@2012IntroductionThe practice of management in any particular organization should be concerned with the application and knowledge of management theories. Nevertheless, there exists a persistent opinion that management in theory and in practice are two opposite aspects. This viewpoint has therefore overlooked or ignored the notion that the adoption of good theories leads to improved practice. Theoretically management is described as a process of getting things done through people. What is evident is that sometimes the implementation of the theoretical aspects of management differs from the actual management practice that is adopted by an organization.
It against this backdrop that this paper seeks to explore the theoretical and actual practice of management in Tagara one of the leading construction companies in southern Australia. The analysis will be grounded on evaluation of teams work in the work-place and decision making in the organisation How the organisation should be managed based on the relevant theory or textbook suggestionsTeam Work Team working can be described as the practice of working together as a group in order to attain a certain objective (Scaife, 2004).
Team work is one of the fundamental practices within the construction industry. In the industry, the construction team usually comprises of various individuals such as the engineer or the architect, constructers and consultants who are in charge of developing a construction document for the entity owning the building/project. According to Bende and Septelka (2012) one of the essential practices in managing team work within the construction industry is the development of clear objectives. Bende and Septelka (2012) highlight that in any sort of construction project; team members have different priorities and perspectives that manifest during the working process.
It is therefore essential for the team members to have a clear understanding of the goals that are to be attained. If the goals of the team are clearly defined then the team members will be able to subordinate their individual concerns to those of the team goals. A study undertaken by Pinto and Kharbanda (1995) to examine the behaviour of effective team work, revealed that the more time spent on clarifying and defining the goals of a team, the lesser the time that is required in resolving disputes and problems that arise later in the construction of many buildings.
Bende and Septelka (2012) further propose that the goals of the team should not only be clearly defined but rather they should be shared among the team members of the project. This is because many construction projects usually fail due to the lack of shared objective, which is a crucial aspect in attaining the objectives of the team. Productivity of team members is also a vital aspect within the construction industry. As opposed to other industries, a lot of effort and also brain work in needed in construction projects.
For instance a constructer does not only require a lot of physically energy but also a lot of planning and coordination is needed. Marisa (2011) therefore proposes that in order to enhance the productivity of construction team members motivation is an important aspect. For instance; a study conducted by Marisa (2011) to examine the importance of motivating teams in the construction industry revealed that it is risky for construction companies to have de-motivated employees because without motivation, the productivity of the project team members will definitely be low.
Consequently, Hedley, (2012) proposes that in order to effectively motivate teams in the construction industry and thus to improve productivity, the team members require two major things; good monetary rewards and happiness. Hedley, (2012) suggests that the monetary rewards should encompass competitive benefits and fair pay. Happiness on the other hand will come if the working environment is conducive and fair.