CHAPTER 4 ANALYSIS AND DISCUSSION OF RESULTS

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1 CHAPTER 4 ANALYSIS AND DISCUSSION OF RESULTS 4.1 Introduction This chapter presents the results of the questionnaire/ structured interviews of this survey data. This data analysis involved the administration of questionnaire survey as a means of intervention to gain a broad spectrum of opinions from project managers working in construction industry. The results are presented systematically to address research aims and objectives and to answer the research questions. The analysis of quantitative data involved the use of the SPSS 19 program that facilitated the screening, editing and entering, coding and categorising, as well generating both descriptive and inferential statistics of results from the data. 4.2 Profile of Respondents and Related Details The profile of the respondents is illustrated in the Tables 4.1 and 4.2 indicating their profession, type of experience involved in. Table 4.1 presents a diverse range of professionals with the engineers being by far most common profession with 14 (about 40% of the sample) out of 35 respondents. The diverse range of respondents satisfied one of the aims of the questionnaire survey in gaining a broad spectrum of perspectives from across the different construction professionals in Sri Lanka. Table 4.2 presents the type of experiences the respondents have with project manager, project manager/ consultant, and project manager/ consultant/ contractor having 16, 11, and 8 respectively. Table 4.1: Profile of Respondents Type of Profession Number of Respondents Engineer 14 Quantity Surveyor 8 Project Manager 7 Architect 6 Total 35 Department of Civil Engineering 38

2 Table 4.2: Type of Experiences Type of Experience Number of Respondents Project Manager 16 Project Manager/ Consultant 11 Project Manager/ Consultant/ Contractor Total Communication Process in Construction Projects This section questioned respondents on communication process happened in the projects they were involved in. The responses were to indicate the extent of evidence for the statements made on a five-point rating scale. The variables (questionnaire statements) and their respective codes are presented in Table 4.3. Table 4.3: The communication process in construction: Variable codes and descriptions Code A1 Effect comm. A2 Comm. plan A3 Inter-Skilled mgt A4 Cultural sense A5 Two-way comm. A6 Meeting A7 Org-culture A8 Nat-culture A9 Clear comm A10 PM Comm. skills A11 Proj-fund influ. A12 Proj-type influ. A13 Proj-pro comm. A14 U-stand cultural dif To what extent the communication process happen in the projects Effective communication A communication plan High levels personal/interpersonal skilled management Culturally sensitive and appropriate communication Two way communication Ongoing meetings between management/staff/stakeholders Well established organisational culture and objectives Awareness of national culture Clear communication of organisational objectives Project managers with excellent communication skills Project funding influencing tools and techniques of communication Project type and duration influences communication strategy and structure On going communication between project proponents and stakeholders Understanding and appreciation of cultural difference involved Department of Civil Engineering 39

3 A 15 Outset plans A16 Review plan A17 Comm. media A18 Timeliness A19 Clarify roles A20 Comm. Cultural dif A21 Min. disputes A22 Flexi form-style A23 Endorsement A24 Open comm. A25 Cast vote A26 Tech-transfer Determination/establishment of communication plans and strategies at the outset Regular review and adjustments of communication plans Selective use of communication media for specific purposes/audiences Effective timeliness Clear communication clarifying roles of stakeholders Effective communication reflecting openness and tolerance of cultural differences Communication strategies to help minimize potential disputes and misunderstandings Flexibility of form and style of communication Essential communication to stakeholders for endorsement Some control by management through open communication Clear communication giving stakeholders opportunity to comment/ cast a vote Effective communication strategies ensuring successful technology transfer Table 4.4: The interpretive summary of the test results for part A Variable N Mean Rank Std. Deviation Min Max A5 Two-way comm A26 Tech-transfer A12 Proj-type influ A 15 Outset plans A22 Flexi form-style A20 Comm. Cultural dif A13 Proj-pro comm A11 Proj-fund influ A18 Timeliness A19 Clarify roles A17 Comm. media A16 Review plan A4 Cultural sense A8 Nat-culture A23 Endorsement A3 Inter-Skilled mgt A2 Comm. plan A10 PM Comm skills A24 Open comm Department of Civil Engineering 40

4 A25 Cast vote A9 Clear comm A1 Effect comm A21 Min. disputes A14 U-stand cultural dif A7 Org-culture A6 Meeting` The interpretive summary of the test results for part A is shown in table 4.4. The overall results for this section reflects the extent to which effective communication is evident particularly in projects where cultural values and attitudes influence the way project participants behave and communicate. The overall mean for the variable range from (highest) accorded to A5 (Two way communication) to (lowest) for A6 (Ongoing meetings between management/staff/stakeholders). Ten variables: A5 Two-way communication; A26 Tech-transfer; A12 Proj-type influ.; A 15 Outset plan; A22 Flexi form-style; A20 Comm. Cultural dif; A13 Proj-pro comm.; A11 Proj-fund influ.; A18 Timeliness; A2 Comm. Plan; A17 Comm. Media; A16 Review plan; A19 Clarify roles; and, A8 Nat-culture were identified as significant modes of communication. Table 4.4 presents the interpretive summary of results for communication process in construction. Overall results suggest that relatively high importance is placed by the respondents on the value of construction communication as mean values ranged from 4.08 MR for A5 Two-way comm to3.85 MR for A8 Nat-culture on a five point ordinal scale with endpoints 1-never to 5- always. This indicates a general agreement on the need for effective communication process among construction professional environment. The outcomes of the questionnaire survey, overall suggest that relatively effective project communication processes are in place as none fall below 3.65MR, but they are not regularly achieved or fully met as none come above 4.08MR on five point ordinal scale with endpoints 1- never to 5- always. Department of Civil Engineering 41

5 4.4 Impact on Communication Barriers Table 4.5: Impact on communication barriers Variable N Mean Rank Std. Deviation Min Max B006 Varying capacity and capability B016 Varying concept of time B019 Poor planning B001 Community interference B015 Lack necessary skills B003 Varying perception/ interpretation B018 Limited resources B020 Limited time B026 Lack of confidence B027 Poor leadership B021 Lack of motivation B030 Conflicting business/industry ethics 12 B013 Resisting change B002 Lack of/ inappropriate technology 14 B007 Unclear channels of communication B008 Ineffective reporting system B004 Conflicting cultural values B005 Lack of support and commitment B022 Information filtering B032 Lack of concern B029 Poor negotiation skills B024 Poor Listeners B017 Organisational mishap B028 Personal preference B010 Interpersonal conflict B031 Unclear Objectives Department of Civil Engineering 42

6 B009 Language difficulties B033 Lack of trust B012 Conflicting interest B011 Age difference B014 Gender issues B025 Family commitments B023 Religious issues Table 4.5 combines the variable codes and descriptions and the descriptive statistics. The variables are ranked based on their means with the results indicating that B006 (Varying capacity and capability) recorded the highest to B023 (Religious issues) recording the lowest The variance (standard deviation) ranged from (B012: Conflicting interest) to (B007: Unclear channels of communication). Table 4.5 presents the interpretive summary of results indicating the rating by the different groups on each variable. The respondents perceptions on the impact of barriers to communication have an overall range of 3.11 to 4.57 mean rank, reflecting a minor to moderate impact. Table 4.5 presents the summary of test results for the impact of communication barriers. Here the responses perceive a significantly greater impact of B006 Varying capacity and capability ; B016 Varying concept of time ; B019 Poor planning ; B001 Community interference ; and, B015 Lack necessary skills. The respondents perceptions on the impact of barriers to communication have an overall range of 3.11 to 4.57 MR, reflecting a minor to moderate impact. The results support what some theories posit as cultural values, tasks as well as situational variables that help determine the norms for communication. The respondents perceptions of the extent to which barriers to communication were overcome has an overall range of 2.02 MR to 2.57 MR, reflecting a tendency towards partially to totally overcome. This may also be attributed to what the respondents perceive as constituting effective communication and is a reflection of the project manager s background and training. Rusaka. K., (1996) point out that effectiveness of communication is a necessary function of an individual s ability to cope with uncertainties and anxieties which is Department of Civil Engineering 43

7 supported by the questionnaire results. The questionnaire data prove that barriers to communication do impact greatly on project management systems. The findings show that the extent of this impact depends on the skills of practitioners involved, the environmental factors and management strategies employed which is consistent with the literature (MacDuffie, 1995; Reich, 1991; Adler, 1997; Redmond, 2000). Lack of communication according to James, (2004) has been cited as one of the biggest reason for the failure of change projects to meet their expectations. The literature states that there is a contrast in approaches on management issues between collectivistic individuals and some individualistic individuals. The findings of the field work in construction industry reinforce the literature on individualistic culture which place high value on speaking their minds and value accuracy over face-saving Andrew (2007). Most of the managers and supervisors in the construction industry reiterate the I identity over the We identity which has precedence in collectivistic culture. The data collected from questionnaire survey supports this literature and highlights the impact of cultural difference on communication and project management. The relationship between adaption, adjustment, effective management and communication in construction industry underpins successful implementation and sustainability of a project. Research findings highlight how ethnocentric attitudes become a barrier to knowledge transfer and learning Hedgebeth, D. (2007), and the questionnaire data showed that this is the case. Culture shock, lack of effective communication skills and intercultural competency are aspects that managers have highlighted as factors which are detrimental to effective communication. 4.5 The Extent to Which Communication Barriers were Overcome This part of the questionnaire asks the respondents to rate the extent to which communication barriers were overcome on their projects on three point scale with endpoints never (lower extreme) and totally (higher extreme). Department of Civil Engineering 44

8 Table 4.6: The extent to which communication barriers were overcome Variable N Mean Rank Std. Deviation Min Max B011 Age difference B008 Ineffective reporting system B031 Unclear Objectives B010 Interpersonal conflict B007 Unclear channels of communication B014 Gender issues B015 Lack necessary skills B032 Lack of concern B033 Lack of trust B006 Varying concept of time B026 Lack of confidence B004 Conflicting cultural values B009 Language difficulties B012 Conflicting interest B030 Conflicting business/industry ethics 15 B019 Poor planning B002 Lack of/ inappropriate technology 17 B017 Organisational mishap B005 Lack of support and commitment B022 Information filtering B028 Personal preference B003 Varying perception/ interpretation B024 Poor Listeners B027 Poor leadership B023 Religious issues B020 Limited time B018 Limited resources B016 Varying concept of time Department of Civil Engineering 45

9 B021 Lack of motivation B001 Community interference B013 Resisting change B029 Poor negotiation skills B025 Family commitments The respondents perception of the extent to which barriers to communication were overcome has an overall range of 1.71 to 2.57 mean rank, reflecting a tendency towards partially to totally overcome. 4.6 Communication Strategies Extent these were Employed This part of the questionnaire asks the respondents to rate the extent they employed predetermined strategies listed on a five point ordinal scale with end points: Never (lower extreme) to Mandatory (Upper extreme). The variable codes and descriptions and descriptive statistics on this section are presented in Table 4.7 for convenience. The descriptive statistics recorded the mean range from highest value for C015 (Timely reports) to lowest value for C010 (suggestion Box). The variance (standard deviation) ranged from for C002 (Clear Communication channels) highest to for C017 (Problem solving). Table 4.7: Communication strategies extent these were employed Variable N Mean Rank Std. Deviation Min Max C015 Timely reports C005 Team meetings C003 Delegating responsibilities C002 Clear communication 4 channels C004 Adjusting and adopting C017 Problem solving C009 Consultative Department of Civil Engineering 46

10 approach C008 Training C007 Regular reviewing and reality checks C014 Feedback processes C016 Dispute resolution C011 Continuous Improvement process 12 C012 Instrumental changes C001 Comprehensive communication plan C006 Cultural initiation C013 Resource levelling C010 Suggestion Box The majority of the overall responses pertaining to the communication strategies employed range from 3.37 to 4.57 mean rank with one variable outside the range (C10: Suggestion Box 2.11 mean rank). The results indicate a tendency towards sometimes and regularly employed for all but one of the strategies. The test results yielded significant results for six variables (C15, C5, C3, C2, C4, C17) indicating 4.57 MR to 4.28 MR. The majority of the results of the overall responses pertaining to the communication strategies employed range from 4.57 to 3.37 with one variable outside this range C10- Suggestion Box recording 2.11 MR. The results indicate a tendency towards sometimes and regularly employed for all but one of the strategies. This is consistent with the literature PMI, 2004, which asserts that it is necessary to have positive interactions between project staff, team building, problem solving exercises and strategies for conflict resolution, which may be integral ingredients for project success. The questionnaire revealed that the most common modes of communication used by the project managers in their dealings with the subordinates were examples, visual and verbal. The literature also highlighted the difficulties with language, particularly the technical language as a barrier to communication, which meant written methods were seldom used at the operational level, and this supported by the questionnaire and interview data. Department of Civil Engineering 47

11 The research findings exposed that, there is an emphasis on face to face contact, which is in congruence with the literature on traits associated with relationshiporiented communication. The Project managers who are used to communicating via technologies such as fax, and telephone are often disconcerted at delayed or non-response which supports the literature in traits associated with individuals from deal-oriented environment. However, those who utilized face to face meetings with their counterparts, government departments and other construction professionals found these interactions to be successful in communicating project needs. This section of investigation reiterates the importance of applying effective strategies that not only overcome barriers but also to achieve outcomes that are beneficial to all stakeholders. In congruence with the literature Ruuska (1996), the questionnaire and structured interview data highlighted the importance played by the practitioners on the value of competency on project communication. Project practitioners identified the need for specific competency skills to ensure effective communication within the project. These competencies include clear and effective problem-solving strategies, awareness and sensitivity and understanding new language. Questionnaire and interview data are also in congruence with literature in identifying methods for conflict resolution which include withdrawal, suppression, force, compromise and confirmation Mehra (2003). This research s findings indicate most of the managers in construction sector advocate group collaboration or problem solving to tackle issues. The questionnaire and interview data revealed that most of Sri Lankan project managers view, withdrawal and compromise as the most appropriate strategy within this high context relationship focused culture. All practitioners interviewed emphasized the necessity and importance of recruiting and retaining appropriately qualified and skilled staff. The training and upgrade of skills was viewed by the majority of practitioners as a key aspect in HRM. Department of Civil Engineering 48

12 4.7 The Impact of Communication Project Management Systems The respondents perceptions for part B of the questionnaire survey on the impact of barriers to communication have an overall range of 3.11 to 4.57 MR on an ordinal scale with endpoints 1- Insignificant to 5- Catastrophic, reflecting a minor to moderate impact. While the respondents perception on barriers to communication were overcome has an overall range of 2.02 MR to 2.57 MR on an ordinal scale with endpoints 1- Not at all to 3- Totally, reflecting a tendency towards partially to totally overcome. These results suggest that relatively effective communication strategies were employed to lessen the negative impact and enhance positive outcomes. The results for part C of the questionnaire survey on strategies employed support this with the employment of all of the predetermined strategies. The majority of the results of the overall responses to communication strategies employed ranged from 3.37 to 4.57 MR with one variable outside this range C10: Suggestion Box recording 2.11 MR on ordinal scale with endpoints 1- Never to 5- Mandatory. The results indicate a tendency towards sometimes and regularly employed for all but one of the strategies. The major implication for effective communication as highlighted by the literature and supported by the questionnaire survey is that it impacts on all management systems and therefore requires the application of appropriate management strategies that takes into account the values, beliefs and attitudes of people involved, their skill level, the physical environment and resources, the construction industry and business practices and economical influences. 4.8 Overall Discussion of Results The overall findings of this investigation (see Appendix-B) into the impact of communication on construction project management systems in Sri Lanka found the link between the business strategy and the communication strategy. The research findings highlighted that an organisation must have a global perspective and willing Department of Civil Engineering 49

13 to modify communication strategies that are appropriate within the context of construction. The questionnaire and interview data also highlight the need for the communication management process to be dynamic enough to accommodate environmental factors, stakeholders needs, organisational objectives and personal expectation and aspirations which is in congruence with the literature. The field work also revealed how the impacts of construction communication on project management systems were mostly negative. However these negative impacts were combated through effective strategies and proactive measures. What is strongly evident in both the questionnaire and interview data and reinforced in the literature is the necessity for project managers to be open-minded and adaptable to new technical and social experiences. The empirical research findings of the previous chapter give factors affecting to project communication, way of creating communication model, project communication management and effective communication in construction industry. Findings in previous chapter illustrated the industrial view regarding the above mention factors. And this chapter will compare the literature findings against the industrial approach to project communication in construction industry. The questionnaire opinion survey of Project Communication in construction in Sri Lanka found beliefs to be generally in agreement with the literature. Virtually all those taking part in the survey agree that communication is vital; their experiences are positive for all the questions asked; all the popular communication strategies are infrequent use; the impact of communication barriers is generally low and all barriers are being overcome quiet well. The results on critical incidences raised a number of issues extending the quantitative data which include the values and attitudes of project managers and various stakeholders, the extent of involvement of locals, prevailing standards and codes, hard and soft skills of practitioners, selection and recruitment of personnel, political influence, cultural beliefs, mode of communication, and communication barriers and Department of Civil Engineering 50

14 strategies. These issues and factors influence the communication process and impacts on construction project management. By summarising all finding Figure 4.1 demonstrate the available communication method for the project manager. Furthermore as the aim of this research Figure 4.1 developed as one part of the communication plan in Figure 4.3. The other part of the plan is a table as shown in Table 4.8 that need to fill with discussing all the parties of contract, before begin the construction. 4.8 Summary This chapter presented and analysed the research findings of the empirical investigation. The next chapter provides conclusions and recommendations. Further, chapter 5 presents limitations of the research study and guides to further research studies. Department of Civil Engineering 51

15 Meetings Telephone calls By the word of mouth Letters Memos s Fax Letters Verbal Written Written Letters E mails Fax Written With seniors With client Verbal Meetings Meetings Telephone calls By the word of mouth Verbal With consultant Avilable Method For Communication to project manager With subordinates With authorities Verbal Meetings Discussion Written Letters Verbal Non Verbal Written Meetings By the word of mouth Telephone calls Facial expression Body Language Hand gestures Eye contacts Notice Board Drawings and sketches Memos Figure 4.1: Available methods of communication for Project Managers Department of Civil Engineering 52

16 Figure 4.2: Communication process in construction Department of Civil Engineering 53

17 By the word of mouth Telephone calls Meetings with minutes s Faxs Letters Memos Fax with confirmation E mails Fax Informal Informal Formal Informal Formal Letters Fax with confirmation Formal Written Documents Verbal Information Written Documents For Seniors For Client Verbal Information Written Documents Formal Informal Formal Telephone calls Meetings Letters Meetings with minutes Telephone calls Formal Verbal Information For Consultant Project Communication Plan for Project Managers For Authorities Written Documents Formal Letters By the word of mouth Informal Verbal Information Formal Meetings Discussion For Subordinates Informal Telephone calls Verbal Non Verbal Written Meetings By the word (for deliver of mouth information with resposibility) Telephone calls Facial expression Body Language Hand gestures Eye contacts Notice Board Drawings and sketches (for deliver information with resposibility) Memos Figure 4.3: Communication plan for Project Managers Department of Civil Engineering 54

18 Table 4.8: Communication plan Type of Documents Documents Purpose Frequency Sender Receiver Method Letters, Bills and Monthly progress report Programme Cash flows and procurement account Drawings and Specification Department of Civil Engineering 55

19 Schedules and cost estimates Quality control and assurance records Memos and minutes Legal contract and regulatory documents Department of Civil Engineering 56