A Strategic Guide for Building Effective Teams

Mealiea, Laird W.; Baltazar, Ramon

doi:10.1177/009102600503400202

Cited by 24 publications

(16 citation statements)

References 6 publications

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“…Therefore, we based this part of the questionnaire (i.e., part 1, refer to Appendix A) on [8]'s recommendations for effective team management, as they summarize what others have pointed out on this matter [12]. Team members were then asked to think about the importance of each [8]'s recommendation (adapted to this study) for managing high team performance effectively and indicate their agreement with it on a four-point Likert-type scale: (1) disagree; (2) partially agree; (3) agree; and (4) totally agree.…”

Section: Methodsmentioning

confidence: 99%

“…Empirical research and some scientific systematization (e.g., [11,12,13]) suggest that there are several factors (e.g., leadership) that affect the performance of teams and projects. Within the construction industry, authors (e.g., [9]) suggests that (a) presumably "beneficial behaviors" of the manager toward the team members (i.e., leader characteristics) and (b) team members who believe that others think their project is worthwhile (i.e., image), tend to make teams achieve high performance.…”

Section: Teams and Their Performancementioning

confidence: 99%

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What Team Members Perceive as Important to Achieve High Performance: An Exploratory Case Study

Moura

Dias

Domínguez

et al. 2014

Procedia Technology

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In today's demanding business environment companies must perform more efficiently. One of the most important ways to tackle this challenge is to enhance the human resources potential, through effective team management. High-performing teams have been studied for some years, with literature discussing their features from several perspectives as, for instance: leadership; teams as a whole; and team members. But, little has been written on managing these teams in the construction business. Based on a project involving 44 professionals and six teams, our exploratory case study presents preliminary results on perceived important features for managing teams into high performance. Surprisingly, in opposition to their team members, managers did not perceive as most important some of the common features identified in the literature. Plus, some differences exist between teams' perceptions. The reported differences may be correlated with the characteristics (e.g., social and demographic) of the professionals.

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Section: Methodsmentioning

confidence: 99%

Section: Teams and Their Performancementioning

confidence: 99%

What Team Members Perceive as Important to Achieve High Performance: An Exploratory Case Study

Moura

Dias

Domínguez

et al. 2014

Procedia Technology

View full text Add to dashboard Cite

show abstract

“…Contracted design team members are not incorporated into the design process but are deemed necessary to improve it (Mealiea and Baltazan, 2005). There is also no assessment of their involvement and how this has contributed to building sustainability (Riley, Pexton and ISSN 1941-899X 2015 www.macrothink.org/jmr 13 Drilling, 2003) and added value through project optimisation (Stevens, 1997) into the project design.…”

Section: Levels Of Inefficiencymentioning

confidence: 99%

Management Practices in a Formal Design Process for a Metro Project in Doha, Qatar

James

2015

jmr

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This is a research paper focused on assessing the design project manager behaviour and the raised managerial design issues relating to a formal design review in a metro project start-up. Very little research has been conducted in this area and the paper exposes weak aspects of the design review process previously unexplored in today's metro construction environments.In order to consider more implicitly the questions and issues raised, this empirical groundwork utilised an interpretive perspective. The scope for this research was the design mechanisms/processes associated with a large single package -a TBM Segment Design. The population for this study was made up of a number of individuals (12) engineers/Managers located at site, and a total of 9 Engineers/Managers were determined as the resultant sample frame.The outcomes consisted of six (6) themes, namely: Mismanagement Issues; Management Interference; Technical Issues; Contractor Design managers Issues; Documentation Issues; Communication Issues, raised from an initial question; these were further developed into four (4) final themes relating to an assessment of the managerial implications.The paper gives a clear insight into the practical issues surrounding a metro design review and the development of appropriate managerial strategies that can be implemented. The paper also addresses some of the implications for continuing design review developments. The paper suggests that projects of this kind may benefit from an Integrated Collaborative Design approach through integrating construction expertise with the design process at the detail design phase.

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“…Practitioners recognise the factors that constitute effectiveness of employees are numerous but not always identified readily and easily (Mealiea and Baltazar, 2005). Offers of employment to candidates require significant practitioner consideration to identify criteria that might be beneficial to the organisation (Breaugh and Starke, 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

Recruiters and applicants: An exchange of words

Humphrey

2014

J Financ Serv Mark

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Recruitment processes have become important for organisations and involve key decisions: whether to recruit, how and when to recruit, and who or 'what' to recruit. Despite the structured and systematic nature of recruitment, making sensible interpretations of the curriculum vitae (CV), interview performances and assessment centre results about the prospective employee remains an enormous challenge. Similarly, from the candidate's perspective, assessment of the organisation is equally complex. This article provides perspective of this potential 'initial contact' of prospective employees and organisations. The data used to inform this 'initial contact' for analysis is from the CV and the job advertisement. These documents can be used to investigate the 'match' between organisational and applicant requirements and offers; the information exchange. CVs uploaded to Websites by applicants were analysed. The same online sources were used for job advertisements. Using a software package, analysis revealed the most common words that organisations and applicants use to describe their experience, requirements and offerings. Specifically, results showed that applicants for marketing roles in financial services management often neglect the use of keywords demonstrating a low 'match' with advertisement requirements.

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A Strategic Guide for Building Effective Teams

Cited by 24 publications

References 6 publications

What Team Members Perceive as Important to Achieve High Performance: An Exploratory Case Study

What Team Members Perceive as Important to Achieve High Performance: An Exploratory Case Study

Management Practices in a Formal Design Process for a Metro Project in Doha, Qatar

Recruiters and applicants: An exchange of words

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