Communication within project-based environments presents special challenges. This is especially true within the construction industry, where interaction tends to be characterised by unfamiliar groups of people coming together for short periods before disbanding to work on other endeavours. This book examines communication at a number of levels ranging from interpersonal interactions between project participants to corporate communication between organizations. Several non-typical perspectives on the process of communication are introduced to encourage the reader to think about communication in a more innovative manner. The combination of differing perspectives illustrates the diversity of communication problems facing those working within project-based environments. Practical guidance is provided on possible solutions to communication problems, and a number of examples and case studies are presented.

Using behavioral competencies to influence human resource management decisions is gaining popularity in business organizations. This study identifies the core competencies associated with the construction management role and, further, develops a predictive model to inform human resource selection and development decisions within large construction organizations. A range of construction managers took part in behavioral event interviews where staff were asked to recount critical management incidents, decisions, and actions from which their key competencies could be identified. By delineating the sample according to their levels of performance measured against a range of role-specific performance criteria, the competencies defining superior management performance could be determined. These were then used to construct a logistic regression model from which a project manager’s performance can be predicated. The validated results reveal that “self-control” and “team leadership” are the most predictive behaviors...

Traditional success criteria for construction projects centre on the achievement of cost, programme and quality targets. In this paper, it is argued that these simple measures are too crude to be used for gauging managers' performance in the context of today's construction project environment, as many variables outside of the manager's control can impact on outturn performance and the demands on project managers are far broader than in the past. It is argued that the industry needs to define more appropriate performance criteria for measuring project managers' performance and encouraging their professional development. These must redefine traditional success parameters to consider the knowledge, skills and behavioural inputs which contribute to superior performance. These can then be used to engender a more appropriate set of management behaviours that lead to improved project outcomes. This study has developed such a framework by examining the views of members of project teams and other organizational stakeholders through a series of focus groups. Factor analysis was used to refine a range of nine performance criteria against which managers' performance can be evaluated. These have the potential to be used as a basis for developing more appropriate reward management approaches and as a starting point for developing competency-based performance management tools in the future.

The role of competency‐based performance management is growing in significance in many industries and sectors. Unlike functional competences, which measure performance against predetermined minimum occupational standards, competency‐based systems are founded on the key behavioural competencies that underlie superior levels of performance. In order to identify the key behaviours leading to performance excellence amongst construction project managers, in‐depth behavioural event interviews were used in which managers were asked to recount critical management incidents, decisions and actions from which their behavioural competencies could be identified. By delineating the sample according to their performance against a range of role‐based criteria, the competencies defining superior management performance were determined. Statistical techniques were then used to develop a model that can be used to predict likely employee performance, which was subsequently validated on a second criterion sample. The research identifies 12 core behavioural competencies that underpin effective project management performance, of which two – ‘composure’ and ‘team leadership’ – were the most predictive. The paper explores the potential role and application of the framework in the drive for performance excellence within the industry, such as in selection, management development, succession planning, performance management and team deployment. It is argued that it offers an innovative alternative to normative micro‐competence‐based approaches that do little to engender performance excellence amongst the industry's key managers and professionals.

Research on managerial competence has been narrowly focused and confusing in its terminology. In particular, a disparity has emerged between the definitions and assessments of competence developed in the USA and the approaches adopted in the UK. In this paper it is argued that each perspective is incomplete and therefore lacking as a comprehensive frame for understanding both managerial competence and the management of performance. Furthermore, they have failed to deal with issues of the dynamic environment and the widely different contexts for managerial performance, particularly with regard to identifiable cultural differences. This paper aims to paint a more complete picture of “competence” by subjecting it to conceptual analysis. An examination of its contemporary use identifies both conceptual and practical flaws. Accordingly, an alternative approach is posited which places emphasis on those issues critical to achieving desired enhancements in management performance.