THE CULTURE OF HUMAN-CENTRED MANAGEMENT IN A CONSTRUCTION COMPANY AND THE EXPERIENCE OF UNITING A MULTINATIONAL WORKFORCE (ON THE EXAMPLE OF BBR YAPI)

The article analyses the formation of a culture of human-centred management and its influence on the effectiveness of the workforce on the example of BBR Yapı, a company operating in the international construction market. The aim of the study is to generalise, from the standpoint of management theory, the direct participation of managers on site, the practice of uniting a multinational workforce around a common goal, the attention paid to the health and family circumstances of employees, and the system of incentives. The study was conducted on the basis of the company’s official information sources and the author’s direct observations during more than a year of work at its sites. The company has 17 years of experience, a workforce of 780 employees, 18 major completed projects and sites in several countries. The analysis identified five practical principles of human-centred management: the manager’s presence on site, the acceptance of cultural diversity as a resource, the treatment of the employee as a person, the practical priority of occupational safety, and the promptness of recognition. The consistency of these principles with the theories of transformational leadership, psychological safety and the gemba approach is substantiated.