Managing People on Construction Projects - Product Image

Managing People on Construction Projects

  • ID: 1530395
  • Book
  • 72 pages
  • European Construction Institute ECI
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In any enterprise, the performance of people is important if success is to be achieved. This is especially so on construction projects where the ability of people to work together effectively to achieve a common result is essential. However, experience has shown that putting people from different organisations together and expecting them to work together in a co-ordinated way on interdependent tasks to achieve a common project objective is difficult. The skill of managing such project teams requires both skill and judgement and the adoption of practices and behaviours which will facilitate a successful end result.

As a result of research done over a period of two years at Loughborough University which included managerial and employee interviews; a questionnaire survey; industrialist consultations and meetings; and case study materials drawn from experience of practitioners, the ECI Respect for People task force has put together this handbook with the aims of:

- providing guidance through Value Enhancing Practices on appropriate behaviours and practices which will improve individual and team performance
- providing a tool to measure and benchmark leadership, teamwork and empowerment within construction projects

The handbook describes the background and context of the research work and presents the findings but it is primarily a practical book designed to help the busy project team leader or manager with guidance on strategies for leading, empowering and managing teams of people on the project.

There are three Value Enhancing Practice’s (VEP’s) in the handbook which have been written based on the results of the research as well as on practical experience from members of the task force.

The first VEP is called ‘Project Leadership for Managers’ and is a practical guide for those who manage and lead project teams so that they can more effectively achieve project objectives and team goals by the way they lead the team, developing a high performance from all team members.

This major new ECI publication will introduce a suite of practical techniques to underpin effective project teamwork, leadership and empowerment strategies. Essential for all those involved with managing teams.
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Foreword
Acknowledgements
Executive summary
1. Introduction

2. Background and context
2.1 Introduction
2.2 Definition of empowerment and its relationship with teamwork and leadership
2.3 The application of empowerment to construction
2.4 The structural and cultural context of empowerment within construction organisations

3. Key findings of managers and employees survey
3.1 Introduction
3.2 Case study interviews
3.3 Questionnaire development and survey
3.4 Analysis of questionnaire data
3.5 Summary of results from the survey
3.5.1 Analysis of proportion of responses
3.5.2 Comparison between manager and employee responses towards identical and reversed statements
3.5.3 Comparison between company and industry responses
3.5.4 Comparison across companies or projects
3.6 Summary

4. Value enhancing practice: Project leadership for managers
4.1 Introduction
4.2 Essential activities
4.3 Guidelines for implementation
4.3.1 Providing inspiration for the project team
4.3.2 Clarifying project objectives and team goals
4.3.3 Creating an effective team environment
4.3.4 Ensuring good communications at all levels
4.3.5 Defining roles and responsibilities
4.3.6 Motivating the team

5. Value enhancing practice: Achieving project team performance
5.1 Introduction
5.2 Essential activities
5.3 Guidelines for implementation
5.3.1 Establishing the team
5.3.2 Achieving team goals
5.3.3 Working in the team
5.3.4 Developing the team

6. Value enhancing practice: Effective supply chain engagement in projects
6.1 Introduction
6.2 Essential activities
6.3 Guidelines for implementation
6.3.1 Creating an integrated supply chain team
6.3.2 Maintaining supply chain team relationships
6.3.3 Improving supply chain team performance

Appendix 1 - Managerial and employee questionnaires
A1.2 Employee questionnaire
A1.3 Managerial questionnaire

Appendix 2 - Analysis of questionnaire data
A2.2 Analysis of proportion of responses
A2.3 Comparison between manager and employee responses towards identical and reversed statements
A2.4 Comparison between company and industry responses
A2.5 Comparison across companies or projects

References
Further reading

Tables
Table A2.1 Significant differences- of employees’ and managers’ responses towards identical statements
Table A2.2 Significant differences- of employees’ and managers’ responses towards reversed statements
Table A2.3 Significant differences- of employees’ responses between Company D and cumulative sample of other companies
Table A2.4 Average scores of agreement level of Companies A, B, C, D, E

Figures
Figure A2.1 Summary responses of employee questionnaire
Figure A2.2 Summary responses of managerial questionnaire
Figure A2.3 The differences between managers’ and employees’ responses towards identical statements
Figure A2.4 The differences between managers’ and employees’ responses towards reversed statements
Figure A2.5 The differences of employees’ responses between Company D and cumulative sample of other companies

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