Research Article | OPEN ACCESS
Necessary Competencies of Construction Managers in Iran as a Developing Country
Pejman Ghasemi Poor Sabet, Reza Ansari, Ali Bagheri Fard, Hamid Aadal and Kiyanoosh Golchin Raad
Department of Structure and Materials, Faculty of Civil Engineering, Universiti Teknologi Malaysia (UTM), Johor Bahru, Johor, Malaysia
Research Journal of Applied Sciences, Engineering and Technology 2014 10:2162-2171
Received: July 17, 2013 | Accepted: July 31, 2013 | Published: March 15, 2014
Abstract
One of the most significant obstacles in Iran as a developing country is related to non-productive investments or delay on productivity of construction projects. Following the development in the business world, the challenges for handling the businesses toward productivity raised as well. Construction industry plays an important role in the foundation of economy everywhere. Therefore, to undertake pushing and leading the projects through the challenges to achieve the productivity and the competitive business advantages, a proper leadership by a competent Construction Manager (CM) is essential. Necessary competencies and the importance of the competencies regarding the dominant challenges at working environment are the objectives of this study. In order to gather data, both quantitative and qualitative surveys were employed in the study. Interview for the first objective and questionnaire under Delphi method have been utilized to fulfill the objectives respectively. By the results of the survey, the projects’ authorities can recognize the essential competencies and their priority needed for a CM to be involved in the projects.
Keywords:
Competent construction manager, necessary competencies,
References
-
Brophy, M. and T. Kiely, 2002. Competencies: A new sector. J. Eur. Ind. Training, 26(2-3-4): 165-176.
-
Cheetham, D.W. and J. Lewis, 2001. Productivity, buildability and constructability: Is work study the missing link? Proceeding of the 17th Annual ConferenceAssociation of Researchers in Construction Management, University of Salford, Salford, BRS.
-
Clough, R.H., G.A. Sears and S.K. Sears, 2000. Construction Project Management. Wiley, NY.
-
Cook, K.W. and P. Bernthal, 1998. Job/role competency practices survey report. Development Dimensions International, Bridgeville.
-
Davenport, T.H., 1993. Process Innovation: Reengineering Work Through Information Technology. Harvard Business School Press, Boston, Mass.
-
Driscoll, D.L., A. Appiah-Yeboah, P. Salib and D.J. Rupert, 2007. Merging qualitative and quantitative data in mixed methods research: How to and why not. Ecological and Environmental Anthropology, (University of Georgia): 18.
-
Edum-Fotwe, F. and R. McCaffer, 2000. Developing project management competency: Perspectives from the construction industry. Int. J. Proj. Manag., 18(2): 111-124.
CrossRef
-
Garc�a-Barriocanal, E., M.A. Sicilia and S. S�nchez-Alonso, 2012. Computing with competencies: Modelling organizational capacities. Expert Syst. Appl., 39(16): 12310-12318.
CrossRef -
Harrison, J.S. and C.H.S. John, 2009. Foundations in Strategic Management. South-Western Publications, Cincinnati.
-
Hsu, C.C. and B.A. Sandford, 2007. Minimizing non-response in the Delphi process: How to respond to non-response. Pract. Assessment Res. Eval.,12(17): 62-78.
-
Klein, J.T., 2001. Transdisciplinarity: Joint Problem Solving Among Science, Technology and Society: An Effective Way for Managing Complexity. Verlag, Birkhauser, Basel.
CrossRef
-
Koenigsfeld, J.P., S. Kim, J. Cha, J. Perdue and R.F. Cichy, 2012. Developing a competency model for private club managers. Int. J. Hosp. Manag., 31(3): 633-641.
CrossRef
-
Kormanik, M.B., R.D. Lehner and T.A. Winnick, 2009. General competencies for the HRD scholar-practitioner: Perspectives from across the profession. Adv. Develop. Hum. Resour., 11(4): 486-506.
CrossRef
-
Lee, Y., 2009. Competencies needed by Korean HRD master's graduates: A comparison between the ASTD WLP competency model and the Korean study. Hum. Resour. Develop. Quart., 20(1): 107-133.
CrossRef -
Markus, M.L. and D. Robey, 1988. Information technology and organizational change: Causal structure in theory and research. Manag. Sci., 34(5): 583-598.
CrossRef
-
Martina, K., U. Hana, F. Jir�, R. Iveta, A. Abraham, S. Jebapriya, M.A.A.A. Crivelenti, J.F. Alves, P.E. Guimar�es and A.C. de Matos, 2012. Identification of managerial competencies in knowledge-based organizations. J. Competitiveness, 4(1): 129-142.
CrossRef
-
Moon, Y.L., 2007. Education reform and competency-based education. Asia Pac. Educ. Rev., 8(2): 337-341.
CrossRef
-
Pfeffer, J., 1996. Competitive Advantage Through People: Unleashing the Power of the Work Force. Harvard Business School Press, Boston.
-
Rasli, A., K.I. Khas, M.H.M. Jamshidi and S.A. bin Shuhel Ahmad, Year. HR Competencies of Managers and Professionals in Educational Organizations.
Direct Link -
Savoia, E., M.A. Testa, P.D. Biddinger, R.O. Cadigan, H. Koh, P. Campbell and M.A. Stoto, 2009. Assessing public health capabilities during emergency preparedness tabletop exercises: Reliability and validity of a measurement tool. Pub. Health Report, 124(1): 138.
CrossRef PMid:19413036 PMCid:PMC2602939
-
Tajaddini, R., B.G. Mujtaba and M. Bandenezhad, 2010. Management skills of Iranians: A comparison of technical, human and conceptual differences based on gender, age and longevity in management ranks. Labour Manag. Develop., 10(2009).
-
Tang, T.L.P. and H. Liu, 2012. Love of money and unethical behavior intention: Does an authentic supervisor's personal integrity and character (ASPIRE) make a difference? J. Bus. Ethics, 107(3): 295-312.
CrossRef -
Tashakkori, A. and C. Teddlie, 2010. Sage Handbook of Mixed Methods in Social and Behavioral Research. SAGE Publications, Incorporated.
CrossRef -
Tucker, R.L., 1986. Management of construction productivity. J. Manag. Eng., 2(3): 148-156.
CrossRef
-
Yang, Y.T.C. and C.Y. Chan, 2008. Comprehensive evaluation criteria for English learning websites using expert validity surveys. Comput. Educ., 51(1): 403-422.
CrossRef
-
Zingheim, P.K. and J.R. Schuster, 2009. Competencies replacing jobs as the compensation/HR foundation. World Work J.,18(3): 6-20.
Competing interests
The authors have no competing interests.
Open Access Policy
This article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made.
Copyright
The authors have no competing interests.
|
|
|
ISSN (Online): 2040-7467
ISSN (Print): 2040-7459 |
|
Information |
|
|
|
Sales & Services |
|
|
|