projects, is a key issue in the whole project delivery process.
• The role of informal relationships in problem solving needs to be recognised and legitimised, within the context of ethical behaviour.
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Traditional Adversarial Approach
Long Term Benefits
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Culture
• Reinforce all of the issues already identified and instil people with a vision.
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How can this be achieved?
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Long Term Issues
A policy issue arises here – including relationship management skills as one of the recruitment criteria, not just possession of, say, an Engineering degree. This raises the following questions:
– Is there a need to include this into formal graduate curricula and other training courses?
– One cannot include relationship training if it is not taught. Who will provide the training material?
– Should contractors be expected to and how can contractors train their own staff?
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Client Management
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Stakeholder CircleBourne, L. and Walker, D.H.T. (2005) Visualising and Mapping Stakeholder Influence,
Management Decision, 43 (5), 649-660.
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Researcher at work