C/B/370. Managing Change in the Construction Industry

This paper sets out to explore and analyse the change process that has taken place within a construction company. The change has been initiated due to senior managements realisation that the company must embrace more co-operative ways of operation both internally and externally. The change process has not been fully implemented and is only partially successful; consequently the senior management team have employed a team of change management consultants to carry out the final push to change. The structure of the organisation is one which inhibits the development of participative operations and it has been recommended that a more organic, flexible, project based structure is introduced, It is recognised that the ensuing change in culture will be difficult to implement. The change consultants recommend a three stage implementation that may take up to three years to fully embrace.