Developing a strategic perspective for construction industry of Botswana

Abstract

The paper discusses the outcome of a study conducted to formulate the strategic perspective of the construction industry in Botswana. The study was sanctioned by the two influential entities namely the Ministry of Infrastructure and BOCCIM Construction Sector. The two entities not only represent the demand and supply side of the construction industry but also represent key professions, trades and interests of the industry. A focus group approach was used based on workshops to formulate the strategic perspective. Workshop participants were drawn from various organisations that play a role in the delivery of construction projects. Individually they also represented the various professions, trades, occupations and interests relating to the construction processes in Botswana. Specific statements for industry’s vision, mission, values and goals were formulated through constructive discussions and debates to describe the future desired state of the construction industry. These are to serve as guiding tools for the industry’s reform process. The paper provides a step by step approach that integrates several scholastic frameworks for developing a strategic perspective for the industry.

The Ten Business Values System Theory: A Literature-based Analysis

“…While the vision and mission are often confused, with many companies using the terms interchangeably, each has a different purpose [11]. While the vision describes where the organization wants to be in the future; the Mission statement transcribes what the organization needs to do now to achieve the vision.…”

“…The values statement or the code of ethics entails the company specific universal beliefs system prescription of what is considered morally right and wrong in the daily business operations, and for decision making [8]). Therefore, a code of ethics differs from both the vision and mission statements [11]. It provides a moral direction for the organization that guides decision making and establishes a standard for assessing actions.…”

“…Progressive change now emphasises CG as a "set of relationships between a company's management, its board, its shareholders and other stakeholders." [27, p. 11) as a more inclusive approach to CG [11,22].…”

“…We can also define it as the rate at which a company or country produces goods and services (output), usually judged based on the amounts of inputs (labour, capital, energy, or other resources) used to deliver those goods and services [11]. Increased productivity is vital to individuals, businesses, and analysts because among other reasons, drives economic growth, meaning an economy can produce and consume more and more goods and services for the same amount of work and that every section of society, viz., consumers, workers, employers, can benefit from a productivity [32].…”

“…On the other hand, the Vision of a company is linked to the mission, although the two should not be confused or used interchangeably because they are different from each other [11]. Unlike the Vision, the Mission defines how the organization is or will be different from other organizations in its industry as well transcribes the specifics of what the organization needs to do now to achieve the vision [10].…”