An investigation into the perceived quality of communications in dispersed construction project teams

Construction project teams are increasingly operating in dispersed arrangements in which communications predominantly take place via information communication technology (ICT) with a dose of face-to-face interactions. However, a review of literature reflects a scarcity of research on how shifting to dispersed teams affects the perceived quality of communications in construction project teams. The present study attempts to address such a gap in the body of knowledge. To this end, 12 major indicators of quality of communications were identified through a review of literature. This was followed by conducting 17 semi-structured interviews with experts in the industry to customize the indicators for the construction context. Based on the identified indicators, a questionnaire survey was designed for elucidating the perceptions of construction practitioners about changes in quality of communications in dispersed teams in comparison to fully collocated ones. Drawing upon the data collated from 285 duly completed questionnaires, confirmatory factor analysis (CFA) was deployed to define the major areas of change in quality of communications in dispersed teams as perceived by the respondents. The findings showed that shifting towards dispersed working results in a change in perceived quality of communications in ten areas mainly reduction in completeness and reliability of communications. The present study contributes to the field by providing a list of indicators for assessing the quality of communications for construction project teams. Additionally, the findings provide an illuminating insight into the primary changes in perceived quality of communications in disperse team arrangements.

The organisational benefits of teams

This study presents an analysis of the benefits of two team structures - quality circles and self-managing work groups - for Australian work organizations utilizing the Australian Workplace Industrial Relations Survey for 1995. The analysis indicates that firms with team structures have higher labor productivity, a flatter management structure and reduced employee turnover. The presence of team structures in Australian firms indicates a decrease in industrial harmony. The findings were inconclusive regarding absenteeism and profitability.

Natriuretic peptides inhibit adenylyl cyclase activity in dispersed eel gill cells

The effect of natriuretic peptides on forskolin-evoked adenylyl cyclase activity was investigated in dispersed gill cells from the Australian short-finned eel (Anguilla australis). Molecular cloning techniques were employed to identify the putative G-protein-activating motif within the intracellular domain of the eel natriuretic peptide C receptor. Eel ANP, eel CNP and the NPR-C-specific C-ANF inhibited the forskolin-stimulated production of cyclic AMP. This effect was abolished by pretreatment of cells with pertussis toxin. Eel VNP was without effect on adenylyl cyclase activity. PCR and molecular cloning indicated that the intracellular domain of A. australis NPR-C has the same amino acid sequence as Anguilla japonica. Alignment of these sequences with Rattus norvegicus NPR-C indicated conservation of the putative G-protein-activating motif BB...BBXXB (B=basic, X=nonbasic residues). These data suggest that branchially-expressed NPR-C may play a physiological role additional to that of ligand clearance.

Behavioral adaptation within cross-cultural virtual teams

With today's business environments no longer confined to national borders, much work is undertaken in global virtual teams. Such teams consist of members located in different countries that communicate via technology media to complete a project task. Much of the research in this area has been focused on the technological aspects of such environments; there is, however, a lack of research into the behavioral aspects and the issue of cultural differences in particular. It has been acknowledged that when cultural diversity is neither recognized nor acted upon, significant challenges can arise for the team. Current advice in the literature suggests that team members should adapt their normal working behavior in consideration of cultural differences. However, there is little indication of how team members should do so. This study investigated if and/or how team members adapt their behavior in cross-cultural virtual teams. The results of this study indicate that team members can adapt their behavior in both spoken and written communication as well as allowing for religious beliefs and time zone differences. This paper discusses specifically how behavior can be adapted, including a discussion of behaviors that caused concern. Finally, a framework of behavioral adaptations is presented for ways to improve cross-cultural virtual team interactions.

Learning in virtual teams: exploring the student experience

In 2005 an existing undergraduate course in project management was converted from face-to-face mode to wholly online mode. Wholly online mode means that there are no face-to-face classes at all, and all teaching and learning is facilitated through an online environment.

The revised project management course was designed with an underlying problem-based learning (PBL) pedagogy and used a simulated, fictitious telecommunications company, United Enterprises (UE), as a case study learning resource. The students worked in virtual teams to complete online learning activities and to solve authentic project management tasks for UE. Employees of UE were available online to provide direction and answer further questions about the tasks.

The overall research study used an action research methodology in which feedback was elicited from two groups of stakeholders involved in the project management course - students and teaching staff. The feedback was used to plan, develop and implement the new Information Technology (IT) Professional Practice course.

This paper reports on the findings of three anonymous student surveys that were conducted after each of the main project management topics and tasks were completed. The surveys sought feedback in a number of areas. However, the feedback reported here relates specifically to student opinions about their experiences of working in virtual teams within the learning environment. Other aspects of the research, including student perceptions of UE and feedback from the teaching staff, are not reported here.

Across the three surveys, most students indicated that they valued the opportunity to discuss various aspects of the course with peers and teaching staff online, and to interact with real-life employees of UE. Although discussion forums were the prescribed method for communication other forms of communication such as email, chat and face-to-face meetings were also used. According to the students, the best things about online group work were that it provides the flexibility of time and place; it allows communication and participation to be recorded; and is an ‘efficient’ way of working. The worst things about online group work were that communication is more difficult and that team members leave participation and submission to
the last minute. While up to 15 percent of students did not like the experience of online group work at all, overall students were generally satisfied with this style of learning and enjoyed the experience of working collaboratively within a virtual team.

The research has highlighted a number of areas where improvements can be made to the student experience of working in virtual teams. These improvements will be adopted in the development and delivery of the new course as part of the action research study.

Work teams : perceptions of a ready-made support system?

Much research on work teams has been focused at the team-level, considering such issues as effectiveness, productivity, and overall interaction. Using qualitative in-depth interviews, the author has asked the question: what is the experience of the individual working within a team? This paper discusses one theme to have emerged, that of perceptions of support being provided within the team. Respondents' accounts presented an expectation that support would be forthcoming from other team members. The discussion considers the experiences of respondents both when this support was received and when it was not, prompting a reconsideration of our understanding of work teams. Further discussion shows how the expectation and provision of this support has implications for how individuals view both teams and organizational work in general, and how consideration of this issue can assist managers in the renewal of employees' energy and well-being.

Working in teams : the influence of rhetoric-from sensemaking to sadness

At a time when teams are increasingly and routinely being used in Public Administration (PA) organizations, the prevailing wisdom about teams continues to confirm that teams axiomatically bring increases and improvements in effectiveness, productivity and communication. There has been relatively little critical address of whether these benefits actually accrue, nor what the experience of team members actually is. The PA literature, in particular, remains silent on this important issue. This paper shares findings from an exploratory phenomenological study. Members of teams in organizations were interviewed and asked about their experiences of working in teams. In contrast to the current wisdom, not only did team members not report the anticipated improvements and benefits, their stories tended to highlight the negative influence that the rhetoric surrounding teams might have on individuals. This paper shares the responses of team members to that rhetoric, revealing themes of "Teams, Rhetoric and Sensemaking," a challenge to the notion of "Teams as One Big Happy Family?" while identifying "Teams as Crucibles of Resignation and Sadness." These findings indicate the continuing need for further research into understanding the experience of individuals within various team and organizational structures, especially as they operate in PA organizations.

Establishing quality online: supporting productive academic teams

Quality online education requires successful management of resources and services. This paper examines the increasing need to support productive academic teams and foster collaboration in developing a high quality online environment. The paper is based on a study into academic support services and collaboration at Deakin University. The provision of quality support was found to be increasingly challenging given the complexity of the online university environment. A number of recommendations arise out of the study including some practical changes to service, the need to commit to innovation, the importance of frameworks and standards as well as a range of broader cultural, organisational and political changes.

Work teams: perceptions of a ready-made support system?

Much research on work teams has been focused at the team-Ievel,  considering such issues as effectiveness, productivity and overall  interaction. Using qualitative in-depth interviews, the author has asked the question: what is the experience of the individual working within a team? This paper discusses one theme to have emerged, that of perceived emotional support being provided within the team. Respondents' descriptions of emotional support are discussed in terms of acceptance and respect, and of caring. The discussion shows how the provision of this support has implications for how individuals view teams in general, and indicates areas for future research.

Working in teams: the influence of rhetoric-from sensemaking to sadness

The prevailing wisdom tells us that teams axiomatically bring increases and improvements in effectiveness, productivity and communication. There has been too little critical address of whether these benefits actually accrue, nor what the experience of team members actually is. This paper shares findings from a Heideggerian phenomenological study, where members of teams in organizations were interviewed and asked about their experiences of working in teams. Astonishingly, not only did team members not report these anticipated improvements, their stories tended to highlight the negative influence that the rhetoric surrounding teams might have on individuals. This paper shares the responses of team members to that rhetoric, revealing themes of "Teams, Rhetoric and Sensemaking", a challenge to the notion of "Teams as One Big Happy Family?", and "Teams as Crucibles of Resignation and Sadness". These findings indicate the need for future research into understanding the experience of individuals within various team and organizational structures.

The link between self-managed work teams and learning organisations using performance indicators

Both the learning organization literature and the self-managed work team literature have alluded to the potential links between teamwork and learning. However, as yet the link between these two concepts remains undeveloped. This study uses a survey of a random sample of 200 Australian organizations to empirically examine the relationships between self-managed work teams and the learning organization using performance indicators as a medium. It was found that the learning organization concept displays a moderate to strong link with three measures of performance used in this study: knowledge performance, financial performance and customer satisfaction. Although the self-managed work team concept did not display any significant relationship with performance, the qualitative component of the survey did emphasize that there is a common belief that self-managed teams can increase performance in the right setting. While an insignificant relationship between self-managed teams and the learning organization was also found, this study suggests some methodological concerns for future research into the relationship between self-managed teams and the learning organization.

Decision making effectiveness in wildfire incident management teams

During large scale wildfires, suppression activities are carried out under the direction of an Incident Management Team (IMT). The aim of the research was to increase understanding of decision processes potentially related to IMT effectiveness. An IMT comprises four major functions: Command, Operations, Planning, and Logistics. Four methodologies were used to study IMT processes: computer simulation experiments; analyses of wildfire reports; interviews with IMT members; and cognitive ethnographic studies of IMTs. Three processes were important determinants of IMT effectiveness: information management and cognitive overload; matching component function goals to overall goals; and team metacognition to detect and counter task-disruptive developments. These processes appear to be complex multi-person analogues of individual Incident Command processes identified previously. The findings have implications for issues such as: creating IMTs; training IMTs; managing IMTs; and providing decision support to IMTs.