THE IMPACT OF EFFECTIVE COMMUNICATION ON THE PERFORMANCE OF A

CONSTRUCTION PROJECT

A CASE STUDY OF UGANDA’S CONSTRUCTION INDUSTRY

ByTayebwa Duncan

11/MMSPPM/25/098

Supervisors

Dr. Kyohairwe StellaUganda Management Institute

Mr. Namanya AnacletUganda Management Institute

A Proposal submitted to the Higher Degrees Department in partial fulfillment of the requirements for the award of a Master’s Degree in Management Studies (Project

Planning and Management) of Uganda Management Institute

May, 2012

CHAPTER ONE

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INTRODUCTION

1.1 Introduction

Effective communication has been considered an important variable in the construction industry

(A. Mehta, 2008). Indeed, effective communication does not only enhance production and

completion of projects within stipulated time and cost , but also acts as a temperate on which the

project should be managed from its adoption to implementation. This proposal commences by

offering background of the study, and then sets out the scope and objectives that inform the

study. It goes on to outline the methodology that will be used, followed by the layout of the

study, and finally a summary of the intended project layout

1.2 Background of the study

1.2.1 Historical review

Communication is as old as itself; man has always wished to talk and join with others (J.T

Butler, 1983). As the world has developed and made `smaller’ through means of communication,

so the systems used have become more sophisticated and complex. J.T Butler further stresses

that communication is of vital importance in the controlling, coordinating and motivating people,

and all through history, it has played its part. He cited examples, which included Nelson’s

immortal message at Trafalgar, a message that steered many to great effort; and Churchill’s

memorable speeches during the second Great War, when millions received hope and

encouragement through a medium of radio.

Construction communication, within an organizational context, is to convey an instruction to

influence the actions/behaviours of others, or may involve an exchange of, or request for

information during a construction project. (www.csi-s.org/News/moll1999.htm). It is a means by

which information is exchanged between different parties. In construction, communication is a

means by which operatives and other members of the building team are linked in order to

achieve the central goal (A. Mehta, 2008).

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Communication usually involves the transfer of information, a generic term that embraces

meaning such as knowledge, processed data, skills and technology. Communication within

project-based environments presents special challenges. This is especially true within the

construction industry, where interaction tends to be characterised by unfamiliar groups of people

coming together for short periods before disbanding to work on other projects.

According to M.E.L Hoezen, 2011 the efficiency and effectiveness of the construction process

strongly depend on the quality of communication. Hoezen cited mainly four reasons why

improvements in communication are needed. The first reason is that an improvement in the

communication within the building team, in project teams and between project manager and

contractors, could reduce failure. Second, more open communication at all levels could lead to

innovations and better technical solutions. Third, communication improvements in early phases

of projects would positively influence the quality as perceived by all stakeholders involved.

Finally, improved communication during the briefing might lead to better decision-making, for

example less haste in moving to solutions and better ways of looking at the requirements first.

Communication is essential for the success of any business activity; it enables an organization,

and is an integral part of the construction process (A. Mehta, 2008). Beyond this argument, any

improvement in communication can improve an organization’s operating effectiveness. Good

communication within an organised construction project setting will greatly improve motivation

levels and improve the processes involved. Conversely, inadequate communication can result in

a demotivated and lead to problems in construction. (Christopher A. 2003).

1.2.2 Theoretical review

A number of theories have been developed over time. Rory Burke, 2003 urges that

communication is essentially the interpersonal process of sending and receiving messages. He

identifies the key components of communication process as including; the sender, who encodes

the message and transmits the message, and the receiver, who decodes and interprets the

message. To close the gap, the receiver then feeds back a response to the sender. Burke indicated

that communication can be transmitted in many forms; formal or informal, written or verbal,

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planned or ad-hoc. Under this theory, the choice of the medium influences the impact of the

message.

Burke further stresses that the use of written communication should be encouraged because it

addresses misinterpretation and forgetfulness. However, the theory also urges that verbal

communication works best for complex messages that are difficult to convey, may need

explanation and where immediate feedback may be required. This research will be under pinned

by this theory.

Another communication theory is the Cognitive Dissonance theory which was developed by

Leon Festinger (1957). He argued that the experience of dissonance (or incompatible beliefs and

actions) is aversive and people are highly motivated to avoid it. In their efforts to avoid feelings

of dissonance, people will avoid hearing views that oppose their own, change their beliefs to

match their actions, and seek reassurance after making a difficult decision.

Another communication theory is the Coordinated Management Theory which was introduced in

the late 1970’s by W. Barnett and Vernon Cronen. Theorists in Coordinated Management of

Meaning (CMM) believe that in conversation, people co-create meaning by attaining some

coherence and coordination. Coherence occurs when stories are told, and coordination exists

when stories are lived. CMM focuses on the relationship between an individual and his or her

society. Through a hierarchical structure, individuals come to organize the meaning of literally

hundreds of messages received throughout a day.

Burgoon, et al., 1989 developed the expectancy violation theory and examined how nonverbal

messages are structured. The theory advances that when communicative norms are violated, the

violation may be perceived either favourably or unfavourably, depending on the perception that

the receiver has of the violator. Violating another’s expectations may be a strategy used over that

of conforming to another’s expectations. EVT focuses on how people react to other people's

behavior and nonverbal communication and the expectancies people have for an interaction

based on the other person's behavior and their relationship to them. People have certain

expectancies about other people's behaviors in their interactions with them. People derive these

expectancies through interaction, culture and social norms. The expectancies people have for

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others lead them to make predictions about other people's behavior when they interact with them.

Violations of these expectations cause them to feel either positive or negative arousal based on

how they receive the deviation

There is also the organizational information theory which argues that the main activity of

organizations is the process of making sense of equivocal information. Organizational members

accomplish this sense-making process through enactment, selection, and retention of

information. Organizations are successful to the extent that they are able to reduce equivocality

through these means.

Last but not least, there are structurational theorists who argue that groups and organizations

create structures, which can be interpreted as an organization’s rules and resources. These

structures, in turn, create social systems in an organization. Structurational theorists argue that

groups and organizations achieve a life of their own because of the way their members utilize

their structures. Power structures guide the decision making taking place in groups and

organizations.

1.2.3 Conceptual review

The study will be based effective communication as the independent variable and performance as

the dependent variable with dimensions of time cost and quality (workmanship). Effective

communication involves both sending and receiving messages, which involves ensuring timely

and appropriate generation, collection, dissemination, storage and ultimate deposition of project

information (Project Management Institutes Standards Committee, 1996, pg 103).

There are various ways through which effective communication can be achieved. For instance in

construction, it be achieved through oral instructions, written instructions, drawn details, letters,

symbols, and signposts (J. T. Butler, 1982). These mentioned generic forms of communication

assists personnel in an organization or construction industry to send and receive information.

Therefore, effective communication is by large a tool used to express facts, ideas and opinion

between individuals for good relations.

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According to the annual report 2005/2006 of the Construction Industry Development Board

(CIDB) in South Africa, performance is measured interms of contracts completed within budget,

time and degree of client satisfaction (Workmanship). Construction projects are complex and

risky, requiring the active participation of all parties involved. Co-operation and co-ordination of

activities through interpersonal and group communication are essential in ensuring the project is

completed successfully (http://en.wikipedia.org/wiki/Communication).

Poor communication, lack of consultation and inadequate feedback are to be found as the root

cause of defects in many constructed works. Poor co-ordination and communication of design

information lead to design problems that cause design errors. Given that construction is such a

fragmented, dynamic and disparate sector, the challenges of communicating effectively are

greater than in most other production environments. Contractually driven relationships, conflict

and a lack of mutual respect and trust, all combine to hinder open communication and render the

role of the project manager extremely demanding and problematic. Nevertheless, addressing

communication in the industry can be seen as a principal towards enabling and improving the

industry in the future.

A research by J. Katende et al. 2008 cites lack of coordination as on the factors hindering

construction growth in Uganda. This fact is further affirmed by J. Onen el al. 2009 in which poor

coordination and poor relationship with employees are cited as factors hindering the growth and

competitiveness of Local Contractors in Uganda. All these are key ingredients of effective

communication that must properly be addressed if high level performance level is to be achieved.

1.2.4 Contextual review

Whereas effective communication has been emphasized as one of the tools in enhancing service

delivery for a given construction project, the trend today in Uganda is has taken the opposite

direction.

In light of the above perceptions on effective communication, it is assumed that every party on a

construction project ought to communicate irrespective of their positions that is – individual

being the information transmitter or receiver. In a nutshell, most professions acknowledge

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communication as a vital central tool through which information can be delivered to the rightful

recipients in an organization.

Indeed, through effective communication, the workers especially in construction industry find it

easy and are highly productive to work together and this ensures that the product is completed in

the specified time, cost and quality. For example, instruction and orders are carried out as

expected once they are well understood and acted upon rightly. Hence, the working day of every

individual is characterized by continuous flow of information through orders, requests, directives

and conversation. Short of the mentioned forms of communication, it would be difficult to

complete the assigned task within the stipulated time frame.

Failure to realize the completion of a project in its specified time, at the estimated cost with the

utmost quality definitely means poor project performance. This research therefore will assess the

impact of lack of effective communication during construction process and recommend a way

forward for different stakeholders normary involved in the construction process.

1.3 Statement of the problem

There is evidence that effective communication has not been given enough attention by stake

holders in the construction industry in Uganda and in particular those involved on a particular

project (J. Katende el al. 2008 & Onen el al. 2009). This has created many loopholes in

information dissemination and has undermined performance of construction projects. If this

trend is not reversed, it likely to continuously reduce on service delivery (performance) and this

hinders the growth and development of the construction industry in Uganda. It is from such

backdrop, that the intended study will aim at assessing the impact of effective communication in

a construction project. This thesis accounts for the merits of effective communication so as to

bridge the gap created by ineffective communication in construction projects.

1.4 General objectives of the study

The major objective of the intended study is to identify how effective communication impacts on

performance in executing a construction project.

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1.5 Specific objectives

In order to achieve the above mentioned objective, the study will;

1. Examines whether there is a relationship between effective communication and timely

completion of projects

2. Assess the impact of effective communication on the overall cost of the project

3. Assess the impact of effective communication on the workmanship of a construction

project.

4. Analyses and draws recommendations and conclusions on the impact of effective

communication on the general performance of a construction project, drawing on the case

study findings.

1.6 Research questions

1. What are the common forms of communications commonly in execution of a

construction project?

2. What is the relationship between effective communication and timely completion of a

construction project?

3. What is the impact of effective communication on the overall cost of a construction

project?

4. What is the impact of effective communication on the workmanship/quality of a

construction project?

1.7 Hypotheses of the research

1. There is a relationship between communication and timely completion of the project

2. Effective communication has a great impact on the overall project cost

3. Effective communication has a great impact on the workmanship of a construction

project.

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1.8 Conceptual framework

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Independent Variables

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Dependent Variables

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Effective communication The sender The receiver The message The medium Feed back

Project Performance Timely Completion Completion with in estimated cost Quality of the product/Workmanship

Intervening Variables

Source: Adopted from R. Burke 2003, J.T Butler 1983, but modified by the researcher

1.9 Significance of the study

From the information that will be gathered, the importance of effective communication on execution

and delivery process will be made known to all stakeholders especially those involved at the

supervisory level of construction work. The project will also illustrate how ineffective communication

negatively affects project performance based on the facts gathered. In addition, the intended project

will be useful in the management of construction companies and their professional status since some of

the stakeholders on a construction projects hardly offer attention to communication. Whereas previous

studies have done little in attempting to make these stakeholders understand the impact of effective

communication on the general performance of the Project, it is from such background that the intended

study seeks identify and recommend the relevance nexus the merits of effective communication in a

construction industry.

1.10 Justification of the study

Most stake holders on a construction projects do not give due attention to communication. Previous

studies have done little in attempting to make these stake holders understand the impact of effective

communication on the general performance of the Project. The research therefore seeks to put forth

general solutions to the impact of ineffective communication and made known to all stake holders

1.11 Scope of the study

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Variations/ChangesConflicting parties

Legal framework Misunderstanding Geographical location

The study will examine the efficiency and effectiveness of communication as an aid to construction

project performance in Uganda but with a special attention given to a few construction sites within the

regions of Kampala and Wakiso Districts. This is because these two Districts house most of the large

and medium construction firms in the Country.

1.12 Operation definitions

The key concepts in this research include; effective communication which is the independent variable,

and performance the dependent variable with dimensions of time cost and quality/workmanship.

For the purpose of this research, effective communication will mean an exchange of information

between different parties on a construction project. On the other hand, performance will be regarded as

having been able to accomplish project objectives within a stipulated time and cost while meeting the

required standards.

References

1. A Study into the Factors hindering development of the construction industry in Uganda. Jack

Katende1, Henry Alinaitwe, Dan Tindiwensi

2. An Analysis of the Competitiveness of Local Construction Contractors in Uganda Samson. J

Ocen1, Henry Alinaitwe2, Dan Tindiwensi

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3. Project Management for Construction Fundamental Concepts for Owners, Engineers, Architects

and Builders by Chris Hendrickson, Department of Civil and Environmental Engineering,

Carnegie Mellon University, Pittsburgh, PA l52l3 Copyright C. Hendrickson 1998

4. Project Management , planning and control Techniques, fourth Edition, Rory Burke 2003

5. Management principles and Guidelines, Thomas N. Duening, J.M Ivancevich Third Edition,

2003

6. Elements of Administration for Building Students, Third Edition John Butler 1983

7. Kearsley, G. (1999). Cognitive dissonance. Theory into Practice (TIP) Database [online]

Available: http://www.gwu.edu/~tip/festinge

1. Construction industry standardization and effective communication Kotzé BG1, Verster JJP2

and Berry FH3 1. Department of Quantity

Surveying and Construction

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