MANAGEMENT IN THE BUILT ENVIRONMENT

People and Organisation Management in the Built Environment

Table of Contents

Introduction2

The Issue3

Built Environment and Team Work4

The Theoretical View of the Concept5

Team Theory6

Shared Plan Theory7

Joint Intention Theory9

Group Accountability10

Implications of the Encouragement of Teamwork11

Resolving the Issue13

Negotiation and Conflict Resolution13

Collective Effort15

Conclusion16

References18

People and Organisation Management in the Built Environment

Introduction

The need for effective teamwork has become a requirement in business. Workgroups that function as teams have evolved as part of the “total quality management” concept. The evolution of teamwork within management systems was initiated with the belief that employees will be most productive when they identify with the success of an organization, and a small group will have more perceived success while fitting into a larger-scale organization. Thus, managers must be trained to take the role of a coach or facilitator and set goals for the work teams to achieve. Establishing the expectation of effective teamwork and supporting team members should increase the rate of goal attainment (Burke, 2008, 111-127).

Many organizations attempt to develop their work teams in the same manner as sports teams. Management intent on developing effective teamwork must deliberately develop an environment where the elements of teamwork can be practiced and perfected. This takes strategy and discipline. In sport management, the idea is not foreign to managers in many organizations, but they may not have the same opportunities to develop teamwork in practice situations as a sport team (Bridges, 2003, 23-38). Many organizations place a group of workers together and ask them to work as a team. The newly formed team is then expected to succeed or fail at their given task. Management must be cognizant of the process for developing effective teamwork and what contributes to effective teams. The context of each group can vary significantly, but groups also share similar characteristics. In management there are a number of different team categorizations. The most common types are work teams, project teams, and management teams. Each has a nuanced difference that affects the context of the team; work teams are general teams, project teams are time-limited, and management teams generally supervise subunits of work teams (Bridges, 2003, 23-38).

The Issue

It is the trend in the organisations which work in the built environment to encourage their people to work in teams. However, there re some people who prefer to work individually. Or example, the Specialist is self-cantered, committed and focused on the technical / professional part of a theme. He has extensive expertise, background and skills, where it is missing the other team member's strengths. He formulates general statements about the technically correct names and provides the professional contributions to the topic weaknesses. Specialists tend to be in technical details afford to lose and therefore more informative posts only. Application: The role of specialists is to compensate for lack of information of the team and contribute the necessary expertise. One of the characteristics of teamwork on the links between these formulas requires collaboration between members of the team, convergence of efforts from each member and a shared responsibility that must ...