FACULTY OF ARCHITECTURE,

PLANNING AND SURVEYING

[CMA 442]

ASSIGNMENT
MANAGING PEOPLE IN CONSTRUCTION
ORGANIZATION

GROUP MEMBERS ID
MOHAMED FIRDAUS BIN HUSSEIN 2021271716
NURUL MAISARAH BT ROSLEE 2021223834
NOR SYAZLINA BT OTHMAN 2021647598
ROZIEZIANA BT HUD 2021654996
NOOR AZIRAH BINTI ISMAIL 2021439086

PREPARED FOR:

DR. SITI HAWA BT. MOHD KASMURI

DATE OF SUBMISSION:

30 JUN 2024
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

NO TABLE OF CONTENT PAGE

ABSTRACT 2
ACKNOWLEDGEMENT 3
1.0 INTRODUCTION 4
2.0 LITERATURE REVIEW
2.1 ETHICAL BLINDNESS IN THE CONSTRUCTION INDUSTRY 5
2.2 THE FRAUD TRIANGLE THEORY 6
2.3 FACTORS INFLUENCING ETHICAL BLINDNESS IN DEFECT MANAGEMENT 7
2.4 STRATEGIES FOR PROMOTING ETHICAL AWARENESS AND 8
ACCOUNTABILITY
3.0 RESEARCH METHODOLOGY 9
4.0 FINDINGS 10 - 17
5.0 CONCLUSION 18
REFERENCES 19

1
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

ABSTRACT

This report explores the critical aspects of identifying and effectively managing defects in
construction projects, focusing on the roles and responsibilities of organizational personnel.
Defects in construction can lead to significant costs, delays, and safety hazards if not addressed
promptly and efficiently. Therefore, understanding how to identify, report, and rectify defects
is crucial for ensuring the quality and safety of completed structures Key topic covered in this
report including defect identification which is methods and techniqus for recognizing various
types of defects during different stages of construction, from initial groundwork to final
finishing. Emphasis is placed on proactive measures such as quality control checks, regular
inspections, and the use of advanced technology like drones and sensors. Besides, the
importance of establishing clear and efficient reporting channels within the organization is
important to ensure defects are documented accurately and communicated to relevant
stakeholders. This section also discusses the integration of digital platforms for real-time
reporting and tracking of defect resolution progress. .This report provides a comprehensive
framework for organizational personnel involved in construction projects to enhance their
ability to identify, report, and manage defects effectively. By adopting proactive measures and
leveraging modern technologies and best practices, organizations can mitigate risks associated
with defects, thereby improving overall project outcomes and stakeholder satisfaction.

2
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

ACKNOWLEDGEMENTS

I would like to express my sincere gratitude to all those who contributed to the completion of
this report on defects identifying and handling in construction work. Special thanks to
interviewee from each profesional position for generously sharing their insights and expertise
during the interviews conducted for this research.

Their valuable inputs and perspectives provided a deep understanding of the challenges and
best practices in defect management within construction projects. The cross-summary of
interview results with other groups enriched the content of this report, ensuring its relevance
and comprehensiveness for organizational personnel involved in construction management.

Their willingness to participate and share their experiences has been instrumental in shaping
the recommendations and strategies outlined in this report. Their contributions are greatly
appreciated and have significantly enhanced the quality of this work.

Thank you once again to all who contributed to this endeavor.

3
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

1.1. INTRODUCTION

In the dynamic landscape of construction projects, the effective identification and management
of defects play a pivotal role in ensuring the successful delivery of high-quality, durable
structures. Defects in construction can manifest at various stages, from initial groundwork to
final finishing touches, and their impact can range from minor nuisances to significant risks
affecting project timelines, budgets, and overall safety.

This report addresses the critical importance of defect identification and handling within the
context of construction management. It aims to equip organizational personnel with
comprehensive knowledge and practical strategies to proactively identify, report, and resolve
defects throughout the project lifecycle.

Understanding what constitutes a defect and how to differentiate between types of defects is
foundational.

The roles and responsibilities of various stakeholders, including site managers, project
engineers, quality assurance teams, and subcontractors, are pivotal in ensuring defects are
promptly addressed. Clear communication channels and effective reporting mechanisms are
crucial for documenting defects accurately and facilitating timely resolution.

Moreover, this report emphasizes the importance of proactive defect management strategies,
including prioritization based on severity, collaborative problem-solving approaches, and
continuous improvement initiatives. By analyzing root causes, implementing corrective
actions, and learning from past experiences, organizations can enhance their defect prevention
and resolution capabilities.

Ultimately, the goal of this report is to empower organizational personnel with the knowledge,
tools, and best practices necessary to uphold quality standards, mitigate risks, and achieve
successful project outcomes. Through proactive defect management, construction
professionals can foster a culture of excellence and reliability, ensuring that every project meets
or exceeds expectations in terms of safety, quality, and client satisfaction.

4
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

2.0 LITERATURE REVIEW

2.1 ETHICAL BLINDNESS IN THE CONSTRUCTION INDUSTRY

Numerous factors impact ethical blindness in the construction sector. The ethos of construction
companies frequently places efficiency and cost-cutting over moral considerations,
normalizing immoral behaviour. According to Martin et al. (2021), a strong profit-driven
culture has a major impact on employees' ethical behaviour and frequently results in ethical
compromises in construction organizations. The way that management and leadership are
conducted is crucial in establishing moral guidelines. Ethical blindness can be exacerbated by
poor leadership, which can leave clear ethical rules lacking. According to Den Hartog and
Belschak (2022), moral leadership has a critical role in creating an ethical environment in
businesses, which in turn affects the moral conduct of employees. Blindness to ethical issues
is also a result of industry standards and practices.

The competitive and intricate supply networks in the construction sector are well-known for
encouraging unethical behaviour like bid-rigging, bribery, and labour abuse. According to
Bowen et al. (2019), the construction industry's competitive pressures frequently result in
ethical compromises, with unethical behaviour being reinforced by industry norms. Individual
characteristics also come into play, such as moral disengagement, cognitive biases, and
personal ideals. People may justify immoral behaviour to further their own or their
organization's objectives. Gino et al. (2020) highlights the importance of individual psychology
in moral decision-making as they address how cognitive biases might result in unintentionally
unethical behaviour.

To effectively combat ethical blindness in the construction sector, a multidimensional strategy

incorporating several crucial tactics is needed. First, putting in place thorough ethics training
programs can assist staff members in identifying and resolving ethical dilemmas. The
significance of ethics education in raising ethical consciousness and decision-making is
emphasized by Valentine and Fleischman (2021). Second, morally sound leadership is crucial.
It is imperative for leaders to exhibit their dedication to moral behaviour by establishing
unambiguous ethical guidelines and standards. The function of ethical leadership in fostering
an ethical company culture is examined by Brown and Treviño (2019). Third, unethical
behaviour can be reduced by fortifying legal frameworks and guaranteeing the tight
enforcement of moral principles.

5
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

2.2 THE FRAUD TRIANGLE THEORY

Donald Cressey, a criminologist, created the Fraud Triangle Theory in the 1950s to provide a
framework for comprehending the elements that influence someone to commit fraud. Three
things must happen for fraud to happen, according to the theory: opportunity, pressure, and
rationalization. This survey of the literature integrates the most recent findings and viewpoints
as it explores the development, use, and criticisms of the Fraud Triangle Theory.

The three components of the Fraud Triangle are opportunity, pressure, and reasoning. The term
"pressure" describes the drive or temptation to commit fraud, which might be brought on by
personal vices like gambling, unreasonably high-performance standards at work, or financial
hardships. Recent research, like that done by Murphy and Free (2022), shows how financial
strain and economic downturns can put a great deal of strain on people, which increases the
likelihood of fraudulent activity. Opportunities occur when people believe they have a chance
to conduct fraud without being discovered, frequently because of subpar organizational
structures, lax oversight, and insufficient internal controls.

According to a study by Dorminey et al. (2021), new potential for fraud have been brought
about by technology improvements and distant work situations, demanding revised control
mechanisms. People rationalize their dishonest behavior to defend their acts. They might
persuade themselves that their actions are appropriate because they feel they are being treated
unfairly, because they are merely "borrowing" the money, or because they have a sense of
entitlement. Jones and Kavanagh's research (2020) examines how organizational and cultural
norms impact the reasoning process and demonstrates how environments that overlook little
ethical transgressions can result in larger fraud.

The Fraud Triangle Theory continues to be a fundamental paradigm for comprehending

fraudulent activities, offering significant perspectives on the interaction between coercion,
chance, and justification. The dynamic character of fraud, however, because of shifting
organizational structures and technology advancements, calls for constant modification and
improvement of the theory. Researchers and practitioners can improve the efficacy of fraud
prevention and detection measures and fortify organizations against fraudulent actions by
integrating criticisms and extensions.

6
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

2.3 FACTORS INFLUENCING ETHICAL BLINDNESS IN DEFECT MANAGEMENT

The term "ethical blindness" in defect management describes a person's or an organization's
incapacity to detect or confront moral dilemmas pertaining to finding, disclosing, and fixing
flaws in building projects. This may result in poor quality work, more dangers to one's safety,
and monetary losses. Using the most recent findings and viewpoints, this literature review
investigates the elements that lead to ethical blindness in defect management.

Defect management's ethical blindness is influenced by several important factors. Ethical

behavior in construction companies is heavily influenced by company culture. Ethical
blindness can arise from a culture that puts efficiency and cost savings ahead of ethical and
quality concerns. According to recent research by Fang et al. (2022), companies with a strong
profit-driven culture frequently ignore ethical aspects of defect management in favour of cost
minimization over quality assurance. Climate of ethics and leadership are also very important.
Leadership establishes moral expectations and standards; ineffective leadership can lead to
imprecise moral standards and a lack of accountability. According to Zhang and Liu's (2021)
research, moral leadership plays a critical role in creating an ethical culture within construction
companies, which in turn affects workers' perspectives on defect management.

Pressures from the competition and industry standards make ethical blindness even worse.
Tight deadlines and fierce competition in the construction sector might force businesses to
make compromises and ignore flaws to stay within budget and schedule. Bowen et al. (2019)
claim that industrial norms occasionally encourage unethical behavior, and that competitive
pressures frequently result in ethical concessions in defect management. Ethical blindness is
also influenced by individual characteristics such as moral disengagement, cognitive biases,
and personal ideals. People may justify immoral behavior to further their own or their
organization's objectives. Gino et al. (2020) highlights the importance of individual psychology
in ethical decision-making and address how cognitive biases might result in inadvertent ethical
failures in defect management.

7
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

2.4 STRATEGIES FOR PROMOTING ETHICAL AWARENESS AND

ACCOUNTABILITY
Establishing a culture of integrity and discouraging unethical behaviour inside organizations
requires promoting ethical knowledge and accountability. This overview of the literature
examines the many approaches that have been put forth and put into practice to improve ethical
consciousness and responsibility, based on current studies and industry best practices.
Raising knowledge of ethical norms and expectations inside organizations requires
comprehensive ethics training programs. These kinds of programs assist staff members in
realizing the consequences of their behavior and the value of upholding moral standards.
According to Valentine and Fleischman (2021), consistent, well-organized ethics training
improves staff members' capacity to identify and resolve moral dilemmas, which in turn
promotes a more moral workplace culture. A variety of subjects, such as conflict of interest,
preventing fraud, and ethical decision-making procedures, should be included in effective
ethics training. Role-playing, case studies, and conversations are interactive techniques that
work especially well at keeping employees interested. According to Treviño et al. (2020),
incorporating real-world scenarios and problems into training sessions aids in employees'
comprehension of the intricacies involved in making ethical decisions.
Establishing a culture of integrity and setting the tone at the top require ethical leadership.
Leaders that conduct themselves morally and give morality priority set an example for their
staff. According to Brown and Treviño (2019), moral leaders who communicate ethical
principles in a clear and consistent manner have an impact on employee behavior and company
culture. The cultivation of an ethical climate in which moral action is valued is facilitated by
ethical leadership. Increased accountability, openness, and trust within the company may result
from this. According to research by Zhang and Liu (2021), moral leadership has a favourable
effect on workers' moral conduct by reducing unethical activities and raising ethical awareness.
A multimodal strategy that includes thorough ethics training programs, ethical leadership,
transparent ethical policies, efficient reporting channels, and frequent ethical audits is needed
to promote ethical awareness and accountability inside firms. Using these measures,
organizations can cultivate an environment of integrity, bolster trust, and reduce the likelihood
of unethical conduct.

8
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

3.0 RESEARCH METHODOLOGY

The theoretical framework of this research was developed upon the findings of previous studies
outlined of this report, combining interview collection, analysis with thematic table research
and cross case summary. This approach was chosen to ensure a comprehensive understanding
of construction defects from multiple perspectives.
(i) Leadership Style
 Transformational Leadership Style
 Transactional Leadership Style
(ii) Organizational Performance
 Project Performance
 Business Performance

A set of questionnaire interview was created to gather responses for the research. This project
measurements were adapted from Ts. Dr. Hafizah and the data collection followed a traditional
approach where respondents were individually interviewed, and their responses were recorded.
The interviews were conducted face-to-face and monitored during survey sessions with group
members from various companies. The chosen organizations were selected from a variety of
positions, ranging from contractors, to take part in the survey and provide answers. There are
5 professional resources from different projects and position in the interview selection. The
Project Manager, Engineer planner, Quantity Surveyor and Resident Architect has been
selected to offer valuable insights into the management of defects encountered in projects. They
are chosen to discuss practical challenges and defect rectification from the contractor’s
viewpoint. Each interview lasted between 30 to 60 minutes and was recorded and transcribed
for detailed analysis.

The queries in the interview session embody aspects characteristics of timeless, uncertainty,
personal development, accountability, opportunities, rationalizations, and contributions which
consists of 9 questions total. Here is an in-depth rationale on the importance of rectifying these
deficiencies: Rectifying deficiencies in construction is essential to guarantee the quality, safety,
and longevity of structures. It also carries significant consequences for financial control, project
schedules, and the standing of construction companies.

In this study, deficiencies in construction play a vital role for several reasons, as they have a
substantial influence on the quality, safety, expenses, and overall achievement of construction
endeavours. By giving priority to defect prevention and control, the construction sector can
provide safer, more dependable, and environmentally friendly buildings, serving the best
interests of all parties engaged.

The transformational leadership style is exemplified by five outcomes, while the transactional
leadership style is represented by three outcomes. These outcomes are categorized into several
dimensions: Educational, Indecision, Personal Growth, Liability, and Suggestions in managing
people in a construction organization.

9
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

4.0 FINDINGS
An interview has been conducted with professionals from various positions within the civil and
construction sectors to explore their experiences in identifying and managing defects during
and after construction projects. The objective was to gain insights into the challenges, practices,
and strategies employed in defect management across different roles.

4.1 Single Cross Summary

CODE PROFESSIONAL ROLES

RA Resident Architect
CM Construction Manager
PL Planner
CE Civil Engineer
IOW Inspector Of Work

We were able to create a single case summary that included the theme and sub-theme, as
indicated in the table below, because we had performed a few series of interviews for our case
study to gather data for theme and sub-theme:

Table 1.0: List of Theme and Sub-theme for Single-case Interview (Group 2).
THEME & SUB-THEME FINDING BY GROUP 2
THEME SUB-THEME
Educational Knowledgeable
Experience
Rationalisation
Indecision Ethical Blindless
Procedures
Work Ethics
Personal Growth Motivation
Opportunity
Liability Responsibility
Negligence
Suggestions Recommendation
Personal Opinion

10
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

4.2 Cross-case Interview within Groups Findings

Based on the findings from the interviews conducted on managing and identifying defects in
construction projects, several key insights and observations can be highlighted. Interviews
reveal a complex landscape where multiple factors intersect to influence how defects are
managed and identified in construction projects. From ethical dilemmas to procedural
challenges, the findings underscore the need for comprehensive strategies that prioritize quality
assurance while balancing project constraints and stakeholder expectations.

1. Accurancy
Decision Making
 I would say the party that always overlooks the defect is the contractors. Because
normally the contractor's focus is to complete the construction on time. So, they
kind of try to hide it so that they can focus it on time within the budget and schedule
time. (CE).
 There is a shared responsibility among various stakeholders, including workers,
supervisors, and inspectors, each playing a role in defect management (PL)

Roles and Responsibility: "Normally it will be the project manager who will overlook
or downplay defects in construction project" (S1-2)

“Ultimately, we had to navigate the delicate balance between meeting project

requirements and ensuring the safety and integrity of the structure”. (S2-6)

“So, it’s advisable to just tell them it is impossible accept to overlook the defects.”(S4-
Q5-02)

2. Costing:

Time and Budget Constraints: These are major factors influencing the decision to
overlook defects. In many cases, defects in less visible areas or those deemed non-
critical might be ignored to avoid delays or additional costs (PL).
Cash flow contribute: "our company combination wise we will need to deliver the
product to the end user or we can call it a VP vacant position in order to get better cash
flow in in a very critical period so I think this is the things that contribute to the situation
where the defect management within our organization being destructed." (S5-12)
Budget: "Okay I agree with this statement whereby the deadlines and budget
constraints is often the main issue for projects that causing we that causes the
consequences where we cannot put too much on the defect management." (S5-13)

“The most project pressures because of the budget constraints. It is because cost for
repairing the defect need to include as a item in the project budget.” (S3-9)

11
CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

External Factors: Issues such as weather conditions or supply chain disruptions are
sometimes used to rationalize the presence of defects (IOW).

3. Indecision

Ethical Dilemmas: “Pressure to meet deadlines and client expectations can lead to
compromises in defect management, highlighting an ethical dilemma between quality
assurance and project delivery “(PL, IOW)

Irresponsible: “Even though, the defect has been marked by site in charge or inspector,
they simply can minimize the mark or just remove that mark based on how bad the
defect is.”

Human Factors in Work Errors: "than that I think it was also because of human area
because you know some of them will tired, overlooking and also laziness at
least all will affect it's not causing it to purposely hide from the parties but it's because
of their laziness they are not being detailed enough to realize the defects." (S5-10)

Risk Management in Construction Projects: “We have done the rectification of the
defect but it usual can’t meet the satisfaction until we repeat several times” (S2-2)

Blind Spots: “There are instances where defects are concealed or downplayed due to
oversight or the desire to avoid conflict” (RA-14, CE 10).

Ethical Blindless: “Pressure to meet project deadlines or budget constraints. In the

fast-paced world of construction, there's often a race against the clock to get projects
completed on time and within budget. This pressure can sometimes lead to
corners being cut or issues being overlooked in the interest of meeting those
deadlines or financial goals.” (S2-2)

4. Policy Procedures and Practices:

Skill of practices: “There were occasions where the defects were minor; for example,
scratches on the walls or doors which the subcontractors request us to ignore as the
rectification involved repainting/restoration of a larger surfaces beyond the actual
scratches. As mentioned earlier, these minor defects were rectified, in line with our
policy in doing things right.” (S1-Q2)

12
CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

Standard Operating Procedure (SOP)

“For example. We see a minor crackling on our precast element. And this because of
stacking element during demoulding not follow rules or not properly stacking up. So
yeah, we can ask worker to repairing works for that element base on what we are
identifying defect.” (PMA-1)

“For example, of half slab precast product if that designed on drawing required said
that thickness need to half casting within 70mm thickness, but during the post
concreting checking got 60mm thickness and not follow required by from drawing. So,
in this case our supervisor concludes that this can be not have major issue, due of later
at site will have full casting overall with thickness slab 150mm overall, so at site later
client can cast top-up overall the thickness concrete.” (PMA-R)

Guideline Controls :“It usually goes unnoticed or unaddressed if there is not

proper guideline or checklist to inspect each element, point by point or there is an
ambiguity to the finalquality, which is desired."

5. Recommendations and Suggestions:

Efficiency in decision making and action: “We can divide the defect by 2, which are
major defect and minor defect. When the deadline are just around the corner, we will
put a prioritised to a certain defect which is major and we will do the minor defect after
handover key to client. So that we
can keep up the dateline” (S2-3)

Prompt Action: “All contractors should put in place a proper mechanism addressing
defects rectifications from the start of the project.”(S1-Q21)

Quality Control Protocol: “Compromises with JKR and HPUPM were reached
whereby we were to attend to the major defects which affect the operation of the
Hospital for the purpose of issuance of the certificate of practical completion (CPC)
and completing the outstanding works. Whilst the remaining minor defects were
rectified within 3 months upon CPC.

Examples of major defects:

• Leaking of water supply pipes in the ceiling.
• Leaking of the ceiling from the flat roof and toilets above.
• Wrong room pressure to isolation rooms.
• Power supply trippings.

13
CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

Examples of minor defects:

• Scratches and spots on the walls.
• Scratches and spots on the doors.
• Stains on ceiling boards.
• Stains on the floor.
• Stains on sanitary appliances.

6. Personal Growth and Learning:

Stimulation in career development: “The presence of skilled manpower also plays a
crucial role in shaping a positive attitude towards defect management and decision-
making. Therefore, having skilled manpower is paramount in mitigating the impact of
project pressures” (PL-6.3)

Right set of circumstances:“So nowadays we have a very good way of

communications. We have a whatsApp channel groups, emails, and any other ICT
context” (RA-13)

14
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

Table 2.0: The Result of Cross Case analysis conducted by 5 group case study
THEME - SUB-THEME

GROUP 1 GROUP 2 GROUP 3 GROUP 4 GROUP 5

PERSONAL OPINION EDUCATIONAL OBSERVATION UNCERTAINTY WORKING

- INFLUENCE - KNOWLEDGEABLE - PLANNING - PRECAUTION ENVIROMENT
- WORKFLOW - EXPERIENCE - DOCUMENTATION - TOLERANCE -PRESSURE
- DEFICIENCY IN - RATIONALISATION - COMMUNICATION - RESCHEDULE
TECHNICAL - INTERACTION - EVIDENCE - CONFLICT
KNOWLEDGE - PRESSURE CRITICZIE
- ETHICAL
- FOCUSING -INSPECTION
- WORK SATISFIES -MONITORING DELIMMA
INTERESTS AND -PRIORITY
TALENTS -CONSTRAIN - ETHICAL
- OBLIGATION
- DEADLINE BLINDLESS
- REPORTING
-CHALLENGES
-MOTIVATION

DECISION MAKING INDECISION QUALITY TIMELINE PERSONAL

- ROLES AND - ETHICAL DILEMA -RESPONSIBILITY - PRESSURE OPINION
RESPONSIBILITY - ETHICAL -DOCUMENTATION - DEADLINE -LOGICAL MIND SET
- STRATEGIES BLINDNESS -COMMUNICATION - ARRANGEMENT -DERELICTION
- COOPERATION - PROCEDURES -WORKFLOW - COOPERATION
- QUALITY OF - WORK ETHICS -INSPECTION
WORKMANSHIP -DATELINE
- LACK IN -OPPORTUNITY
INFORMATION - ORGANIZATION
- LEADERSHIP

ETHICAL BLINDNESS PERSONAL GROWTH CULTURE EDUCATION PROFIECIENCY

- SITUATIONAL - MOTIVATION - PRESSURE - MOTIVATION - RESPONSIBILITY
FACTORS - OPPORTUNITY - CONFLICT - OPPORTUNITY - EXPERIENCE
- IRRESPONSIBLE - CONSTRAIN
- HUMAN FACTORS IN - IMPACT
WORKS ERRORS - DOWNPLAY
- CULTURE
- PRIORITY
- DEFECT
- INDICISION
- INFLUENCE

ETHICAL DILEMMA LIABILITY RECOMMENDATION PSYCHOLOGICA ACCURANCY

- ORGANIZATIONAL - RESPONSIBILITY - CONFLICT PERSPECTIVE - DECISION MAKING
WRONGDOING - NEGLIGENCE - IMPLEMENTATION -RECOMMEN- - RELIABLE
- RISK MANAGEMENT - REVIEW DATION - EXAMINATE
IN CONSTRUCTION - LEADERSHIP - PERSONAL PROBLEM
PROJECTS - TRAINING OPINION -
- IMPROVEMENT EXPERIENCE

15
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

RATIONALISATION SUGGESTION COMPANY VALUES POLICY

- ACCEPTANCE -RECOMMEN- - PROACTIVE -STANDARD
- EXPERIENCE & -RESPONSIIBILITY - OPERATING
EXPERTISE DATION CLIENT PROCEDURE (SOP)
- TIME MANAGEMENT -PERSONAL SATISFACTION
AND DATELINES - ACCOUNTABILITY
OPINION
- INCOMPLIANT

EFFICIENCY SURVEILLANCE
- FUTURE CHALLENGE - PASS OVER
-MONITORING OBSERVATION
-ENFORCEMENT - MONITORING TASK
-IDENTIFYING AND - COMMUNICA-
ADRESSING ISSUES TION
BREAKDOWN -
PROBLEM SOLVING

COSTING RATIONALISM
- COST-DRIVEN - INSPACTION
COMPROMISES IN EVATION
QUALITY
CASH FLOW
CONTRIBUTE
-BUDGET

PRESSURE MOTIVATION
OPERATIONAL IN - ADVICES
EFFICIENCY

16
CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

Table 3.0: New Theme & Sub-Theme

NEW THEME NEW SUB-THEME

- KNOWLEDGEABLE
- EXPERIENCE
INSTRUCTIONAL
- RATIONALISATION
- RESPONSIBILITY
- ETHICAL DILEMA
- ETHICAL BLINDNESS
- PROCEDURES
HESITANCY
- WORK ETHICS
- URCENTAINTY
- TIME AND BUDGET CONSTRAIN
- MOTIVATION
PERSONAL EMPORWERMENT
- OPPORTUNITY
- RESPONSIBILITY
COMPLIANCE
- NEGLIGENCE
- RECOMMENDATION
ENDORSEMENT - PROPOSAL
- SUGGESTION

17
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

5.0 CONCLUSION

Based on the insights gathered from interviews regarding the handling and identification of
defects in the construction industry, several key conclusions can be drawn:

Common Scenarios in Defect Identification and Rectification Based on Findings

Procedural Compliance
Professionals often adhere strictly to approved method statements and Quality of Workmanship
(QLASIC) requirements. This adherence can sometimes lead to overlooking or rationalizing
defects that fall within acceptable standards. QLASSIC assesses the workmanship of
contractors and broader quality assurance for building construction, which has led to
improvements in the quality of both contractors 5 and overall construction work.

Communication Challenges
Defects may go unnoticed or unaddressed due to breakdowns in communication among various
stakeholders, including contractors, consultants, and clients as the findings from the case are
mostly lead to lack of communications

Time and Resource Constraints:

Pressures to meet project deadlines and budget limitations frequently result in prioritizing
construction progress over defect rectification.

Resource Allocation: Allocate adequate time, manpower, and budget specifically for defect
management to prevent compromises in quality due to time or financial constraints.

Training and Education: Provide continuous training for all involved in defect identification
and management to enhance skills and awareness.

Ethical Considerations: Foster a culture of ethical responsibility where all defects, regardless
of size or visibility, are addressed transparently and professionally.

Managing defects in the construction industry requires a balanced approach involving stringent
procedural adherence, effective communication, adequate resource allocation, ongoing
education, and a commitment to ethical practices. By addressing these areas proactively,
construction professionals can mitigate the risks associated with defect oversight or
rationalization, ensuring higher quality standards and client satisfaction in project deliveries.
This approach not only enhances project outcomes but also establishes trust and reliability
among stakeholders, crucial for long-term success in the construction sector.

18
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

References

Bowen, P., Edwards, P., & Cattell, K. (2019). Corruption in the South African construction
industry: A thematic analysis of perceptions and experiences. Journal of Construction
Management and Economics.

Brown, M. E., & Treviño, L. K. (2019). Ethical leadership: A review and future directions. The
Leadership Quarterly..

Brown, M. E., & Treviño, L. K. (2019). Ethical leadership: A review and future directions. The
Leadership Quarterly.

Dorminey, J., Fleming, A. S., Kranacher, M.-J., & Riley, R. A. (2021). The evolution of fraud
theory. Accounting Horizons.

Den Hartog, D. N., & Belschak, F. D. (2022). Ethical leadership and employee behavior: A
moderated mediation model. Journal of Business Ethics.

Fang, D., Zhao, C., & Zhang, M. (2022). The impact of organizational culture on ethical
behavior in the construction industry. Journal of Business Ethics.

Gino, F., Moore, C., & Bazerman, M. H. (2020). See no evil: When we overlook unethical
behavior. Academy of Management Annals

Gino, F., Moore, C., & Bazerman, M. H. (2020). See no evil: When we overlook unethical
behavior. Academy of Management Annals.

Jones, G., & Kavanagh, M. (2020). Rationalization and the influence of corporate culture: What
every fraud examiner needs to know. Journal of Financial Crime.

Murphy, P. R., & Free, C. (2022). Broadening the Fraud Triangle: The four pathways of
opportunity. Accounting, Organizations and Society.

Martin, K. D., Johnson, J. L., & Cullen, J. B. (2021). Organizational culture and ethical
behaviour: A strategic perspective. Journal of Business Ethics.

Treviño, L. K., den Nieuwenboer, N. A., & Kish-Gephart, J. J. (2020). (Un)ethical behavior in
organizations. Annual Review of Psychology.

Valentine, S., & Fleischman, G. (2021). Ethics training and businesspersons' perceptions of
organizational ethics. Journal of Business Ethics.

19
 CMA442 MANAGING PEOPLE IN CONSTRUCTION ORGANISATION

Zhang, Z., & Liu, Y. (2021). Ethical leadership and ethical climate: Implications for
organizational behavior. Journal of Business Research.

20