Managing Employee Conflict in the Middle East

by Orfan Rabbat, Professional Engr.; Vartan Assocs., Inc., Harrisburg, Pa.,
Robert B. Harris, (F.ASCE), Prof. of Civ. Engrg. and Program Advisor; Construction Engrg. and Management, Univ. of Michigan, Ann Arbor, Mich.,

Serial Information: Journal of the Construction Division, 1982, Vol. 108, Issue 2, Pg. 219-225

Document Type: Journal Paper


Management of the employee by an international construction company operating in the Middle East involves many interrelated factors that can lead to conflict. Management must recognize the motivations and personalities of individual workers, use straight forward communication practices, have good company organization, and do quality planning if conflict is to be avoided. Conflicts arising from cultural differences stem from the pervasive Islamic religion that determines the values, attitudes, and social traditions of the worker. Language differences and advanced technology are additional sources of conflict. Management must adapt to the culture if conflict is to be minimized.

Subject Headings: Employees | Dispute resolution | Construction management | Labor | Construction companies | Motivation | Professional development | Quality control | Middle East

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