How to Improve Teamwork in the Construction Projects with Examples

Introduction

In this task an overview of the question is given. As the focus of this task is on teamwork the study attempts to start with a background on teams and attributes of successful teamwork. The background is followed by a discussion of ways to improve teamwork efficiency, which leads to the aims of the assignment

Background

Generally, Teamwork is defined as a cooperative process that allows ordinary people to achieve extraordinary results. Harris & Harris (1996) also explain that a team features a common goal or purpose where team members can develop effective, mutual relationships to realize team goals. Teamwork replies upon individuals working together during a cooperative environment to realize common team goals through sharing knowledge and skills. In own view, work team plays an important role in all business’s deeds, it assesses them to achieve their missions and develop their vision, working within team lead to do the activities with best outcomes and helps to avoid any failure

In the term of the construction industry, teamwork may be viewed as a situation in which construction employees’ work interdependently to reach a purpose for which they share responsibilities. In the construction industry, organizations have a high strong confidence in the power of teamwork. By embracing a cooperative setting with project teams, organizations can deliver complex projects on time and provide high levels of customer outcome within the housing industry, organizations or project teams require the involvement of each member because it may be a composition of human multitasking, including owners and construction professionals to facilitate and permit synergy that ensures more output and ultimately success. The importance of individual skills is never suppressed, but to realize maximum performance, a private got to be competent within the team

A typical construction project has three stages preconstruction, construction and post construction stages. Along these stages, there are many activities performed to achieve the output and goals specified by the owner. Therefore, it is crucial for the 33construction project team, at some extent, to measure its performance on the activities or subprocesses performed throughout the construction project. Performance of a project can be considered as a result of the process as well as the presence of the process (Bai and Yang 2011).For a project team to be effective, it is important for team members to understand and accept the performance measurement or indicators identified for the project.

Objective

Identify strategies to improve teamwork in construction projects.

Literature Review

The team’s popularity of in organizations has amplified over the last decade. several organizations use teams to implement daily activities to help them obtain strategies to deal with complexity and competition, to address customers’ demands and expectations addition, Castka et al. (2001) said that the experience of organizations using teamwork has shown that the effective use of teams can result in considerable improvement in productivity, efficiency, creativity and performance, as well as employee satisfaction. Similarly, Harvey et al comment that an organization’s survival in a competitive global environment rely on its ability to accommodate dynamic and adaptive teams.

Alshawi and Faraj (2002) posit that a construction project involves a collaboration of individuals, who are assembled to allow synergy that ensures success to a project. The construction industry is a project-based industry in which all project needs different people in accordance with their knowledge, expertise, competence and experience. The collaboration among individuals affects the relationships and eventually depicts an ability to work together. teamwork is prevalent in the cultural tradition of construction which ensures the successful completion of projects. Over the years organizational commitment (OC) and job satisfaction (JS) have drawn attention from researchers in different disciplines and have been a focus for many organizations, primarily because of their effect on organizational outcomes such as employees’ turnover intentions, absenteeism, organizational citizenship behavior, performance, job involvement, and effectiveness.

Gordon (2002) explained that team development is a five-stage process and that each stage deals with task activities and interpersonal group interactions to achieve the team goals. The process is outlined below: I. Orientation to task. The team members determine tasks and the information need to complete the missions

Redefinition it is appropriate behavior. In this phases mission, abilities and preferences of team members are redefined according to the information gathered in the first stage. Team member clash and conflicts arise at this stage because differences in personal priorities or size of dedication to specific tasks since members are not experience in conflict controlling.

Coordination of group behaviors. Open discussion and group cohesion occur at this stage where team members resolve their variation s. This stage however is the longest phase due to the time required to collect data and interpret information, resolve differences and develop alternative strategies to help maintain focus on tasks and goal.

Formalization of functional group behavior. This stage is like forming stage where the team can focus on completing the project and work on resolving problems that arose in previous stages such as different perspectives, emotional responses and different interpretations to tasks. By this time experience in problem solving assess develop functional roles in line with members’ abilities, technical skills and group tasks.

Termination of the group. The final stage where the group has fully completed the project sees the team members either continuing together in future assignments or dissolving. This stage is like Tuckman’s (2001) adjourning stage, which he added to his team life cycle model in 1997 in conjunction with Jensen. This phase could be a period of sadness for some members who have worked well together and now have to part, while for others it may be a time of restarting from Phase 1 in another project with the addition of experience in team handling issues.

Construction Project Teams

Construction project teams are developed at once they start into a new project. The purpose is for a team to showcase its attractiveness of mutual relationships through project performance. To ensure that construction teams successfully complete their projects, it is important for construction companies to promote, measure, and evaluate their effectiveness. It is a hard task to perform, but there are found mental purpose and reasons why construction companies need an effective measurement system for teams.

Any construction project is a collaborative process that requires the input of many team members, including architects, engineers, building contractors and the investors. While all members of this team share a public goal of wanting to complete the project, their ways of doing so and the priorities each team member has can be very different, sometimes causing conflict that can slow or even halt the progress of the project. To avoid any dispute or clash between project crew at any construction phases, several critical and strategies must be considered to improve teams work efficiently and creatively. Below is more illustration:

• Implement leadership responsibilities and opportunities the responsibility and control of the team’s leader to draw the way the team to achieve specific project goals working on a project, it’s important to ensure every team member takes ownership for their own work and knows what their responsibilities and duties are for the task in hand. Giving everyone a sense of responsibility will boost the morale of team members and make them feel like they’re playing a vital role in the project, encouraging them to work to their highest standard.
• Set goals and team targets. Implementing a goal or target that you would like your team to match is a fantastic way to ensure that your team start to show the project as a bigger and clean image, moreover as their own individual contributions. By carrying out so, employees will begin to work out that their priorities, while valid, may not be the most important feature of the project, encouraging them to focus on other component of the construction and allowing the team to move forward faster and with zero conflict. as well, to verify that any goal you implement is achievable and measurable so that it is a clear and defined goal on one hand, The team should define and agree collectively upon common team and project goals that provide objective, focus, and direction. It is important that goals must be fixed, measurable attainable relevant and deadline.
• Creativity of Communications skills is vital to recognize and respond to the principles and concept of others, and to align and focus attention on e the values of the project team.
• Roles and Responsibility. All team member should understand individual or group’s duties, rights, and responsibilities prior to begin the project. when, everyone on the team punctual understands what he must do. this is will vanish any conflicts issues either during project process or in the upcoming moreover, it is important for all team members to know their legal responsibilities, not only for protect themselves, but to avoids valueless miscommunications and expenditures.
• Good Relationships Between Teamwork understand each other within one team is play an significant role in improve relationships and recognize strength and weakness about everybody in the team, this very good to bring positive side to the work. This leads to build trust and with trust comes the possibility of a successful relationship and project. It is crucial for a team to respect and trust one another’s respective role in the construction progress and understand the hazards inherent with these roles to measure the project’s success.
• Realize value the opinions and idea of others  disagreement are ever possible to arise when working with teams, but by make certain that you keep an eye on your employees and staff and make sure they are dealing with disputes in the correct way, conflicts can sometimes lead to pulse progress on a project.

Ensure that your staff know how to listen and communicate effectively when dealing with conflicting interests, and that they realize that while others may have various opinions and views to them, that they need to respect those opinions.

Conclusion

Every work and project need to complete crew to grantee the success of the missions without any problems that lead to some issue such as delayed. Cost over in construction projects the work is going through many phases each phaser required specific skills

Furthermore, the success of entire tasks through construction projects progress rely on the teamwork collaboration. it is difficult to ignore teamwork effectiveness in construction projects, without it aims and goals is far to achieve on time and high standards of quality On the other hand, crew successful of Construction projects depend on synergy of all team members to achieve the harmony teams must be updated and improved regularly. Create new strategies to develop teamwork in construction will lead to better understand how important for their roles in influence teamwork effectiveness.

References

1. (Bakir 2019)Al-Reshaid, K, and N Kartam. 1999. “Improving Construction Communication: The Impact of The On-Line Technology.” 8th International Conference On Durability of Building Materials and Components: 2270–76. http://www.irbnet.de/daten/iconda/CIB2251.pdf.
2. Bakir, Mohamed. 2019. “Edith Cowan University.” The Grants Register 2020: 315–16.
3. Dhurup, Manilall, Jhalukpreya Surujlal, and Danny Mutamba Kabongo. 2016.
4. “Finding Synergic Relationships in Teamwork, Organizational Commitment and Job Satisfaction: A Case Study of a Construction Organization in a Developing Country.” Procedia Economics and Finance 35(October 2015): 485–92.
5. Tabassi, Amin Akhavan, Mahyuddin Ramli, and Abu Hassan Abu Bakar. 2012. “Effects of Training and Motivation Practices on Teamwork Improvement and Task Efficiency: The Case of Construction Firms.” International Journal of Project Management 30(2): 213– 24.
6. (Tabassi, Ramli, and Bakar 2012)Al-Reshaid, K, and N Kartam. 1999. “Improving Construction Communication: The Impact of The On-Line Technology.” 8th International Conference On Durability of Building Materials and Components: 2270–76. http://www.irbnet.de/daten/iconda/CIB2251.pdf.
7. Dhurup, Manilall, Jhalukpreya Surujlal, and Danny Mutamba Kabongo. 2016. “Finding Synergic Relationships in Teamwork, Organizational Commitment and Job Satisfaction: A Case Study of a Construction Organization in a Developing Country.” Procedia Economics and Finance 35(October 2015): 485–92.
8. Tabassi, Amin Akhavan, Mahyuddin Ramli, and Abu Hassan Abu Bakar. 2012. “Effects of Training and Motivation Practices on Teamwork Improvement and Task Efficiency: The Case of Construction Firms.” International Journal of Project Management 30(2): 213– 24.
9. (Dhurup, Surujlal, and Kabongo 2016)Al-Reshaid, K, and N Kartam. 1999. “Improving Construction Communication: The Impact of The On-Line Technology.” 8th International Conference On Durability of Building Materials and Components: 2270– 76. http://www.irbnet.de/daten/iconda/CIB2251.pdf.
10. Dhurup, Manilall, Jhalukpreya Surujlal, and Danny Mutamba Kabongo. 2016. “Finding Synergic Relationships in Teamwork, Organizational Commitment and Job Satisfaction: A Case Study of a Construction Organization in a Developing Country.” Procedia Economics and Finance 35(October 2015): 485–92.
11. Tabassi, Amin Akhavan, Mahyuddin Ramli, and Abu Hassan Abu Bakar. 2012. “Effects of Training and Motivation Practices on Teamwork Improvement and Task Efficiency: The Case of Construction Firms.” International Journal of Project Management 30(2): 213– 24.
12. (Al-Reshaid and Kartam 1999)Al-Reshaid, K, and N Kartam. 1999. “Improving Construction Communication: The Impact of The On-Line Technology.” 8th International Conference On Durability of Building Materials and Components: 2270–76.