Title: WORKING TOGETHER? INTERACTIONS OF PROJECT MANAGERS WITHIN ADHOCRATIC TEAMS
Abstract: Communication within and between project team members can affect quality of work and productivity of teams. This is particularly the case where “ad hoc” teams previously unknown to one other or who are employees of another company are required to work together on a project, as in the building industry. Most building-industry project teams are temporary, and may therefore be considered “adhocratic teams.” Positive working relationships of these teams is vital because failure of team vision and cohesiveness can undermine successful project completion. These adhocratic teams can suffer from more than the normal stresses caused by project pressures and unclear communication. They often are subject to hierarchical power structures and professional attitudinal barriers derived, in part, from two distinct approaches to project realization (DesignBid-Build, where the architectural firm coordinates and subcontracts the consultants, and DesignBuild, where the owner or project manager contracts the consultants) that can separate the professions, cause animosity and undermine overall team effectiveness. In both these project delivery contexts, the project managers’ interaction styles can significantly affect the productivity and success of the adhocratic teams. Regular and high-quality communication between managers and their teams and within the teams themselves is vital to the effectiveness of the working relationships and success of the project. The style of interaction used to manage and motivate such extended teams is generally not a subject of much debate in practice, though it is a matter of concern in the academy. In the field, awareness of both the potential stresses caused by hierarchical power struggles and the expectations of project managers and team members is critical. Indeed, flexibility and responsiveness to the needs of the team requires a sensitivity to the project context as well as to human and social dynamics. Given the importance of sensitive interaction in ad hoc building-industry teams, this study was conceived to inquire into the nature of these interactions among project managers currently working in the field. This study focused on developing an understanding of the ways which practicing project managers perceive their interaction styles with internal team members and with external specialist teams in both project delivery approaches. The study also sought to determine if there was a correlation between internal and external interaction styles and whether there was a preferred project delivery method. In order to do this, a small, non-random survey of project managers (n=20) in various disciplines was undertaken. The managers were asked about the differences in styles of management and communication they used with their own teams and with external teams they worked with. They were asked about their perceptions of interaction styles of other team leaders and members they worked with. Finally, they were asked about their preferred project delivery method. Results of the survey showed that the majority of respondents believed they were using an approach that combined analysis (focused on evaluating work outputs) and positive feedback (evaluating and critiquing team member performance) as their principle management style with
Publication Year: 2012
Publication Date: 2012-01-01
Language: en
Type: article
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