KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY, KUMASI,
GHANA.
An exploration of management styles used in Ghanaian construction firms
By
Kofi Damoah Baffoe (BSc. Building Technology)
A Dissertation submitted to the Department of Building Technology,
College of Art and Built Environment
in partial fulfillment of the requirements for the degree of
MASTER OF SCIENCE
NOVEMBER, 2016.
CERTIFICATION PAGE
I hereby declare that this submission is my own work towards the MSc Construction
Management and that, to the best of my knowledge, it contains no material previously
published by another person, nor material which has been accepted for the award of any other
degree of the University, except where due acknowledgement has been made in the text.
Kofi Damoah Baffoe (PG3554115)
(Student)
……………………………………….
Signature
Certified by:
Dr. Joseph Kwame Ofori-Kuragu
(Supervisor)
……………………………………….
Signature
…………………………..…
Date
Certified by:
Dr. Theophilus Agyei-Kumi
(Head of Department)
……………………………………….
Signature
…………………………..…
Date
ii
ABSTRACT
Management styles have been known over the years to influence the output of employees in
various fields of human endeavour of which the construction industry is no exception. The
aim of this study is to identify the various management styles popular amongst construction
firms in the Accra metropolis and factors affecting their selection. The objectives outlined by
the study to help achieve this aim were to identify the major management styles from
literature, to identify the popular management styles in construction firms in the Accra
metropolis and lastly to identify the important factors managers should consider when
choosing management styles. Widespread literature was reviewed and data collected through
the use of questionnaire and interview. Respondents consisted of construction managers
mainly from registered building contractors in the registration category of D1K1. Relative
importance index was the main statistical tool used to analyse data gathered. The study
revealed that the respondents had in-depth knowledge on all the management styles under
study, it however settled on the participative and the bureaucratic styles as the two most
popular styles in the metropolis which could be attributed to the all-inclusive nature of the
participative style and the formal procedures that characterise the bureaucratic style. It also
emanated from the study that productivity of workers and discipline were the leading factors
to consider amongst the seventeen factors reviewed. Attributed to this finding could be the
use of employee output as a measure of a firm’s performance. The study concludes by
admonishing managers to focus on the desirable characteristics of the management styles
rather than use the style wholly. It also recommends further studies on the influence of the
ranking factors on management styles.
iii
TABLE OF CONTENTS
CERTIFICATION PAGE ..........................................................................................................ii
ABSTRACT ............................................................................................................................. iii
ACKNOWLEDGEMENTS ....................................................................................................... x
DEDICATION .......................................................................................................................... xi
TABLE OF CONTENTS .......................................................................................................... iv
LIST OF TABLES ................................................................................................................. viii
LIST OF FIGURES .................................................................................................................. ix
CHAPTER ONE ........................................................................................................................ 1
INTRODUCTION ..................................................................................................................... 1
1.1 BACKGROUND OF THE STUDY .................................................................................... 1
1.2 STATEMENT OF THE PROBLEM ................................................................................... 2
1.3 AIM AND OBJECTIVE ...................................................................................................... 2
1.4 LIMITATIONS OF THE STUDY....................................................................................... 3
1.5 SIGNIFICANCE OF THE STUDY..................................................................................... 3
1.6 SCOPE OF THE STUDY .................................................................................................... 3
1.7 METHODOLOGY OF THE STUDY ................................................................................. 4
1.8 ORGANISATION OF THE STUDY .................................................................................. 4
CHAPTER TWO ....................................................................................................................... 5
LITERATURE REVIEW .......................................................................................................... 5
2.1 MANAGEMENT STYLES ................................................................................................. 5
2.2 TYPES OF MANAGEMENT STYLES .............................................................................. 7
2.3 MANAGEMENT STYLES EXPLAINED.......................................................................... 8
2.3.1 Conservative ..................................................................................................................... 9
2.3.2 Entrepreneurial .................................................................................................................. 9
2.3.3 Professional ....................................................................................................................... 9
2.3.4 Bureaucratic .................................................................................................................... 10
2.3.5 Organic ............................................................................................................................ 10
2.3.6 Authoritarian ................................................................................................................... 10
2.3.7 Participative .................................................................................................................... 11
2.3.8 Intuitive ........................................................................................................................... 11
2.3.9 Familial ........................................................................................................................... 11
iv
2.3.10 Altruistic ....................................................................................................................... 12
2.4 HYBRID MANAGEMENT STYLES ............................................................................... 12
2.4.1 Thornton’s Big 3 Management Styles. ........................................................................... 12
2.4.1.1 Direction ...................................................................................................................... 12
2.4.1.2 Discussing .................................................................................................................... 12
2.4.1.3 Delegating .................................................................................................................... 13
2.5 MANAGEMENT STYLES AND CULTURE .................................................................. 13
2.6 MANAGEMENT STYLES AND PRODUCTIVITY ....................................................... 15
2.7 CONSIDERATIONS IN ADOPTING A MANAGEMENT STYLE ............................... 16
2.7.1 Division of work ............................................................................................................. 16
2.7.2 Authority and Responsibility .......................................................................................... 16
2.7.3 Discipline ........................................................................................................................ 17
2.7.4 Unity of Command ......................................................................................................... 17
2.7.5 Unity of Direction ........................................................................................................... 18
2.7.6 Subordination of Individual Interest for the Common Good .......................................... 18
2.7.7 Remuneration of Personnel ............................................................................................. 19
2.7.8 Scalar chain ..................................................................................................................... 19
2.7.9 Order ............................................................................................................................... 19
2.7.10 Equity ............................................................................................................................ 19
2.7.11 Stability of personnel tenure ......................................................................................... 20
2.7.12 Initiative ........................................................................................................................ 20
2.7.13 Esprit de corps............................................................................................................... 20
CHAPTER THREE ................................................................................................................. 21
METHODOLOGY .................................................................................................................. 21
3.1 INTRODUCTION ............................................................................................................. 21
3.2 RESEARCH STRATEGY ................................................................................................. 21
3.3 THE POPULATION .......................................................................................................... 22
3.4 SAMPLE SIZE .................................................................................................................. 22
3.4.1 Sample size calculation ................................................................................................... 22
3.5 SAMPLING TECHNIQUE ............................................................................................... 23
3.6 METHOD OF DATA COLLECTION .............................................................................. 23
3.7 ANALYSIS OF DATA...................................................................................................... 24
3.8 ETHICAL APPROVAL .................................................................................................... 25
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3.9 DATA PRESENTATION .................................................................................................. 26
CHAPTER FOUR .................................................................................................................... 27
RESULTS AND DISCUSSION .............................................................................................. 27
4.1 INTRODUCTION ............................................................................................................. 27
4.2 RESPONSE RATE ............................................................................................................ 27
4.3 GENERAL INFORMATION ............................................................................................ 28
4.3.1 Length of work ................................................................................................................ 28
4.3.2 Organisation type ............................................................................................................ 29
4.3.3 Management Role ........................................................................................................... 30
4.3.4 Firm ownership ............................................................................................................... 31
4.3.5 Range of employees ........................................................................................................ 32
4.3.7 Profession of firm owners ............................................................................................... 33
4.4 IDENTIFYING THE POPULAR MANAGEMENT STYLES ........................................ 34
4.4.1 Conservative management style ..................................................................................... 35
4.4.2 Entrepreneurial management style .................................................................................. 36
4.4.3 Professional management style ....................................................................................... 37
4.4.4 Bureaucratic style............................................................................................................ 38
4.4.5 Organic management Style ............................................................................................. 39
4.4.6 Authoritarian management style ..................................................................................... 40
4.4.7 Participative/ Democratic Management Style ................................................................ 41
4.4.8 Intuitive Management Style ............................................................................................ 42
4.4.9 Familial Management Style ............................................................................................ 43
4.4.10 Altruistic management style ......................................................................................... 44
4.4.11 Results on ranking for all management styles .............................................................. 45
4.4.13 Discussion of results ..................................................................................................... 46
4.5 IDENTIFYING FACTORS TO CONSIDER WHEN CHOOSING MANAGEMENT
STYLES ....................................................................................................................... 48
4.5.1 Discussion of results ....................................................................................................... 49
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CHAPTER FIVE ..................................................................................................................... 52
CONCLUSIONS AND RECOMMENDATIONS .................................................................. 52
5.1 INTRODUCTION ............................................................................................................. 52
5.2 SUMMARY OF FINDINGS ............................................................................................. 52
5.3
IDENTIFICATION
OF
THE
MAJOR
MANAGEMENT
STYLES
FROM
LITERATURE. ............................................................................................................ 52
5.4 IDENTIFICATION OF THE POPULAR MANAGEMENT STYLES IN GHANAIAN
CONSTRUCTION FIRMS. ......................................................................................... 53
5.5 IDENTIFICATION OF THE IMPORTANT FACTORS MANAGERS CONSIDER
WHEN CHOOSING MANAGEMENT STYLES. ..................................................... 54
5.6 CONCLUSION .................................................................................................................. 54
5.7 RECOMMENDATIONS ................................................................................................... 55
5.7.1 Recommendation on management style ......................................................................... 55
5.7.2 Recommendation on factors for consideration ............................................................... 55
5.7.3 Recommendations for further studies ............................................................................. 56
REFERENCES ........................................................................................................................ 57
APPPENDIX............................................................................................................................ 65
vii
LIST OF TABLES
Table 4.1: Conservative management style ............................................................................. 35
Table 4.2: Entrepreneurial management style ......................................................................... 36
Table 4.3: Professional management style............................................................................... 37
Table 4.4: Bureaucratic management style .............................................................................. 38
Table 4.5: Organic management style ..................................................................................... 39
Table 4.6: Authoritarian management style ............................................................................. 40
Table 4.7: Participative management style .............................................................................. 41
Table 4.8: Intuitive management style ..................................................................................... 42
Table 4.9: Familial management style ..................................................................................... 43
Table 4.10: Altruistic management style ................................................................................. 44
Table 4.11: popularity and importance scale ........................................................................... 45
Table 4.12: Ranking of factors affecting choice of management styles .................................. 48
viii
LIST OF FIGURES
Figure 4.1: Length of work with company .............................................................................. 28
Figure 4.2: Organizational structure ........................................................................................ 29
Figure 4.3: Management role ................................................................................................... 30
Figure 4.4 firm ownership........................................................................................................ 31
Figure 4.5 Range of employees ............................................................................................... 32
Figure 4.6: Profession of firm owners ..................................................................................... 33
Figure 4.7: Management styles ................................................................................................ 47
Figure 4.8: Management styles ranking ................................................................................... 51
ix
ACKNOWLEDGEMENTS
Many are those who have contributed in diverse ways to make this long essay possible. I am
highly grateful to all for the contributions made. While I cannot mention everyone’s name
here, it is important for me to acknowledge the contributions of few but not the least, the
contributions of those whose help has made this work possible.
To the Almighty God, for bringing me this far on this academic journey and granting me the
enabling environment, good health and strength as well as all the needed resources – to God
be the glory and honor.
I also wish to express my profound gratitude to Dr. Kwame Ofori-Kuragu, my project
supervisor for his untiring support, expert guidance, valuable comments, suggestions,
assurances and hope for me.
My sincere thanks go to all the members of my Construction Management class, who assisted
me in getting some of the much needed information for my literature review and data analysis
and Michael Ahinkan Bosompem for his kind support and sincere words of encouragement.
I would also like to express my profound appreciation to my family and friends especially my
mum and my brother, Kofi Baffoe-Sarpong. To all who have assisted me in diverse ways
during the span of this program, I wish to express my sincerest thanks. God bless you all.
x
DEDICATION
This work is dedicated to the almighty God in whom I live and move and have my being,
Mum, Dad and siblings with love and affection. You make life worthwhile!
xi
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The construction industry, like any other industry, is reliant on productivity of its workforce.
According to Uche (2012), this is influenced by variables such as co-ordination, commitment
to work, co-operation with one another, type of management, and the community. If the
workforce is to achieve these productivity variables, the onus lies on the manager to adopt the
right management style which may be either people-oriented or task-oriented to achieve the
set targets of the organisation (Quang, 2002; Hartzell, 2006).
Styles used by managers vary from one industry to the other and sometimes even amongst
managers in the same industry. The character exhibited by the manager, to a very large
extent, defines his style. However, studies show that these exhibited styles do not sway from
the globally accepted ones which are categorized under the following: charismatic,
persuasive, consultative, transactional, transformational and delegating styles as echoed by
McGuire (2005); bureaucratic and Restrictive as opined by Worrall (2004).The
aforementioned categories are the recent research findings on management styles.
The construction industry, like any other business establishment, is a profit driven one and
hence the onus lies on the stakeholders to ensure optimum productivity by converting
available resources efficiently and effectively to increase its market value. This will
encourage patronage and hence increase profit in an industry which has been bedeviled by the
global economic downturn in recent times (Robles et al., 2014)
1
1.2 STATEMENT OF THE PROBLEM
The fear of all nations, the world over, in relation to their economies is a downturn in
productivity, because it has the tendency to generate inflationary pressure, social conflict and
mutual suspicion (Ameh and Osegbo, 2011).The problem is, most construction companies in
Ghana are likely to adopt tested and tried practices mainly due to the fact that Construction
industry is characterized by intense competition and very expensive projects whose contracts
have punitive measures when quality and time are not adhered to.
Managers therefore focus on delivering projects on time, within budget and of good quality at
the expense of their subordinates. Bearing in mind that there are so many people involved it
the construction process, construction managers ought to focus equally on people
management through their management styles as well as administrative works. Studies by
Ammeter and Dukerich (2002) and Berezina (2012) show that though there are many factors
that determine the success or failure of projects and that management style is an important
parameter to determine the success of a project. Another school of thought advocates the
need to employ genuine construction managers who will inculcate people management in
their task-oriented approach to construction projects (Ofori, 2008).
1.3 AIM AND OBJECTIVE
Aim:
The aim of the study was to explore the various management styles popular in Ghanaian
construction firms and factors affecting their selection. It will also be desirous to proffer
recommendations leading to the adoption of the desirable characteristics among the explored
management styles.
2
Objective:
The objectives of this study were
1. To identify the major management styles from literature;
2. To identify the popular management styles in Ghanaian construction firms and
3. To identify the important factors managers consider when choosing management
styles in Ghanaian construction firms.
1.4 LIMITATIONS OF THE STUDY
The industry welcomes people from all walks of life with different backgrounds and cultural
diversity therefore there is the tendency of misinterpretation of managers gesture or action.
1.5 SIGNIFICANCE OF THE STUDY
A careful review of studies on the subject area reveals that there’s a relationship between
productivity and management styles (Berezina, 2012). The study therefore seeks to know the
type of management style prevalent in the Ghanaian construction industry. The study will
also recommend findings to players in the industry and other spheres of endeavour who may
find the information useful.
1.6 SCOPE OF THE STUDY
Geographically, the research was limited to the Accra metropolitan area due to its undeniable
importance in the history and development of Ghana. Studies have shown that economic
growth in Ghana is largely tilted towards the capital, Accra; more than 60% of the registered
building contractors are known to operate officially in the Greater Accra region (Ahadzie,
2007; Ayisi, 2000).Respondents consisted of construction managers mainly from registered
building contractors in the registration category of D1K1.
3
1.7 METHODOLOGY OF THE STUDY
The research strategy adopted for the study is the quantitative approach. Moreover the study
made use of questionnaire and interview as the data collection instruments. Collected data
were analysed using the relative importance index (RII).
1.8 ORGANISATION OF THE STUDY
This study comprised of five chapters. Chapter one was the introduction of the study. The
sections under this chapter was the background of the study, statement of the problem, aim
and objective of the study, limitation of the study , significance of the study, scope of the
study, methodology of the study and organisation of the study. Chapter two focused on
literature review whiles chapter three concentrated on the methodology of study .Chapter four
was presentation and analysis of the results. Lastly, chapter five also covered the conclusion,
summary and recommendations based on the findings.
4
CHAPTER TWO
LITERATURE REVIEW
2.1 MANAGEMENT STYLES
The framework adopted by managers to blend productivity variables and other work related
functions in order to bring out the best in the workforce is termed the management style
(Schleh, 1977; Uche, 2012). Management style is not an event; it is a continuous and
progressive way of directing the labour force under the jurisdiction of a manager to achieve
the common goals set by the organisation. This, the manger does by churning the myriad
resources at the organisations disposal to generate the agreed output (Field and Dubey, 2001).
Management styles have varying definitions. One school of thought sees it as a means by
which a manager executes his core managerial functions by focusing on the sub goals,
forming and application of a strategy, enhancing the image of the company and ensuring
stakeholder involvement. There are no standards when it comes to managerial style choices,
conditions in the firm bring about variances in the styles. The research further reiterates that a
management styles should not be seen as a manual on dos and don’ts as manager but as guide
to achieving the set goals of a firm (Quang and Vuong, 2002).
It is also worthy to note that construction managers unlike other managers assume different
postures at different stages in the construction process, this due to the fact that he is likely to
encounter well educated persons during the pre-construction stage where discussions can be
easily assimilated and therefore likely to adopt an aiding approach whereas a semi-educated
and sometimes uneducated labour force could be encountered during the construction process
(Ahmed, 2010).
5
Many accomplished managers have been known to require adequate time to have positive
influence on the organisations or companies within which they may find themselves. This is
in tune with the adage “experience is the best teacher” but this was debunked in a study in
South Florida by Ahmed (2010) where he concluded that time had no effect on management
styles used and that there is no variance between the styles of experienced and inexperienced
managers.
Prior research findings indicate that, the construction world over years has been struggling to
identify which management styles suit the industry. Different schools of thought argue that
situations determine the kinds of management styles to adopt (Vroom and Jago, 2007;
Bennis, 2007).
Though, management is undeniably a very important facet in the built environment,
irrespective of the field of work. Studies have shown that delving into management styles still
remains a grey area in the construction industry owing to the fact that knowledge about the
industry is limited (Langford, 1995; Ahmed, 2010). The story is however different in other
sectors where extensive research has been done on management styles and how it affects their
various fields of endeavors (Bresnen et al., 1986; Ahmed, 2010).
Though not explicitly defined, no one can dispute the fact that the common characteristic to
all these definitions is that management requires a great deal of influence as opined by
Zaccaro (2007). This influence, according to Vroom and Jago (2007) could be born out of
Threats, the promise of rewards, well-reasoned technical arguments, and inspirational
appeals.
6
2.2 TYPES OF MANAGEMENT STYLES
The journey to find appropriate management styles for managers dates back several years.
The task becomes even more herculean when it is narrowed down to applying the known
management styles to specific organisations. That is to say naming a management style which
best suits the construction industry remains a mirage (Khandwalla, 1995b). The following are
some of the scholarly views on the types of management styles. These management styles
have been influenced either by traditions due to the fact that the researchers come from
different geographical location or type of organisation.
Japan is one of the pioneers in using management styles, after the country’s successful
economic spell. Abo (2015) opined that researchers tilted towards the management styles that
had made Japan an economic giant on the globe. The suggested management styles that aided
their economic turnaround stressed on paternalism, lifetime employment, seniority, lifelong
learning, collective decision making, hard work, cooperation ethics, continuous adaptation
and improvement.
Among the scholars who capitalized on knowledge of the Japanese management styles was
Khandwalla (1995a, 1995b) who came up with a concept that sought to group management
styles as follows; risk taking, technocracy, flexibility, participation and authoritarianism
(Quang and Vuong, 2002).Efere (2005) in a more recent publication asserted that the most
commonly used styles are authoritarian, coercive, authoritative, democratic, affiliative,
permissive, indifferent, coaching, pacesetting, visionary, bureaucratic and defensive styles of
management which did not differ from the research by McGuire (2005) in which he
suggested charismatic, persuasive, consultative, transactional, transformational and
delegating styles.
7
The pioneers of research into management styles came out with styles which did not differ
much in practice to the recent ones. Entrepreneurial, planning and adaptive types as
suggested by Mintzberg (1973); organic and mechanistic styles of management were also
churned out by Burns and Stalker (1961). Authoritarian and participative was also proposed
by Likert (1961, 1967). Blanchard (1994) popularized management styles by cutting the
number down to four. Namely, directing, supporting, coaching and delegating.
The managerial grid, as it is popularly known in management circles, was also
conceptualized by Blake and Mouton (1975) in which it reveals impoverished management,
country club management, middle of the road management, team management and task
management styles as the basis for all management styles being discovered.
2.3 MANAGEMENT STYLES EXPLAINED
Khandwalla (1995) brought to bear ten significant management styles namely, conservative,
entrepreneurial, professional, bureaucratic, organic, authoritarian, participative, intuitive,
familial, and altruistic.
Management styles come in different names and forms and is influenced by tradition,
geographical location and organisational culture. However, all management styles the world
over have similar characteristics which have been captured in detail subsequently in this
study and therefore beneficial in describing what styles may be prevailing in a given country
(Culpan and Kucukemiroglu, 1993).
The flaw in using the two concepts could stem from the fact that the criteria in developing
the models covers a wide range or scope and will be very difficult using it when comparing
management styles between companies. This, Quang and Vuong (2002) address in their study
on Vietnamese management styles by merging the two concepts deduced by Culpan and
8
Kucukemiroglu which aids him analyse the management style and uses Khandwalla’s to
define the management practices.
This research shall take cue from the Vietnamese research and pick the following
management styles as the ones to be researched into amongst Ghanaian contractors. Below
are literally views on management styles as opined by scholars.
2.3.1 Conservative
The conservative management style according Quang and Vuong (2002) is biased for
conserving and using whatever has worked. It’s also careful in innovating and changing the
already .This affects firm’s diversification and growth in familiar directions. Traditions that
preserve the strong holds of the past are also followed religiously
2.3.2 Entrepreneurial
This management style calculates risk and noted for pioneering new construction ideas. It is
innovative and encourages rapid growth. The entrepreneurial style is usually recommended
for developing countries to help diversify its industrial base and increase its output rapidly
(Naldi et al., 2015). The entrepreneurial style is the toast of many managers, this is so
because according to Chaston (1997) there is a noticeable shift in managers adopting this
style but is quick to advice that managers should check its appropriateness with their
organisational structure before its implementation.
2.3.3 Professional
The professional style adapts a science based approach to management. Here, complex
management tools and procedures and employed to plan for a long term. This style is helpful
in managing new and complicated technology driven industries in sophisticated, global
environments (Quang and Vuong, 2002)
9
2.3.4 Bureaucratic
The style, as explained by Bakhtari (1995) emphasizes on orderliness together with
accountability, formalisation of rules, regulations, and procedures are the hallmark of this
management style. It is extensively common in large organisations and the public sector to
ensure efficiency.
2.3.5 Organic
The organic style encourages deep commitment to flexibility. Its innovative, responsive and
interactive nature makes it ideal for operating in fast changing environments. This, Datta et
al. (2005) agree and further recommend it’s use since it is employee centered by design.
2.3.6 Authoritarian
The authoritarian management style as described by McBer and Company (1980) sees the
style as very firm but fair. Managers willing to adopt this management style should be in the
position to provide a clear direction creating no ambiguity in the roles of each subordinate a
view shared by Thau et al. (2009).
McNamara (2003) concurs with the above definition and further reiterates that the style is
also called autocratic which presupposes that the manager is the final authority in decision
making and can only attain set objectives by applying constant pressure amidst possible
resistance from subordinates
The perception according to other research hubs is that it is useful in situations with very
weak work ethic and an unfriendly work environment due attribute of preaching discipline
and obedience (Khandwalla, 1995).
10
2.3.7 Participative
This style has been described by many scholars such as Kalliny et al. (2007) as being
participative. It requires the manager to develop trust for his subordinates to an extent that he
values their participation in decision making. Managers who adopt this style rarely give
negative remarks or take punitive action against their subordinates.
However, McNamara (2003) warns that because several meetings are held between the
manager and his subordinates with the aim of soliciting views, the manager has the tendency
of losing control as a result of familiarity. The researcher further states that it is a good
management style to adopt on large projects since it thrives on empowerment and delegation
of subordinates to execute works. Efere (2005) also observed that the democratic style is
committed to an ideology of consensus-based decision-making and ensures that varied
opinions are expressed. The main advantage in practicing this management style is that it is
self-motivating and promotes cooperation amongst workers.
2.3.8 Intuitive
The intuitive management style hinges on the ideology that the manager should have faith in
experience and must be mostly guided by common sense and instinctive judgment relying on
good rules of thumb or experimental learning. Aarum (2000) further concludes that 25
percent of managers are hooked to the style which emanates from Jung’s typology, a world
acclaimed model for testing human behavior.
2.3.9 Familial
The fulcrum on which this management style revolves is loyalty and togetherness. The
manager must therefore treat his employees like members of the family and look after their
needs in order to accomplish the set goals in an increasingly modernizing industry (Slevin
and Pinto, 2004).
11
2.3.10 Altruistic
The altruistic management style is pinned on the philosophy that companies should seek the
good of the communities in which they operate and that the primary focus of the manager
should not be only profit maximisation. It has proven to work in emerging societies that have
started major nation building and poverty lessening goals (Quang and Vuong, 2002)
2.4 HYBRID MANAGEMENT STYLES
Situations change in a mangers quest to manage his or her company very well. It is against
this background that certain scholars see it prudent to have a mixed management style to
stand the test of changes and time in an organisation. They argue that the hybrid ones are
more advantageous compared to sticking to one management style. Some of the renowned
hybrid management theories are discussed below.
2.4.1 Thornton’s Big 3 Management Styles.
Thornton was convinced in his scholarly work that the management styles encompassed three
main facets namely, directing, discussing and delegating.
2.4.1.1 Direction
The direction management style is a member of the Thornton’s Big 3 management styles. It
places absolute control in the managers’ hands and it is the responsibility of the manager to as
part of his journey at achieving company goals to assign duties and roles among subordinates.
Subordinates are rewarded or punished according to their response to the manager
(Blanchard, 1994).
2.4.1.2 Discussing
Gutterman (2015) also concluded that Managers willing to adopt this style should have a
good listening ability in that it involves a lot of dialogue. Subordinates are allowed to share
12
their opinions on a subject matter. The discussing style enables subordinates to have a good
rapour with their manager and this goes a long way to forge commitment. The discussing
style rewards subordinates according to the number of meaningful contributions they make in
discussions as well as openness in sharing information with the group.
2.4.1.3 Delegating
The delegating style is the last of Thornton’s big three management styles. The major
characteristic associated with this style is that it gives subordinates space to operate by giving
them autonomy. This, Mahmood et al. (2012) in their review of management theories agreed
and further stipulate that the only caution in adopting this style is that it cannot be used where
subordinates are ill-trained as well as by managers who wants to assume all roles.
It also requires a reliable reporting and feedback system due to the absence of the manager
most of the times. Shahmandi et al. (2013) agrees with this assertion and points out that the
delegation style is significantly linked to programs aimed at developing management.
2.5 MANAGEMENT STYLES AND CULTURE
The debate on management style has never underestimated the influence of social culture.
This is because studies have shown that in as much as researchers seek to come out with the
appropriate management styles, the way a group of people live must be taking cognisance of.
Owing to the diversity in personnel characterising construction work-force, efforts should be
geared towards meeting the needs and expectation of the entire workforce without
disrespecting ones culture.
Even though culture differs significantly from one geographical location to the other, there is
always a core style which permeates all forms of culture, the management style adopted by
the manager should locate this style and vary it to suit the local setting (Evans et al., 1989;
Quang & Vuong, 2002).Multinational companies bid and land projects in other jurisdictions
13
which have completely different cultures from their country of origin, this has the tendency
of breeding misunderstanding as languages which may be deemed fit for use in your area of
operation might be disrespectful to use in another area. The management style chosen should
have a mechanism to deal with such problems arising from cultural differences.
Mohammed (2009) buttresses this point in his scholarly work where he admonishes project
managers to be sympathetic enough to comprehend the cultural requirement of the people
they work with. Studies further single out feedback and communication in times of bad news
as some of the major instances the manager ought to be aware of cultural diversity as these
can cause serious disruption to the project environments if not handled well (Slevin and
Pinto, 2004).
Quite often in a manager’s mission to solve this canker, companies resort to instituting their
own cultures which is based on the tenets of the organisation. This enables the entire
workforce to follow the organisational culture in spite of his or her nationality. Studies have
revealed that the cultural dimensions of power distance, individualism and uncertainty of
avoidance as conceptualized by Hofstede are experienced throughout the period of executions
of any project of which the construction industry isn’t an exception (Mohammed, 2009).
The national culture, the culture of the individual working teams, and the organisational
culture leaves the manager with a headache of first unravelling these different groups of
cultures and secondly merging them to form a common culture acceptable by the entire work
force (Earley and Mosakowski, 2004).It is paramount that the choice of a management style
inculcates in it a perfect suite to help address the myriad number of people involved in the
construction industry. This will ensure that aside the manager’s main aim of achieving
ultimate goals of the project, the delicate needs of the entire workforce will also be met
(Hoffer et al., 2002).
14
2.6 MANAGEMENT STYLES AND PRODUCTIVITY
Culpan and Kucukemiroglu (1993), Khandwalla (1995a, 1995b) and Quang & Vuong (2002)
have in their respective scholarly works laboured to establish a link between management
styles and productivity. This led to the development of two distinct models aimed at studying
management styles and its effect on organisations effectiveness. The model contained six
different parameters to compare management styles. These parameters are style of
supervision, method of decision-making, patterns of communication, mechanisms of control,
relationship between departments and paternalistic orientation. In spite of the fact that the
research was limited to Japan and America, the study revealed that whereas the Japanese
were more concerned with communication patterns, relationship between departments and
paternalistic approach, the Americans focused on style of supervision, method of decisionmaking as well as mechanisms of control (Culpan and Kucukemiroglu, 1993; Quang and
Vuong, 2002).
Research further exposes that management style is one of the key factors which determines
an organisation’s wellbeing. This is because the welfare of the individual workers in the
organisation is linked to the general output of the organisation. A good management style
therefore seeks to as matter of importance positively influence the performance levels of the
organisation. This, it does through properly organising of the people and putting in proper
mechanisms to ensure unity and striving to achieve a common goal (Quang and Vuong,
2002).The worry is, knowing that the construction industry is transient in nature which
presupposes that both the manager and the labourer have a limited time to co-exist coupled
with the fact that most construction firms in the country are foreign owned and headed by
expatriates and therefore there is the tendency to breed misunderstanding as are result of
language barrier. Due to these factors, managers in the construction industry concentrate
15
more on delivering the project rather than concentrating on relationship between the
workforce (Toor and Ofori, 2008; Ahmed, 2010).
2.7 CONSIDERATIONS IN ADOPTING A MANAGEMENT STYLE
Pioneers in the management field such as Henry Fayol postulated 14 principles as the watch
word for all mangers in their pursuit for suitable management styles in their areas endeavour.
Even though contemporary managers have altered or deviated from these principles, the core
values of Fayol’s principles till date still remain the fulcrum upon which management
decisions revolve (Rodrigues, 2001).
2.7.1 Division of work
Management systems which is the hallmark of contemporary construction management is
hinged on the principle of specialization and division of labour where it preaches on the
attainment of economic benefits by encouraging mutual cooperation in the work place where
various department work towards a common goal (Harris & McCaffer,2013).Division of
labour according to Rodrigues (2001) refers to the decentralization of works to ensure that all
workers get their fair share of the works at the organisations disposal. This is normally
achieved by specialization of the workers for special jobs. The researcher further admonishes
managers to desperately seek a balance between centralization and decentralization. This is
because inability to attain an acceptable midpoint could lead to organisational ineffectiveness.
2.7.2 Authority and Responsibility
The responsibilities bestowed on the manager must be accompanied by corresponding
authority to help the manager to control affairs both formally and informally (Rodrigues,
2001).Pathak (2012) reckons that it is the single most important asset that a manager must
possess to succeed in that authority gives him the power to make decisions and enforce it.
This will ensure that his duty of accountability is duly fulfilled in the best possible way. The
16
study further acknowledges that for effective and efficient job target realization, this principle
must be adhered to religiously.
2.7.3 Discipline
In spite of the authority being exercised by the manager, there need to be a set rules and
regulations to help instill discipline in the workforce (Rodrigues, 2001).This, Pathak (2012)
agrees and further advices managers to be clear with their rules, reward those who obey them
and have punitive measures for employees who go contrary to the rules.
2.7.4 Unity of Command
Rodrigues (2001) explains this principle as simply the acknowledgement of one boss as the
main source of all instructions. There should be no ambiguity as to the chain of command in a
manager’s mission to achieve his set goals.
Studies has exposed that when a firm's manager is entangled with decisions pertaining to
other departments, it breeds conflicting ideas which in organizational theory such an
affiliation enhances strong and unambiguous leadership whereas agency theory advocates
that it limits monitoring roles of the manager (Hofstede, 1994).
Pathak (2012) agrees with the studies by Fayol and other contemporary researchers and
further enlightens in his study on the merits and demerits of the principle of unity of
command as follows: unity of command averts multiple subordination; it defines a clear
responsibility matrix for all employees and lastly it breeds harmony between managers and
employees. Its further commented in his study that if tenets of this principle are not adhered
to it plunges firms into a state of confusion with no clear management style.
17
2.7.5 Unity of Direction
Though often confused with unity of command, Pathak (2012) reiterates the vast the
difference between them when he wrote that unity of direction has to do with the
galvanization of the effort of all employees towards the attainment of a common goal.
This principle however, requires a common plan monitored by the manager for every specific
task or activity. When done right it helps to achieve a systematic working atmosphere and
thereby quickens the pace of project delivery (Rodrigues, 2001).
2.7.6 Subordination of Individual Interest for the Common Good
The driving force behind this principle is that, all employees should sacrifice their personal
interest for the organisational good. Owing to this managers should recruit workers who are
willing to sacrifice their individual interest to help the company grow (Rodrigues, 2001).
Another school of thought argues that the employees could focus on their own objectives so
far as it is linked to the objective of the organisation. The study further expatiates that it is the
primary duty of the manager to provide directional assistance to the employees to ensure that
the organisations goals are realized without jeopardizing the individual goals (Pathak, 2012)
Melé (2012) argues that the firm should not be seen as merely a group of people who are
bound by contract to perform. It should be fashioned in such a way that the firm is
acknowledged as a human community in which the common good is the prime motive. The
manager should therefore focus on appropriate communication and ensure participation in
matters which affect the life of the employees.
Scholarly works on this principle have penciled the following as the advantages and
disadvantages of sticking to this principle. Among the advantages are that it enhances
employee’s respect for the firm and ensures coordination amongst employees and the
18
organisation. Unfortunately, misapplication of this principle could render the achievement of
organizational goals a mirage since it will demotivate employees and render them
unproductive (Pathak, 2012)
2.7.7 Remuneration of Personnel
This refers to the fact that employees should be adequately rewarded for the work done. The
underlining principle here is that in as much as employees ought to be motivated enough
from salaries and other packages, it has to meet allowed thresholds of the organisation
(Rodrigues, 2001).
2.7.8 Scalar chain
This demonstrates the hierarchy or chain of command in an organisation. It more or less
stipulates that the communication in an organisation should be well defined. That is either
vertically or horizontally. Fayol however advices that the vertical form of communication
should be encouraged at all times, this form involves subordinates reporting to superiors and
the superiors also channeling information down in order or seniority. The horizontal means
should be used only when permission has been sought (Rodrigues, 2001).
2.7.9 Order
This principle ensures orderliness for both personnel and materials alike. Everybody should
work on his assigned job. Materials and working tools should be in their right places at the
right time (Rodrigues, 2001).
2.7.10 Equity
The manager should exhibit fairness but firmness on the job. This will go long way to
promote loyalty among the work force. The manger despite his task orientation should as
much as possible balance it with care for the workers so as not to breed animosity
(Rodrigues, 2001).
19
2.7.11 Stability of personnel tenure
Every organisation stands to gain a lot from experienced personnel in that with time workers
grow to understand the organisational culture of a company .The manager should therefore
put adequate measures in place to ensure that the workers enjoy their work place so as to
ensure longevity (Rodrigues, 2001).
2.7.12 Initiative
The human nature is tailored to live and work in their comfort zones and therefore very
adamant to change but as part of managerial duties change should be effected when need be.
It is therefore paramount that manager psyches his employee’s to accept these changes.
Honesty and good communication should be the hallmarks of in the managers’ quest to make
these changes (Abudi, 2010).
A good manager thrives very much on initiating and putting new ideas in vogue. The risk
taking from bringing on new ideas enables the work force to have faith in you since they
believe you have full control over what you do (Rodrigues, 2001).
2.7.13 Esprit de corps
It is imperative that manager galvanizes unity among his subordinates. Every task executed at
the work place should be done in unison so as to get the best out of the workers (Rodrigues,
2001).
The goals of management can easily be achieved with the introduction of a good culture of
esprit de corps, this is so because it breeds a sense of belonging which encourages members
to take pride in, be loyal to and above all accept responsibilities without qualms (Yusof and
Adam, 2004)
20
CHAPTER THREE
METHODOLOGY
3.1 INTRODUCTION
The aim of the study was to explore management styles among Ghanaian construction firms.
This chapter is tailored to help achieve the goals of the study and gives a comprehensive
explanation of the research methodology employed, the data requirements, as well as the
statistical methods adopted to help address the set objectives and for analysing the collected
data.
Encompassed in this chapter are also the sampling technique used, the study catchment area,
study population, study strategy, data collection tools and data collection technique.
3.2 RESEARCH STRATEGY
Bouma and Atkinson (1995) described research strategy as the suitable methodology adopted
by a researcher to achieve set aims and objectives. In agreement Kothari (2004) opined that,
qualitative and quantitative researches are the known forms of research strategies. Berg
(2001) opined that whereas qualitative research emphasizes on the ways of understanding
social theories by stressing on the relationship between the study area and the researcher in
question by seeking the opinions of people by observation, descriptions and making implied
meanings into a concept, Quantitative research according to Creswell (1994) is the systematic
experimental investigation into a study through numerical techniques and uses statistical tools
for analysis (Burns and Grove, 2001).The study is an exploratory research which falls under
the qualitative research strategy.
21
3.3 THE POPULATION
The population of the study consists of construction managers of building construction firms
in the D1K1 category. Owusu (2008) enlightened readers in his study on the criteria for
classification used by the Ministry of Water Resources, Works and Housing and Ministry of
Roads and Transport, when he remarked that firms in the categories of 1 and 2 are generally
large firms and those in the categories of 3 and 4 are smaller firms and further educates that
the above mentioned ministries are the only two state institutions mandated to coordinate
building and road construction activities in Ghana.The Ministry of Water Resources Works
and Housing (MWRWH) estimates an approximate number of a hundred and eight (108)
D1K1 contractors in the Accra metropolis.
3.4 SAMPLE SIZE
In selecting the sample size, the study took cognisance of the fact that there are numerous
methods used in determining the sample size. Among them are, using a census for small
populations, adopting the sample size of similar studies, using published tables, and finally
applying formulas to calculate a sample size. It was therefore paramount for the study to
clearly define the target population and sample size (Owusu, 2008).
3.4.1 Sample size calculation
The study picked at least one construction manager from a construction firm which
presupposes that the number of respondents equaled the population size. The sample size was
therefore calculated mathematically as follows using the Yamane (1967) formula as cited in
Atuahene (2016):
22
Where:
n = sample size
N = Population size
e = level of precision (for the purpose of the study, a confidence level of 95% and 5%
precision level was used)
n = 108 / 1+ (108) 0.052
n= 85.039 approximately 85 respondents
Therefore;
An approximate number of 85 construction managers formed the sample size for the study.
No further adjustment was made to the estimated sample size.
3.5 SAMPLING TECHNIQUE
The population was defined with the objectives of the study in mind. The purposive sampling
technique was adopted and took cue from similar studies by Culpan and Kucukemiroglu
(1993).The sampling technique used to identify these construction managers was purposive
because of the need to select managers who have requisite information on the subject matter
so as to minimize the tendency of rejection.
The sample of this study consisted of 85 construction managers in selected construction firms
in the Accra metropolis. The managers were selected from firms in the database of registered
building contractors in the registration category of D1K1. This is so because these registered
firms have a clear definition of whom a construction manager is.
3.6 METHOD OF DATA COLLECTION
The method of data collection was by questionnaires and structured interviews. The
questionnaires consisted of open ended and close ended questions as well ranking of options
where necessary for quantitative data collection.
23
The close-ended questions in some instances had two or more response options. The Likert
response scale was used to measure the strength of respondents’ view. The questionnaire had
questions which were easy to understand, devoid of technical terms to minimize probable
mistakes from the respondents. Likewise, the number of questions in each section was
minimised to encourage respondents to have time in responding to the questions.
Taking cognisance of the suggestion by Frazer and Lawley (2000), the questionnaires were
piloted by trying it out on a small number of respondents having features similar to those of
the desired group of respondents. After the pilot process, it was restructured based on the
reaction received, making it more consistent to focus on the core issues and for easy reading.
The questionnaires were partly personally administered and some sent via email to the
respondents upon consultation. Two weeks was designated for the data collection due to the
busy nature of the respondents’ work and the possible challenges of they might face with
internet access. The questionnaire had a consent letter as an introductory page where the aim
of the study and the possible benefits were explained. In the letter, respondents were assured
of confidentiality of the information provided as well as anonymity. Respondent’s right to
pull out from the study at any time was also allowed.
The interviews were conducted by the researcher mainly in the local dialect and then answers
filled up in the questionnaire. Interviews were also the main means by which data was
gathered, which hitherto could be captured in the literature review.
3.7 ANALYSIS OF DATA
The data have been churned into an understandable computer language and analyzed using
Statistical Package for Social Sciences (SPSS) software and Microsoft Excel. According to
Pallant (2013), the software is a good analytical tool with abilities to tackle scientific as well
as social science data.
24
The Relative Importance Index (RII) tool was also employed. Mathematically it is defined as
follows
Relative Importance Index (RII) =
∑ (aixi)
WxN
Where;
ai is the frequency/tally of the factors
xi is the weights given to each factor, and ranges from 1 to 5 (1 being the least and 5 the
highest)
W is the highest weight attainable
N is the total number of respondents
This tool aids in finding which variable among the lot has the most impact on the particular
question being posed to the respondents. Relative Importance index therefore gives further
information which transcends a mere collation of data, finding percentages and averages of
collected data (Tonidandel and LeBreton, 2011).
3.8 ETHICAL APPROVAL
It is paramount that all survey conducted is done in a manner so as not to infringe on the
rights of the respondents. Kelley et al. (2003) reiterated that it is necessary to assure
respondents of confidentiality of the information they provide as well as attaining their
informed consent. It is against this background that all data received were treated with
ultimate confidentiality as outlined in the introductory letter and in line with the code of
practice of the school of graduate studies of the Kwame Nkrumah University of Science and
Technology.
25
3.9 DATA PRESENTATION
The results obtained were illustrated graphically using pie charts, histograms and other
representation techniques. Further insights into the results have been done through a vivid
discussion of the results and conclusions and recommendations made.
26
CHAPTER FOUR
RESULTS AND DISCUSSION
4.1 INTRODUCTION
The results of the study are thoroughly discussed in this chapter. General information on the
respondents as well as their respective years in the construction industry heralds the
discussion and will be catered for by data received for questions in section A of the research
questionnaire. The discussion is done with the objective of the study in mind; questions in
section B and C of the questionnaire have been tailored to fulfill one of the main objectives
and have been categorized into two main sections. Management styles in relation to
construction are also discussed with the aim of ascertaining the most popular ones. Various
factors which according to literature contribute to or influence the choice of a construction
manager’s style is also discussed to rank which is more important.
4.2 RESPONSE RATE
A total of eighty five (85) questionnaires were distributed to the target respondents and
seventy two (72) representing 84% were received. Therefore the non-response rate is 16%.
27
4.3 GENERAL INFORMATION
4.3.1 Length of work
The study sought to have an idea on the background of the respondents. The first on the list
of catalogued general information was on the experience of the respondents. Of the 72
Questionnaires returned 30 of them had less than 5 years working experience with their
respective companies, representing 42% of the total respondents approached. Twenty-eight
(28) of the managers had between 11-15 years working experience, representing 39% of the
respondents. A low 12% had between 11 to 15 years working experience which constituted 9
managers among the lot. The last category was managers with more than 15 years working
experience which recorded 5 representing 7%. This is shown in figure 4.1 below.
Length of work with company
7%
12%
Less than 5years
42%
5-10 years
11 – 15 years
More than 15years
39%
Figure 4.1: Length of work with company
Source: Field survey, 2016
28
4.3.2 Organisation type
The next general information the study sought to know is the organizational type of the firms
in which the managers manned. 4 of the respondents worked for sole proprietorship firms, 4
for partnership firms, 64 for limited liability companies and none for joint venture firms. The
various organizational types have 5%, 6%, 89% and 0% respectively. Figure 4.2 graphically
shows the distributions accordingly.
Organizational Type
0%
5%
6%
Sole proprietorship
Partnership
Limited Liability company
Joint venture
89%
Figure 4.2: Organizational structure
Source: Field survey, 2016
29
4.3.3 Management Role
Further to above mentioned information, the study took interest in the managerial role each
manager occupies. The roles tabled were human resource which recorded 9 managers, plant
and equipment also recording 6, Quality had 5, health and safety polled 4,commercial
managers also recorded 27 and as well as managers who performed all roles which not
surprisingly had 21. The above is represented as 12, 8, 7, 6, 38 and 29 percentage wise
respectively. A graphical illustration is displayed in figure 3.3 below
Management Role
12%
Human resource
29%
8%
Plant and equipment
Quality
7%
Health and Safety
commercial
6%
38%
Figure 4.3: Management role
Source: Field survey, 2016
30
All the above.
4.3.4 Firm ownership
The study also enquired from respondents whether or not the firm owners also worked for the
firm, a significant 50 managers representing 69% said yes and 22 representing 31% said no.
figure 3.4 below paints the actual picture.
Firm Ownership
31%
Yes
No
69%
Figure 4.4 firm ownership
Source: Field survey, 2016
31
4.3.5 Range of employees
The number of employees a manager mans might to large extent affect the management style
and its effectiveness. To ascertain the truism in this statement the study asked the managers
the number of employees in their firms of operation. 29 respondents had less than 50
employees representing 40 % of the respondents whereas 12 representing 17 % had 50-150
employees. The last range category of more than 150 employees had 31 respondents
representing 43 %.This is illustrated in figure 3.5 below.
Range of Employees
40%
43%
Less than 50employees
50 – 150employees
More than 150employees
17%
Figure 4.5 Range of employees
Source: Field survey, 2016
32
4.3.7 Profession of firm owners
The last general information the study wanted to find out was the profession of the owners of
the firms the respondents worked for. Entrepreneurs top the list of firm owners according to
the respondents with 40 respondents answering in the affirmative representing 56% of the
population which was followed by engineers with 13 representing 18% of the population.
Quantity surveyors had 10 which is 14% of the population. 9 respondents had their firm
owners being another profession other than the above mentioned which constituted 12%.
Figure 3.7 throws more light on the distribution.
Profession of Firm Owners
12%
18%
Engineer
Quantity surveyor
14%
Entrepreneur
Others
56%
Figure 4.6: Profession of firm owners
Source: Field survey, 2016
33
4.4 IDENTIFYING THE POPULAR MANAGEMENT STYLES
The main research question posed in section B of the questionnaire was to explore the various
management styles as established by literature. The uniqueness about this study is that apart
from merely establishing the most used management style in the Accra metropolis .The
research also attempts to among other things establish respondents understanding of the
various characteristics that make the various management styles. This will to large extent
enable the study to conclude whether or not a management style is popular, it can boast of
certain desirable qualities which could be merged with others to come out with a hybrid
management style suitable for the industry. The respondents were asked to choose how often
they use a particular management style, this they did by telling how often they used the
characteristics pertaining to the style.
The Relative Importance Index (RII) tool is widely used for the analysis of the results
obtained in sections B and C. The RII has an ultimate score of 1.0 hence all RII scores
churned out for the various parameters will be compared to a bench mark score of 1.0. It
enables the study to know how popular a variable is as well as shed light on its importance if
need be.
34
4.4.1 Conservative management style
The conservative management style mainly comprised three main characteristics. The first of
which was the manager’s ability to preserve and roll onto other jobs technics which had
worked on previous jobs which was seen as second most popular trait in the conservative
style with a RII of 0.69. The middle characteristic was the ability of the manager to innovate
cautiously which had an RII score of 0.64 and the last of the characteristics was the
preservation of traditions which was the most popular and also deemed the most important
should you require the conservative approach. It had a RII score of 0.71.This to a large extent
suggests that even though managers are not oblivious of the other characteristics they are
most often tilted towards the traditional methods of doing things which could stem from their
tested and tried nature.
Table 4.1: Conservative management style
CONSERVATIVE MANAGEMENT STYLE
ITEM
CHARACTERISTIC
1.0
Preserve and extend whatever has worked before on my
RII SCORE
0.69
projects
2.0
Cautious in innovating and / or changing status quo.
3.0
Use traditions that preserve the strengths of the past.
Source: Field survey, 2016
35
0.64
0.71
4.4.2 Entrepreneurial management style
The manager’s ability to indulge in calculated risk during a project’s execution was tested for
under the entrepreneurial management style. The RII score was 0.77 surpassing respondent’s
appetite to pioneer new ideas on the field. It however was adjudged the less popular when it
was compared to respondents seeking the speedy growth of the organisation which recorded
RII scores of 0.71 and 0.80 respectively.
The results thus show that the managers resolve to minimise or completely avoid risk on a job
is important therefore the need to foresee certain misfortunes and put corrective measures in
place before they happen so as to minimise its impact. The result further reiterates the fact
that managers are not so keen in using their work places to champion new ideas which could
also be linked to parameter one since new ideas are potentially risky. They however attach
importance to rapid growth of their firms despite all the odds.
Table 4.2: Entrepreneurial management style
ENTREPRENUERIAL MANAGEMENT STYLE
ITEM
CHARACTERISTIC
RII SCORE
1.0
Indulge in calculated risk taking before embarking on a 0.77
decision
2.0
Pioneer new construction ideas on my construction site
0.71
3.0
Seek the rapid growth of the firm
0.80
Source: Field survey, 2016
36
4.4.3 Professional management style
The professional management style is also characterised by three characteristics. One would
expect that with the advent scientific approach to work in different fields, the construction
manager’s affinity to the scientific approach of management would come up tops on the
ranking.
However, even though the managers acknowledged the importance of science and the use of
sophisticated management tools which is evident in respective RII scores of 0.68 and 0.59. A
0.76 RII score was allotted to long term planning in their fields of endeavour. This suggests
that planning in the construction sector in the metropolis is deemed very important by the
managers and also presupposes they are gradually migrating from manual systems of work to
the scientific methods.
Table 4.3: Professional management style
PROFESSIONAL MANAGEMENT STYLE
ITEM
CHARACTERISTIC
RII SCORE
1.0
Adapt scientific optimisation oriented approach to 0.68
management.
2.0
Employ
sophisticated
management
tools
and 0.59
techniques.
3.0
Undertake long range planning.
0.76
Source: Field survey, 2016
37
4.4.4 Bureaucratic style
Recording a RII score of 0.83, accountability for works executed in the bureaucratic
management style was adjudged the most important according to the respondents. The
following are the other traits relating to the above mentioned style; orderliness at the work
place and formal rules and regulations which had an RII score of 0.78 and 0.81 respectively.
The study can therefore infer that the respondents hold in high regard the accountability of
the firm due to the fact that the industry is a profit driven one and guarding against losses is
paramount.
Table 4.4: Bureaucratic management style
BUREAUCRATIC MANAGEMENT STYLE
ITEM
CHARACTERISTIC
RII SCORE
1.0
Emphasize on orderly management.
0.78
2.0
Ensure accountability on all work activities
0.83
3.0
Formalisation of rules, regulations, and procedures
0.81
Source: Field survey, 2016
38
4.4.5 Organic management Style
The organic management style is noted predominantly by the following characteristics,
setting up teams to brainstorm on works concerning the firm, exhibiting intense commitment
to flexibility and being responsive to changes in the firm. Though the managers consider
these as important characteristics for their course of work they gave an RII score of 0.68, 0.69
and 0.68 respectively.
Construction is mainly composed of teams driven by gang leaders or team leaders; hence it
comes as no surprise that the managers saw it as the most important characteristic among the
three.
Table 4.5: Organic management style
ORAGANIC MANAGEMENT STYLE
ITEM
CHARACTERISTIC
RII SCORE
1.0
Show deep commitment to flexibility
0.68
2.0
Responsive to change.
0.69
3.0
Set Teams who and interact and give feedback based 0.68
on decision arrived
Source: Field survey, 2016
39
4.4.6 Authoritarian management style
The authoritarian management style as the name implies preaches discipline and respect for
authority and many other traits. For the purposes of this study, 3 main characteristics have
been considered namely; emphasis on discipline which has a RII score of 0.65, preference to
a standard style of ancient times also having a RII of 0.57 and the last being adoption of a
stern approach when the subordinates present a hostile environment recording an RII of 0.59.
Construction is a venture which dates back from the medieval ages and has most of its
materials having roots from decades back; hence there’s is a difficulty if managers
completely ignore the tenets of old, it therefore comes as no surprise that the managers tilted
to using standard styles.
Table 4.6: Authoritarian management style
AUTHORITARIAN MANAGEMENT STYLE
ITEM
CHARACTERISTIC
RII SCORE
1.0
Emphasis on discipline and obedience
0.65
2.0
Prefer standard style of ancient times
0.57
3.0
Adopt stern approach in firms with weak work ethic 0.59
and a hostile task environment.
Source: Field survey, 2016
40
4.4.7 Participative/ Democratic Management Style
On the face analysis one would expect that all the characteristics would get very high RII
scores since democracy is much acclaimed especially in the political circles as the best way
to lead or govern. However, in spite of the fact the respondents acknowledged through the
RII scores that it’s a very popular management style they had other ideas on its exponents.
The following are the characteristics and their corresponding RII scores; merging the
manager’s ideology with his subordinates had 0.81, building consensus on decision making
had 0.81 and finally fostering motivation and cooperation polled 0.84.
The managers backed the characteristic that conferring with your subordinates before a
decision is taken is very vital in their sight. This could partly be due to the fact that they want
to avoid mistakes in decision making since some subordinates may have experience in the
issue on board and therefore their contributions could not be overlooked.
Table 4.7: Participative management style
PARTICIPATIVE /DEMOCRATIC MANAGEMENT STYLE
ITEM
CHARACTERISTIC
RII SCORE
1.0
Merge my ideology with that of my subordinates.
0.81
2.0
Consensus-based decision-making.
0.81
3.0
Foster motivation and cooperation
0.84
Source: Field survey, 2016
41
4.4.8 Intuitive Management Style
The characteristics of the intuitive management style by their RII scores goes to suggest that
they are not popular in practice compared to the earlier observed characteristics. The main
characteristics are show of confidence in the experienced workforce with an RII score of
0.64, common sense should over ride scientific approach also with an RII score of 0.58 and
last but not the least making spontaneous judgements but allowing subordinates to learn on
their own also with an RII score of 0.57.
Table 4.8: Intuitive management style
INTUITIVE MANAGEMENT STYLE
ITEM
CHARACTERISTIC
RII SCORE
1.0
Show faith in experience.
0.64
2.0
Use common sense rather than scientific approach.
0.58
3.0
Make spontaneous judgments and allow subordinates to learn 0.57
on their own.
Source: Field survey, 2016
42
4.4.9 Familial Management Style
The familial as the name implies sees the whole work fraternity as a family. The main
characteristics are that it encourages cohesiveness and loyalty which had an RII score of 0.79,
also treating employees like family members, which also had an RII score of 0.78 and the last
parameter had to do with looking after employees very well and also recorded an RII score of
0.77.
Employees make a company’s clock tick; this is so because they are the main actors in any
working environment. The managers thought it wise to see to their employers needs first to
ensure that their managerial spells are successful.
Table 4.9: Familial management style
FAMILIAL MANAGEMENT STYLE
ITEM
CHARACTERISTIC
RII SCORE
1.0
Believe in cohesiveness and loyalty to organisation.
0.79
2.0
Treat employees like members of the family.
0.78
3.0
Look after the needs of employees.
0.77
Source: Field survey, 2016
43
4.4.10 Altruistic management style
The RII scores for the altruistic management style suggest that its characteristics are not
popular amongst managers. As shown in table 10.0, the idea that the organisation is for social
good scored 0.62, the philosophy that the firm exists only to make profit scored 0.63 and the
characteristic which champions a school of thought that this method is good for developing
societies scored 0.63.
The respondents are not ignorant of the style since every characteristic had a score; the
construction industry is a profit generating venture so it comes as no surprise that the profit
making idea appealed to the respondents. This could be linked to question 7 in section where
entrepreneurs were adjudged to the leading in terms of firm ownership.
Table 4.10: Altruistic management style
ALTRUISTIC MANAGEMENT STYLE
ITEM
CHARACTERISTIC
RII SCORE
1.0
Believe in the philosophy that the organisation is an 0.62
instrumentality of some larger social good.
2.0
Sees management as merely not for profit maximisation.
3.0
Adopt in developing societies that have embarked on major 0.63
nation building and poverty alleviation goals.
Source: Field survey, 2016
44
0.63
4.4.11 Results on ranking for all management styles
Table 4.11: popularity and importance scale
MANAGEMENT
1
2
3
4
5
TNR
TWS
STYLE
Participative/
MEAN RII R
SCORE
1st
0
2
13
33 24
72
295
0.82
Bureaucratic
0
4
15
26 26
72
291
0.81
2nd
Familial
0
4
22
26 21
72
280
0.78
3rd
Entrepreneurial
1
6
17
27 20
72
274
0.76
4th
Organic
4
9
20
30 9
72
247
0.69
5th
Conservative
1
11
23
31 6
72
246
0.68
6th
Professional
1
15
21
26 9
72
243
0.68
6th
Altruistic
8
11
22
26 5
72
226
0.63
8th
Authoritarian
8
15
22
22 5
72
217
0.60
9th
Intuitive
4
21
21
23 2
72
215
0.60
9th
Democratic
Source: Field survey, 2016
45
4.4.13 Discussion of results
The respondents had knowledge on all the management styles being studied which was
encouraging. The most popular amongst the lot was the participative or democratic style as
known in other circles. The respondents deemed it as the most important with an RII of
0.82.This could stem from the fact that most managers have adopted the listening approach
where managers and subordinates share ideas before decisions are taken.
The bureaucratic management style closely followed the participative in rank 2 with a RII
score of 0.81. This cements the fact that managers are used to formal and orderly ways doing
things rather than in a haphazard manner
The intuitive and the authoritarian management styles were adjudged the least popular
management styles according the Ghanaian construction managers and also regarded as the
least important among the styles recording an RII of 0.60.
The familial management style was ranked third with an RII score of 0.78 on the popularity
and importance scale which suggests that construction managers buy the idea of making the
workers feel at home by embracing family tenets in their managerial skills.
The fourth position is occupied by the entrepreneurial management style and recorded an RII
score of 0.76; this came as no surprise since the study also revealed that a greater percentage
of firm owners are entrepreneurs which might influence choice management styles. The
organic management style placed fifth on the ranking table with an RII score of 0.69 to
establish its status in the Ghanaian construction circles as the fifth most important
management style in the view of the construction managers in the Accra metropolis.
There wasn’t much to separate the conservative and professional management styles as all
had RII scores of 0.68 and together placed sixth on the ranking. This affirms the construction
46
manager’s acknowledgement of the need to integrate professionalism in his quest to execute
his or her project successfully without sacrificing tested and tried methods which are the
hallmark of the conservative management style.
Occupying the eighth most popular slot with a RII score of 0.63 is the altruistic management
style whose characteristics did not appeal to the construction managers perhaps due to its
inclination to the social fabric which may be alien to the Ghanaian setting.
Figure 4.8 below gives a picturesque idea of the distribution of the popularity and importance
of all the ten management styles under study.
0.90
0.80
0.70
0.60
0.50
0.40
0.30
0.20
0.10
0.00
MANAGEMENT STYLES
RII
Figure 4.7: Management styles
Source: Field survey, 2016
47
4.5 IDENTIFYING FACTORS TO CONSIDER WHEN CHOOSING MANAGEMENT
STYLES
The manager’s hunt to select a suitable management style is influenced by certain factors.
The study catalogued seventeen of these factors as literature has established and asked
managers to rank them in order of importance. The factors and the results for the ranking are
as shown in table 4. 13.
Table 4.12: Ranking of factors affecting choice of management styles
FACTORS
RII SCORE
RANK
1
Productivity of workers
0.88
1st
2
Discipline of the employees
0.83
2nd
3
Supervisory Approach
0.83
2nd
4
Chain of command (hierarchy)
0.83
2nd
5
Control mechanisms
0.81
5th
6
Number of employees
0.79
6th
7
Duration of the project
0.79
6th
8
Care for employees.
0.79
6th
9
Organisational interest first before that of workers
0.78
9th
10
Orderliness at work setting.
0.78
9th
11
Maintenance of team spirit
0.77
11th
12
Fairness
0.77
11th
13
Unity of direction (one plan one manager)
0.76
13th
14
Division of work
0.76
13th
15
Implementation of new ideas.
0.76
13th
16
Remuneration for employees.
0.75
16th
17
Culture of the area project is sited
0.70
17th
Source: Field survey, 2016
48
4.5.1 Discussion of results
Generally, all the factors were all deemed important. This is evident from the results obtained
from the field study compiled in table 13.0 above. None of the seventeen factors had a RII
score lesser than 0.70 which is a very strong indication of how the managers perceive these
factors.
However, as in indicated in table 13.0, the managers hold in high regard the productivity of
its workers and hence given it RII of 0.88 and placed first. There was no difference
established in terms of importance amongst three of the factors namely Employee Discipline,
the supervisory approach used by the manager and the order of command which all had a RII
Score of 0.83 and placed a joint second.
Recording a RII score of 0.81, mechanisms for control was adjudged by the respondents as
the fifth most important factor to consider when choosing a management style for
construction purposes.
Three other major factors which influenced the choice of management style is the number of
employees at the manager’s disposal, the duration allotted to execute the project on hand and
the care for employees together placed sixth on the importance scale with a RII score of 0.79.
This buttresses the importance managers attach to their human resource and time on a project.
The following results makes interesting discussing in that, the study reveals a shocking trend
where two factors join in one position in three consecutive ranks. This brings out the fact that
there isn’t much to choose between these factors as the respondents rank them with equal
measure in terms of importance.
In a joint ninth are orderliness at the work setting and placing organizational interest before
that of workers which both had RII scores of 0.78. In eleventh position on the scale are
49
maintenance of team spirit and fairness at the work place which both recorded RII score of
0.77 and the last are a triplet of factors involving unity of direction in terms of the manager’s
plan of action, division of work to maximize participation of all parties on site and the
implementation of new ideas which together placed thirteenth with a RII score of 0.76.
According to the respondents, employee remuneration and the culture of the people in which
the job is situated are the least important factors for consideration when choosing a
management style. They had RII scores of 0.75 and 0.70 respectively placing them on the
sixteenth and seventeenth positions accordingly. Figure 4.9 below is a graphical presentation
in bar chart of all seventeen factors against the relative important index scores.
50
RELATIVE IMPORTANCE INDEX
1.00
0.90
0.80
0.70
0.60
0.50
0.40
0.30
RII
0.20
0.10
0.00
Figure 4.8: Management styles ranking
Source: Field survey, 2016
51
CHAPTER FIVE
CONCLUSIONS AND RECOMMENDATIONS
5.1 INTRODUCTION
Catalogued in this final chapter are the summary of the findings of the study and the
conclusions drawn in relation to these findings. The chapter additionally recommends various
management styles suitable for use in the Accra metropolis and factors to consider before a
management style is settled on. Further to that the study also recommended specific areas of
study to delve into in subsequent research works.
5.2 SUMMARY OF FINDINGS
The study was motivated by the aim of identifying the various management styles popular in
construction firms in the Accra metropolis and factors affecting their selection with three core
supporting objectives, which are identifying the major management styles from literature,
identifying the popular management styles in Accra metropolitan construction firms and
finally to identify the important factors managers consider when choosing management
styles.
5.3 IDENTIFICATION OF THE MAJOR MANAGEMENT STYLES FROM
LITERATURE.
The study revealed that several types of management styles are in use. However, ten of them
were found to contain most of the desirable characteristics. They are participative, familial,
altruistic, authoritarian, professional, bureaucratic, entrepreneurial, conservative, organic and
intuitive management styles. The study further acknowledges the need to dwell on the
desirable characteristic and merge them to suit one’s working environment irrespective of the
names they bear.
52
5.4 IDENTIFICATION
OF THE
POPULAR MANAGEMENT
STYLES IN
GHANAIAN CONSTRUCTION FIRMS.
The participative management style is the most popular management style amongst
construction managers in the Accra metropolis. The style obtained an average RII score of
0.81 making it indisputably the most important management style in the metropolis. The
study can confidently conclude that construction managers prefer the listening management
style where contributions from other players are welcomed.
Despite the respondents desire to ensure an all-inclusive management, the manager has is
eyes still fixed on the profit generation which catapulted the bureaucratic management style
to rank 2 with an impressive RII score of 0.83.
The conclusion however, is that though some of the management styles had low RII scores
there is no denying the fact that some of their traits soared high in the ranking and therefore
managers could mix these traits despite its origin to achieve set goals in the industry.
Special mention can be made of characteristics which accumulated equal or higher than 70%
of the ultimate score of one such as seeking the rapid growth of the firm from the
entrepreneurial management style; treating employees like family members, believe in
loyalty to the organisation, placing employees need first which are all characteristics of the
familial management style; undertaking long term planning from the professional
management style and lastly preservation of old practices with a proven track record from the
conservative management style.
53
5.5 IDENTIFICATION OF THE IMPORTANT FACTORS MANAGERS CONSIDER
WHEN CHOOSING MANAGEMENT STYLES.
The stand out factor is the productivity of workers which had an impressively high RII score
of 0.88 .This buttresses the point that in the managers’ quest to his project goals, productivity
is the most paramount variable on his scale of preference. This could be because most project
successes are measured based on productivity.
Discipline of employees on site is greatly linked to how the supervisor does his work and
definition of hierarchy to show line of authority. The findings agree with the above assertion
in that all three factors with the above mentioned core values placed a joint second affirming
their inseparable nature and importance to the construction manager on site.
Further to the findings from the study, is that the number of employees on the job is as
important as the care you give to them which is evident from their RII score of 0.79 for each
and also reflected in the RII score of 0.75 for remuneration for the employees.
5.6 CONCLUSION
The study can conclude that the use of management styles in the Accra metropolis is very
popular amongst construction managers and that it very important for any construction
manager to select a management style he intends to use for a project since its importance
cannot be over looked.
The study concludes that management styles with characteristics which embrace allinclusiveness like the participative style are successful in the Accra metropolis. It further
buttresses the fact that styles which promote accountability without sacrificing the family-like
relationship between managers and subordinates are also preferred. Typical examples are the
familial and bureaucratic styles respectively.
54
It worthy of mention that the following five factors namely productivity of the workers;
employee discipline; methods of supervision; ways to control materials, labour and plant and
lastly a clear definition of chain of authority should be of utmost priority when choosing a
management style.
5.7 RECOMMENDATIONS
The following recommendations have been suggested taking cognizance of the findings of
the study with the aim of identifying the various management styles popular in construction
firms in the Accra metropolis and factors affecting their selection.
5.7.1 Recommendation on management style
The study recommends the use of the desirable characteristics of the various management
styles instead of sticking to a prevalent management style whose tenets might not suit the
demands of the day.
5.7.2 Recommendation on factors for consideration
The study recommends that the manager deduces a way to measure the actual effect of the
suggested factors on his management style on project by project basis since the construction
industry is very dynamic and the probability of the factors changing on another project might
be very high
55
5.7.3 Recommendations for further studies
Further to the above mentioned recommendations, the study proposes that subsequent studies
be conducted on the influence of the high ranking factors on management style. A study of
such nature is important because it will enable the industry to quantify the effect of factors
such as productivity, discipline of employees and the others on management styles.
56
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64
APPPENDIX
QUESTIONNAIRE
KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY
COLLEGE OF ART AND BUILT ENVIRONMENT
DEPARTMENT OF BUILDING TECHNOLOGY
Dear Sir/Madam,
QUESTIONNAIRE SURVEY: AN EXPLORATION OF MANAGEMENT STYLES USED
IN GHANAIAN CONSTRUCTION FIRMS
I am currently undertaking a study aimed at exploring management styles in the Ghanaian
Construction Industry using existing and proposed constructs.
In addressing the stated aim, I am conducting a questionnaire survey to solicit information
from managers in the construction industry. This study will help profile the styles that exist in
the Ghanaian Construction Industry and offer suggestions on factors to consider when
selecting management styles.
This study is solely for academic purposes and your responses will be treated as STRICTLY
CONFIDENTIAL. Participating organizations will be provided with the findings of the study
upon request.
I would like to thank you for accepting to assist and cooperate towards this study.
Yours Sincerely,
Kofi Damoah Baffoe
Dr Joseph Kwame Ofori-Kuragu
MSc Student
Project Supervisor
Mobile: 024 2334703/ 0261824698
Department of Building Technology
Email: [email protected]
KNUST - Kumasi
65
SECTION A: DEMOGRAPHIC INFORMATION
(Please choose your option by clicking its corresponding box)
1. How long have you been working with your current company?
☐ Less than 5years
☐ 5 – 10years
☐ 11 – 15 years
☐ More than 15years
2. Please indicate your organizational type?
☐ Sole proprietorship
☐ Partnership
☐ Limited Liability company
☐ Joint
venture
3. What management role do you play in your company?
☐ Human resource
☐ Plant and equipment
☐ Quality
☐ Health and Safety ☐
☐ All the above.
Commercial
4. Are the owner(s) of this firm also workers in the firm?
☐ Yes
☐ No
5. Please indicate the range of employees in your firm?
☐ Less than 50employees
☐ 50 – 150employees
150employees
6. In terms of numbers which gender dominate in your organization?
☐ Males’ ☐ Females
7. What is the profession of the owner(s) of the firm?
☐ Engineer ☐ Quantity surveyor
☐ Entrepreneur
☐ if others please specify…… varied…………………..
66
☐ more than
SECTION B: MANAGEMENT STYLES ASSESMENT INSTRUMENT.
The table below shows alternative Management strategies used by managers. Kindly rank the
following variables according to how often you use them, Using:
1= Never used 2= Rarely used 3= Not particular about style 4 = used many times 5 = Used all
the time
SN
1
A
B
C
2
A
B
C
3
A
B
C
4
A
B
C
5
C
D
B
VARIABLES
1
CONSERVATIVE
Preserve and extend whatever has worked before
☐
on my projects
Cautious in innovating and / or changing status
☐
quo.
Use traditions that preserve the strengths of the
☐
past.
2
3
4
5
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
and ☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
ORGANIC
Show deep commitment to flexibility
☐
Responsive to change.
☐
Set Teams who and interact and give feedback ☐
based on decision arrived
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
ENTREPRENUERAL
Indulge in calculated risk taking before embarking ☐
on a decision
Pioneer new construction ideas on my ☐
construction site
Seek the rapid growth of the firm
☐
PROFESSIONAL
Adapt scientific optimisation oriented approach to ☐
management.
Employ sophisticated management tools and ☐
techniques.
Undertake long range planning.
☐
BUREAUCRATIC
Emphasise on orderly management.
Ensure accountability on all work activities
Formalisation of rules, regulations,
procedures
67
SN VARIABLE
6
AUTHORITARIAN
1
2
3
4
5
A
Emphasise discipline and obedience.
☐
☐
☐
☐
☐
B
☐
☐
☐
☐
☐
☐
☐
☐
C
☐
Prefer standard style of ancient times
Adopt stern approach in firms with weak work ☐
ethic and a hostile task environment.
7
PARTICIPATIVE/ DEMOCRATIC
A
Merge my ideology with that of my subordinates.
☐
☐
☐
☐
☐
B
Consensus-based decision-making.
☐
☐
☐
☐
☐
C
Foster motivation and cooperation
☐
☐
☐
☐
☐
8
INTUITIVE
Show faith in experience.
☐
Use common sense rather than scientific ☐
approach.
Make spontaneous judgments and allow ☐
subordinates to learn on their own.
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
cohesiveness and loyalty to ☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
☐
A
B
C
9
A
B
C
10
A
B
C
FAMILIAL
Believe in
organisation,
Treat employees like members of the family.
Look after the needs of employees.
ALTRUISTIC
Believe in the philosophy that the organisation is ☐
an instrumentality of some larger social good.
Sees management as merely not for profit ☐
maximisation.
Adopt in developing societies that have ☐
embarked on major nation building and poverty
alleviation goals.
68
SECTION
C:
IDENTIFYING
FACTORS
TO
CONSIDER
WHEN
CHOOSING
MANAGEMENT STYLES
The following critical factors have been identified to generally influence the selection of a
management style in construction firms. With your experience in construction how do these
factors contribute to your selection of a management style? Rank your contribution on a 1 – 5
scale
1= strongly disagree 2= Disagree 3= Neutral 4 = Agree 5 = strongly agree
Item
Factors
affecting
the
selection
of 1
2
3
4
5
management styles
1
Control mechanisms
☐
☐
☐
☐
☐
2
Discipline of the employees
☐
☐
☐
☐
☐
3
Supervisory Approach
☐
☐
☐
☐
☐
4
Unity of direction ( one plan one manger )
☐
☐
☐
☐
☐
5
Organisational interest first before that of ☐
☐
☐
☐
☐
workers
6
Remuneration for employees.
☐
☐
☐
☐
☐
7
Division of work
☐
☐
☐
☐
☐
8
Duration of the project
☐
☐
☐
☐
☐
9
Chain of command ( hierarchy)
☐
☐
☐
☐
☐
10
Orderliness at work setting.
☐
☐
☐
☐
☐
11
Care for employees.
☐
☐
☐
☐
☐
12
Implementation of new ideas.
☐
☐
☐
☐
☐
13
Maintenance of team spirit
☐
☐
☐
☐
☐
14
Fairness
☐
☐
☐
☐
☐
15
Productivity of workers
☐
☐
☐
☐
☐
16
Culture of the area project is sited
☐
☐
☐
☐
☐
17
Number of employees
☐
☐
☐
☐
☐
Thank you for your time
69