THE UNIVERSITY OF AUCKLAND

TEAM MANAGEMENT IN
CONSTRUCTION
INDUSTRY
Submitted to The University Of Auckland
Vikram Nagaraj Kashyap
18/11/2017

Projects success is attributed mainly to the team involvement and thus paving the way
for new studies to polish the old ideas and suggest new techniques and methods that can
be used for managing teams. This paper highlights the importance of team management
in the Construction industry.
Contents
1.0 Introduction ..........................................................................................................................................................3
1.1 Purpose of the study .........................................................................................................................................3
2.0 Literature Review .................................................................................................................................................4
2.1 Teams - An overview .......................................................................................................................................4
2.2 Teams in Construction Industry .......................................................................................................................4
2.3 Components of team management ...................................................................................................................7
2.3.1 Trust ...........................................................................................................................................................8
2.3.2 Communication .........................................................................................................................................8
2.3.3 Effective Leadership ..................................................................................................................................9
2.4 Characteristics of High Performance Teams ..................................................................................................10
2.5 Collaborative and integrated approaches for team building ...........................................................................11
2.6 Multicultural Project Teams ...........................................................................................................................12
2.7 Issues in managing teams ...............................................................................................................................13
2.8 How to build an effective team? .....................................................................................................................14
2.8.1 Margerison Team Management Wheel ...................................................................................................14
2.8.2 Belbin Team Role analysis ......................................................................................................................15
3.0 Methodology.......................................................................................................................................................16
4.0 Analysis ..............................................................................................................................................................16
5.0 Conclusion ..........................................................................................................................................................17
6.0 Recommendation ................................................................................................................................................18

Table of Figures
Figure 1. Construction teams and its functions............................................................................................6
Figure 2: Trust Building Process .................................................................................................................8
Figure 3.Characteristics of a team leader ...................................................................................................10
Figure 4.The Margerison-McCann Team Management Profile ................................................................14
Figure 5. Belbin Team roles,……………………………………………………………………… ……15

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Abstract
Projects success is attributed mainly to the team involvement and thus paving the way for new studies to
polish the old ideas and suggest new techniques and methods that can be used for managing teams. This
paper highlights the importance of team management in the Construction industry. Issues related to team
management is discussed along with the characteristics of a high performing team. The discussion is
made regarding the formation of a capable team which can help the reader to grasp some basic idea of an
efficient team. Two essential topics ‘Collaboration’ and ‘Multicultural Project Teams’ are discussed in
this paper which is often ignored by the researchers. Discussion involving Some of the tools such as
‘Belbin Team Roles’ and ‘Team Management Wheel’ which can help in effective team formation is
made. Certain recommendations are given to address specific issues related to team management.

2
Team Management in Construction Industry - An Overview

1.0 Introduction
The concept of Team Management goes back to the Industrial Revolution, where companies adapted
hierarchical approach with scientific methods to manage teams. The scientific approach changed and
optimized the working style by simplifying the job so that training can be given to workers to produce
the desired output.

Team Management is an essential concept adopted by the companies to achieve growth and success. The
Construction Industry is unique, unlike other industries it is fragmented. Traditionally design and
construction are two separate phases, and new teams are formed or reorganized for new projects, team
members are selected based on the project objectives and technical abilities of the individual (Anumba et
al.2002)

As indicated by (Nurhidayah Azmy, 2012) one of the reasons for poor performance in the construction
industry is lack of collaborative work efforts by project participants. The construction industry needs to
integrate process and teams to see more success as there will be specific issues which need to be sorted
out for producing expected results. Team management is not just bringing people under one roof, but it
is collectively helping one another and working together for the same goal. (Egan, 2002)

There are three constraints on any given project: Time, Cost and Quality. A team is a group of people
allocated as the human resource to manage a project collaboratively, and if it is not handled correctly,
there will be a significant effect on Time, Cost and Quality. Hence, it is essential to find a way for
integrating different human resources and working efficiently as a team.

1.1 Purpose of the study

This study is conducted to identify various aspects of Team Management, Analysing the importance of a
team in the construction industry, determining the issues in managing the team and recommending
practical solutions.

As a part of this project, a brief literature review about various aspects of team management is carried
out. A comparison between high and low performing team is presented to the readers to give an
overview of the qualities and characteristics of the high performing team.

Team Management is a crucial aspect of any successful project, failing to manage a team may affect the
project’s result thus Practical issues discussed in this paper will try to give a practical solution to the
identified problem.

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2.0 Literature Review
2.1 Teams - An overview
The word “Team” is a general concept which is popular among all the industries and companies, but
everyone has their way of defining teams, more importantly, the same term means different to different
people. A team can be a group of people who work together in a company, but for some people, a team
can be a group of people who play as a team in sports. Despite various definitions and understandings, a
team is a group of individuals working together for the common objective, and this is a general
definition of a team irrespective of how people define it. Katzenbatch& Smith (2010) define a team as, a
group of individuals committed towards the same project with common goals and purposes holding
complementary skills and mutually sharing the responsibility.

It is interesting to see different explanations and definitions of a team as it will broaden the subject and
gives a precise answer to everyone’s need. The above description defines almost every team be it a small
group or larger groups in an organization.

Another researcher Anthony P. Ammeter define a team as “Individuals from previously coupled areas in
an organization brought together to perform a complex or specialized task of a multidisciplinary nature.”
There is another term called “Work Groups” used by some companies to describe a team.

According to Nurhidayah Azmy (2012), the term “Work Group” is used to describe a broader social
system which exists within an organization. However, Teams and work Groups exist to carry out the
tasks relevant to the organization. They are a group of people who are interdependent and share same
goals and objectives to perform the tasks. For having a great team, the members must be capable of
adapting to situations which are unpredictable and must be able to give constructive inputs and feedback
to improve overall team performance.

Every successful task performed by a team is a result of the Collaborative effort put by every individual
of the team. The primary driver for a project’s success is a commitment of the team members to
complete the task. Technical and problem-solving skills will add as a complementary factor towards the
success of the team. New challenges and issues can easily give a setback to a project, but the team
members must accept the responsibility and work together with dedication and commitment to tackle the
problem.

2.2 Teams in Construction Industry

The construction industry has seen teams dating back to pyramids; team management is a relatively old
topic for the construction industry. The integrated project delivery model explains the value of teamwork
embedded in the cultural tradition of the construction industry. It also suggests that the improved team
performance is due to the work of various teams as a single unit which will even improve the project
delivery time, reducing costs and creating a comfortable working environment for the entire team.
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Researchers Loosemore and Uher (2004) suggests that the varying composition of construction team at
various stages is a unique feature of the construction industry and it is true as the entire team work only
at certain stages, designer will operate only during the designing phase or if there is any necessity of
design changes and it same for other team members. The project manager and the Principal will work
until the end of the project. The project manager will supervise and lead the team as he is the most
experienced or the person with right knowledge to lead the team in the right direction. The role of
specific team members will vary upon the type of project delivery system.

Alshawi and Fari (2002) view construction project as a venture which collaboratively involves various
organizations to produce a construction project team and these parties in the team will truly understand
the value of teamwork. The most important person in an organization is the Project manager, and the
success or the failure of the project depends on Project manager’s competency.

Project participants of a construction project are generally composed of:

 Client/ Owner

 Project manager
 Designer/Engineer
 Consultants (Design, structural, Architectural)
 Contractors (Main contractor and subcontractor)
 Financial Adviser
 Legal Consultant

The composition of the project team subjected to the type of delivery model comprise of

 Owner
 Project manager
 Architects and Engineers
 Contractors and subcontractors

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Figure 1. Construction teams and its functions
(Source: Nurhidayah Azmy, 2012)

6
The most important constraints in a construction Project is Cost and time. The members of the
construction project team who are selected carefully to complete the project will contribute their
technical skills and knowledge to finish it with higher efficiency and profit.

Cornick and Mathew (1999) believe that construction projects are different in many ways. According to
the researchers, the team members possess

 Unique qualities which make a group behave in a particular way.

 Distinct personal qualities which keep them focused and allow them to think about the project
and its team members in a particular way.

According to them, human resource in a construction project is very fluid by nature. Members of the
team seldom know each other, nor they train together, and many members of the team are project-
oriented, they participate only in certain stages of a project, and many will not work until the end of the
project.

Cornick and Mathew (1999) have beautifully explained the characteristics of the construction project
team. Unlike other industries, the teams in the construction industry are unique by the listed features

 The objectives of the individual team member may not be same as that of the purposes of the
group unless the members have agreed upon specific shared goals and objectives.
 The involvement of the project manager need not be from design phase until the end of the
project (Depends upon the type of project), but he supervises the project from beginning till the
project termination.
 Due to time and cost constraints, all the team members will train only for specific projects. And
members will always think of their contribution that may help towards the progress of the team.

The team members may hail from different industries and background but they are all brought under one
room through contract and by this one may understand that their common objective is making a profit
for their organizations. It is the leader who is responsible for the team to work towards a common goal
without any conflicts.

2.3 Components of team management

The nature of fragmentation in construction industry is well known, the uncertainty of the construction
project is on the rise along with the complexity of the projects. Dealing with these projects is very
difficult without proper team management (Chan, Scott, & Chan, 2004).

The Main components of effective team management are Trust, Communication and Effective
Leadership.

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2.3.1 Trust
If the team members cannot trust each other, there will be a severe impact on the project. The
productivity of the team will decreases and the focus will shift outside the project scope. Trust and
communication are the two things which hold the team together. People from a varied background who
have never met before have to work together on a single project with mutual understanding and
supporting each other. The leader of the team should make sure the team members are comfortable with
each other. Without proper leadership, the team may divert from the Project scope, and it is the team
leader’s role to hold the team together, working towards the common goal. (Gerald W. Bricke, 2010)

Figure 2: Trust Building Process

(Source: Mind tools.com)

2.3.2 Communication
The most essential and useful skill in team management is Communication. According to Miller and
ball, the single most skill required for effective communication is the information flow from the team
leader. The very concept of forming a team will lead to better information flow. The research carried out
by (Stephen E & Christopher, 2007) has highlighted the importance of communication, according to
them, communication is the only thing which is gluing the team together. The team members must be
informed of every development through group meeting and constant notifications via different channels.
Miscommunication is the major reason for conflicts among the group members this will break the trust
and hinder the project's growth.

One of the research conducted by Abadi (2005) points out towards the fragmented part of the
construction industry for the problems of communication. People from the various field have to work on
8
the same projects from different locations, this sort of teams are called ‘virtual teams’ and managing this
nature of team is certainly not an easy task. Various tools such as Emails are used to convey all the
information to individual team members, but it is not effective as face to face meetings. Team leader’s
responsibility is to arrange regular meetings to track the progress and to keep everyone on the team
informed and motivated.

2.3.3 Effective Leadership

A Team Leader possesses different personality traits which will make the members of the team follow
him. Personality trait such as compassion towards other team members and professional integrity is the
highly regarded trait of a leader. Respect and trust will keep the team members motivated and will work
for the leader. Figure 3 shows the characteristics of a team leader.

According to Mussel white (2007) three main proficiencies of an effective team leader are:

 Boosting Team Understanding - A team leader needs to make all the team members understand
the importance of each member in the workgroup and ensure they work in coordination. The
workgroup needs to understand the importance of working in the same team and work towards
the accomplishment of shared goals.
 Excellent Problem Solving - Team leader should be able to provide all the information to every
team member, and they must understand their roles and responsibility. Team Leader must be able
to solve any complications which arise in the team and must ensure smooth flow of work.
 Facilitator of Effective interactions - Team Leader must be able to bring good coordination
among team members so that they work collaboratively and make decisions.

According to another Industry expert James A.Koroma. (2015) a leader is one who can reach all the
peers with the effective communication channel and help the organization to improve its performance.
According to him, a person cannot be termed as a leader if he fails in communicating the message
powerfully to the team members. A leader must acknowledge the contribution and skills of each
member of the team and reward them regularly for keeping them inspired and work towards the
accomplishment of team goal. A leader must believe in the team effort, even the most powerful leader
need support and help to accomplish his goal.

Alan Grey (2015) argues that a good leadership will impart confidence in every member of the company
and every person will have faith and rely on the leader for guidance and knowledge. Many researches
have argued over the traits of an effective leader and leadership qualities, among those studies the trait I
found most intriguing was the ability to foresee things which allows a leader to inform the team

9
members about the policies and allowing them to initiate the tasks on time which will lead the team
towards the accomplishment of goals.

Figure 3.Characteristics of a team leader

(Source: Dionne, Yammarino et al. 2004)

2.4 Characteristics of High Performance Teams

Teams which produce extraordinary results by actively engaging themselves in work are called High-
performance teams. According to Katzenbach et al. (2015), it is scarce to see an actual high-performance
team in the Construction industry since it requires a lot of personal commitment. His explanation for
High performing teams is unique; True high-performance teams are those teams which outperform other
like teams by delivering extraordinary the results more than expected. The common trait that can be
identified with the high performing teams are:

 Effective collaboration - All the team members must share their experience and expertise
among one another and accomplish the project objectives within the given time frame.
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 Collaboration requires excellent support, and it must bring healthy challenge which helps to
achieve positive outcome. Team members of high performing teams are not self-centred, they
work towards the common goal with a high degree of cooperation.
 Dedication - The team members of high-performance teams are highly dedicated to their work
and are performance oriented. The members of the team will ensure that the project is carried out
accurately without missing a small detail. The dedication of the team members will help in
completing the project before the deadline.
 The power of Decision making - High-performance team members have a certain degree of
freedom to independently decide without waiting for the instruction from the boss or the team
leader. This alone will enhance the performance of the team.
 Enthusiasm - Team members are highly performance oriented, and their enthusiasm will lead
the team members to overcome any complications which may hinder the project's progress. The
highly enthusiastic team will continuously keep attention to detail and inspire other members of
the project.
 Shared Vision - This is one of the most essential parts of High-performance teams, all the team
members share the same set of values and vision of the company and will perform better than
expected. Since they share same values, all the team members will strive for upholding the
values of the organization.

2.5 Collaborative and integrated approaches for team building

There is a lot of criticism regarding the fragmentation of construction industry, and its implications have
to lead to the formation of weak teams (Baiden et al. 2006). In support of this view, Sir Egan (1998)
suggested in his report about the benefits of adapting integrated and collaborative approaches while
forming the construction teams. The UK construction industry proved this study by producing promising
results and the success is primarily attributed to “team integration.” The construction industry is filled
with many complexities and the two major complexities according to Gidado (1996) are uncertainty and
interdependency.

High performing teams can handle the complexities of the project and can turn interdependency into an
advantage. Trust and mutual understanding can change the way the teams work. If the fragmented
industry is integrated, many forms of uncertainties can be resolved. (Anna Dubois, 2010)

According to (Baiden et al. 2006) integration of teams is considered as the amalgamation of various
disciplines or organizations which have a different culture, needs and goals merge into a mutually
supporting unit. Individuals of the integrated teams need to work together for achieving the mutually
shared and agreed project goals through information sharing. It implies that the cultures of various
organizations must be aligned more collaboratively. Integration is a process which takes continuous

11
effort to its core objective of enhancing professional attitude and team culture. Integration in the
construction industry is used to narrate the methods, behaviour and work practices that produce effective
and efficient collaborative culture by an organization and the individuals.

The team is said to be highly collaborative and integrated when (Baiden et al. 2006)

 Members of the organization have the same objectives

 The members interact with members of another group without any boundaries
 The members think and work for the mutual benefits of every team member, and they support
each other.
 All the information is freely shared among the other members without any restriction to specific
professions and units within the team.
 There is an atmosphere where all the members of the teams are respected and every individual
value professional relationship.

2.6 Multicultural Project Teams

Multicultural project teams have been neglected over the years but it is gaining a very fast momentum,
and many researchers are showing a keen interest in resolving significant issues related to the
multicultural aspects of the team (Edward et al., 2006). Managing people from multicultural background
has its pros and cons. Since we are calling our planet as a global village, working with multicultural
teams has become the new trend (Earley and Mosakowski, 2000). The process and methods must
continuously evolve according to the changing trends, and more emphasis is given to multicultural teams
than ever before (Weatherly, 2006).

New Zealand is a multicultural country and construction industry has people from different ethnicity.
People from the various backgrounds will work in the same team, and it is a significant challenge for the
project manager to ensure that every team member has aligned with the common goal and objective of
the project, which is a crucial factor for the success of the project. In this global village construction,
teams need not be located in the same place or even the country in which the work is in progress.

According to Anthony Yeong (2013), some of the major barriers while managing multicultural teams
are:

 Religious and Social Background

 Language
 Building common trust
 Ethical Values.
 Getting Consensus
 Time Difference ( If the team members work in different time zones)
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Multicultural teams has various advantages (Nintex blog, 2016):

 Team will develop a sense of Understanding of different cultures and the workplace will become
more tolerant.
 Creativity will increase in the multi-cultural teams.
 Customers will get better service; increase in diversity can help the company to expand its
services to people of different ethnic background and better services can be provided.

Managing multicultural teams is very hard, but when managed with great responsibility, a great working
environment can be created. Leadership quality of the project manager is of great significance while
leading such teams. Developing trust among the team members will align them to work together
collaboratively towards achieving the shared objective of the organization. The key to managing the
diversity is strong commitment and support from the Team leader (Anthony Yeong, 2013).

2.7 Issues in managing teams

The success of any project depends on how efficiently the team is performing. Researchers have found
out some of the most common issues in the organizations which lead to the underperformance and drag
the team towards failure. An article published by Steve Nguyen (2017) in Harvard business review
points out the most common yet significant problems of a team.

 Team identity Crisis - When there is no sense of oneness the team will have no concern about
the team objectives. Team members will think of individual progress and benefits instead of
winning as a team. There will be lack of collaboration and conflicts among the team members.
 Ineffective leadership - Team leader must inspire the team and lead them. When the leader is
not proactive in managing the team and showing them the direction, team management is bound
to fail.
 Lack of Creativity - Mixture of different personalities can bring creativity into the project, and
the team can tackle the problems creatively, but when the team lacks it, the progress remains
stagnated.
 Group thinking - when the teams agree with each other on every aspect, it might be a problem.
There will be no debate over the proposed idea if there is complete agreement. Team members
must be able to criticize and improve the proposal.
 Complexity in decision making - When the team members are not willing to loosen their stance
on any decision, it is tough to arrive at the final decision. Members must be cooperative and must
accept the best idea.
 Communication- Communication can be a significant barrier while managing teams. The
success rate of the project depends on the effectiveness of communication. It can become a more
significant problem when the team is scattered. i.e., when different team members work from a
13
 different location. The team leader must find a way to hold regular meetings with all the team
members. Video conferences and another such mode of communication should be used by the
team leader to ensure the progress of the team.

There will be a lot of obstacles while managing a team; the Project Manager should develop strategies
and lead the team to complete the project without any issues and an effective leadership can guide the
teams to success.

2.8 How to build an effective team?

2.8.1 Margerison Team Management Wheel
According to Margerison-McCann (1989) a team with highly talented people can often fail to fulfil its
goals; this can happen when the team members are assigned the responsibilities which do not use their
strength and maybe because of the composition of the team which lacks the different abilities it needed.

In the construction industry, teams will be formed based on the experience and knowledge of the
individuals in the required areas. But it is unlikely that they are good at other important aspects such as
problem-solving, planning, decision making, etc. when a team has people with all these skills it is more
likely to be effective.

When the team is formed based on the right strengths the project require, the project is very likely to be
succeed. Margerison-McCann and Dr Dick McCann have developed a psychometric tool to assess
different personality preferences which indicate the working nature of a given individual. Figure 4
represent Team Management Wheel indicating different personality types. After taking the assessment;
the team leader can identify the strengths and weaknesses of the individual and assign the roles
accordingly.

Figure 4.The Margerison-McCann Team Management Profile

(Source: Mind tools.com)

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2.8.2 Belbin Team Role analysis
The team role concept became famous almost three decades ago, and it is still widely used by the
trainers. Researchers suggest that the success of the project depends on the type of person involved
rather than qualifications. Meredith Belbin researched and indicated that the chances of the team
succeeding in a project largely depend on the team formation. He developed a personality assessment
tool which broadly classifies the people into nine different roles. It need not necessarily mean that the
project must involve nine people with various roles, according to his theory each has more than one role,
and thus a team with varying roles of a group can enhance the success of the team (Meredith Belbin, R.,
2011).

A Research done by Prichard, J.S.et.al (1999) on the Existing teams of UK based companies and the
performance of the teams was predicted based on the Belbin team roles. The results matched the final
project outcome. Different Team roles and their functions according to Belbin Team roles are shown in
figure 5.

Figure 5. Belbin Team roles,

(Source: from Belbin.com)

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3.0 Methodology
The objective of this study is to highlight the various team management methods used in the industry,
identifying the issues faced in managing teams and providing new recommendations. Team
Management is a very hot topic in the present industry and a lot of scope is there for further studies and
improvement of current practices.

The method used for developing this report is a literature review. A literature review was conducted by
reading and analysing various books, journals articles, conference papers and other online sources. A
literature review has helped in assessing multiple issues faced by teams and reviewing different tools
used in the industry.

There are many articles which discuss team management but two essential topics ‘Collaboration’ and
‘Multicultural project teams’ is not significantly researched. These two topics are included in the report
which is often neglected by the researchers. Pros and Cons of the Multicultural project teams are
discussed to provide more idea to the reader, and a brief literature review is carried out in this regard.

Team Building is very crucial for any leader who wants to guide the team to success. There are dozens
of tools and techniques which are used by industry leaders to build high performing teams. Margerison
Team Management Wheel and Belbin Team role analysis are very famous team building tools, and a
brief literature review is carried out explaining these two techniques.

4.0 Analysis
From the Literature review conducted for this project, it is found that ‘Teams’ are highly essential for
any project completion. Team Management is a highly discussed topic in the construction industry and
is given great importance. The most import factors for managing team according to the research are
Communication, Trust, and effective Leadership. The concept of team management is evolving, and new
techniques are introduced based on the analyses to help leaders to manage a team and lead the team to
success. The concept of a team is illogical without mutual understanding and an intention to work for the
common goal.

The Critical success factors of team management which are identified from leadership management
(2017) are:

 Clarity in team goal and definition.

 A Clear action plan.
 No ambiguities in defining roles and responsibilities.
 Continuously monitoring and measuring team progress.
 Ensuring all the team members are committed and engaged.

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  Working collaboratively with determination and commitment.

Teams are indeed a positive aspect for a project but teams can bring certain limitations which are often
overlooked.

According to PMBOK there are certain limitations in Team Management

 Control Limits- The disagreement over the collected data may impact projects control and may
delay the project. It is the responsibility of the team leader to resolve any ambiguities and avert
the conflicts which can lead the project to failure.
 Human Limitation - Teamwork is great but one person in the team may not agree with the rest
and may spark controversy all the time. The team leader must identify such people in the start of
the project and must create a better communication channel among the team members so that no
conflict arise during the project and adding to this point all the members of the team might not
work in the same place and it will be harder to take some decisions without team meeting, this
may be an issue for reaching an agreement at certain point. Project manager must be able to set
up meetings using the available technology and ensure the team members are always informed
about the project progress.
 Lack of consistency in the organisation- This is one of the most commonly observed problem
in teams of construction industry. Team members may focus on their team objectives without
interacting with other teams of the organisation. This may not be good for the organisation.
Project is more successful when there is an efficient liaison or collaboration among different
teams and when they work with co-ordination (Tara Duggan, 2017).

Team management has proved to be an essential factor for the success of the project; Project manager
must understand every individual and assign roles according to their strengths. Personality tests are
usually used for this purpose, and team leader can understand the behaviour of every individual more
effectively. But when the person is expert in one aspect of the project, and the test results indicate or
assign him a different role, team leader may develop prejudice about the behaviour of certain individual
and may assign a role in which the team members may not be able to perform well, this limits the
performance of the entire team. To succeed team leader must work out all the possible issues and find a
solution. When the team is built on trust and mutual understanding, managing the team is not an issue.

5.0 Conclusion
Team Management is an essential topic yet neglected by most of the organizations; the construction
sector has an amalgamation of human resources belonging to the different culture and different
disciplines. Managing a diverse team is extremely hard, and it needs a capable leader who can identify
the right fit for the company and bring all the people under one roof and have them work towards the
17
Common objective. The research related to team management needs to be more focused and should
cover more issues to develop a better way of managing teams. Managing a team will test the capability
of a leader thus the team leader, or the project manager should find a better way to bring coordination
among the team members which promotes trust and collaborative work culture which is essentially the
need of the hour.

6.0 Recommendation
Managing teams will be easy when the Team Leader understand the personality of every team member,
and when the team members understand each other, there will not be any conflicts.

There are many personality tests available in the market and is being used by many organizations. Every
team member is allowed to take the test, and the results are provided to help every individual team
member to assess their strength and weaknesses. But when they understand the personality type of
others, their performance and relationship with other members of the organization improve. According
to Stephanie Taube (2015), 89 companies out of Fortune 100 companies use Myers-Briggs test to assess
the individuals who join the company. This is not something commonly seen in the construction
Industry. The construction industry can use this test for assessing the currently employed members and
the new recruits.

In construction, project teams are often formed based on the project's requirements. People who have
never met before have to work together till the project completion. Mutual trust and understanding is a
must for any successful team.

To promote mutual Trust and create a better working environment few recommendations are:

 Celebrating Major festivals belonging to every ethnic group of the team can promote better
cultural understanding and will bridge the cultural gap exist in a multi-cultural project team.
 The Team leader must organize Dinner after the work hours which helps in better understanding
of the team members on a personal level and this shows
 The team leader must reward the team when they perform well, which increase the job
satisfaction among the team members.
 Team Leader / Project manager must organize a face to face meeting (if possible) in case of
virtual teams.

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References

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effectiveness.
2. DIRKS, K.T., 2000. Trust in leadership and team performance: Evidence from NCAA
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3. AZMY, N., 2012. The role of team effectiveness in construction project teams and project
performance, ProQuest Dissertations Publishing.
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