TY  - CONF
TI  - From Hierarchy to Team—Barriers and Requirements in Relation to a New Organisation of Building Sites
C1  - Sydney, Australia
C3  - 13th Annual Conference of the International Group for Lean Construction
SP  - 363
EP  - 374
PY  - 2005
AU  - Buch, Sidse
AU  - Sander, Dag
AD  - M.Sc., Cartel of unions in the Building, Construction and Wood Sectors (BAT-kartellet). BAT Secretariat, Kampmannsgade 4, DK-1790 Copenhagen. Sidse@3F.dk
AD  - Constructing Architect, B.com., Process Development Manager, MTHøjgaard, Knud Højgaards Vej 9, DK-2860 Søborg. Dsa@mthojgaard.dk
AB  - The transition from a hierarchical organisation of building sites to a team-based organisational structure calls for a change in management style and a new approach to people. The middle manager becomes the pivotal point in the change process, playing a key role in terms of ensuring successful change. If the middle manager is not willing to leave his or her previous role as a planner and controller to become an active coach who pushes developments in the right direction, all change attempts will by all accounts fail. Change management will be a key concept in the new understanding of building site organisation. All parties involved in the building process and in the building industry certainly need to break away from set patterns of behaviour and fixed attitudes. This article illustrates problems related to a shift from hierarchical to team-based organisations, outlining specific knowledge about team-based management. It describes the new roles of middle managers and crews and formulates training requirements.
KW  - Changed organisational structure
KW  - Middle manager role
KW  - Lifelong learning
KW  - Change management
KW  - Autonomous crews
PB  - 
T2  - 13th Annual Conference of the International Group for Lean Construction
DA  - 2005/07/19
CY  - Sydney, Australia
L1  - http://iglc.net/Papers/Details/382/pdf
L2  - http://iglc.net/Papers/Details/382
N1  - Export Date: 20 April 2024
DB  - IGLC.net
DP  - IGLC
LA  - English
ER  -