THE FIFTH DISCIPLINE The Art & Practice of the Learning Organization

Thank you very much for reading working with emotional intelligence. As you may know, people have search hundreds times for their favorite novels like this working with emotional intelligence, but end up in infectious downloads. Rather than enjoying a good book with a cup of tea in the afternoon, instead they are facing with some infectious bugs inside their desktop computer. working with emotional intelligence is available in our digital library an online access to it is set as public so you can get it instantly. Our digital library hosts in multiple countries, allowing you to get the most less latency time to download any of our books like this one. Merely said, the working with emotional intelligence is universally compatible with any devices to read.

Working With Emotional Intelligence

Russell Kenley and Olli Seppanen, Spon Press, London, 2009, 336 pp., ISBN 978 0 415 37050 9, £90 I found this book to be a very well‐researched and written summary of prevalent construction industr...

Location‐Based Management for Construction: Planning, Scheduling and Control

The Familiar Stranger

The digitalization of the construction industry (CI) has the aim—among others—to raise the bar of overall productivity. The craft workforce is very relevant on the overall value-chain. Therefore, a boost in this dimension impacts the entire sector. There is a gap in proper methodologies to measure and model productivity. Construction 4.0 novelties provide new approaches for its evaluation and progress. This communication presents a review of workforce productivity assessment and delivers methods focusing primarily on craft workers motion monitoring. Products and services opportunities from Construction 4.0 in the spectrum of craft workforce management include support by embedded sensors for data collection that allow near real-time monitoring. The work developed led to the systematization of a framework to standardize craft workers’ motion productivity. The craft workforce motion productivity framework, Worker 4.0, tenders nine processes integrated on a flowchart to streamline task processes assessment and mechanization level. It also sets up a two-handed/two-legged chart system to model craft workers’ activities and operations. The contributions to the body of knowledge are substantiated on the framework creation with the ability to model and assess craft workforce performance. This approach is meant to serve as base point for different stakeholders focusing on skills, efficiency, mechanization and productivity improvements.

https://www.mdpi.com/2075-5309/10/10/169/pdf

Worker 4.0: The Future of Sensored Construction Sites

Collaborative delivery methods in construction projects provide a new operational environment, which can foster effective interaction and cooperation between different project stakeholders. Project managers are one of the most important players in this environment, who therefore need to possess appropriate competencies. Collaborative construction projects and their managerial solutions are still a relatively new field and, thus, special aspects such as competencies of project managers in such projects have been limitedly studied. The present research aimed to evaluate project managers’ competencies in collaborative construction projects in Finland through a human behavioral approach, where project managers’ everyday work was the main source for understanding the competencies of relevance. Accordingly, a web-based questionnaire and semi-structured interviews were used for data collection from the case projects. Based on the gained data, project managers’ behaviors were analyzed, and consequently, their specific competencies were identified. Findings of this study propose 10 core competencies for project managers in collaborative construction projects, e.g., group capabilities, language proficiency, and leveraging diversity. Additionally, a set of supportive competencies were identified which, together with the core competencies, form the profile of project managers’ competencies for collaborative construction projects. Finally, the differences between competencies needed in traditional and in collaborative construction projects are discussed.

https://www.mdpi.com/2075-5309/10/3/50/pdf

Project Managers’ Competencies in Collaborative Construction Projects

Collaborative work practices are getting more common in construction projects. Consequently, new project delivery models have emerged and new practices have also entered the world of traditional delivery models. The resultant collaborative construction projects provide a different working environment compared to the traditional construction delivery models. This different environment seems to require project managers with certain types of competencies, but there is currently very limited research-based knowledge concerning this subject. This study aims at identifying such competencies, which project managers of collaborative construction projects need to possess to succeed. For this purpose, a human behavioral approach was employed where project managers’ behavior in their everyday work was the main source for understanding their competencies. Accordingly, the survey strategy was utilized, where a self-evaluation questionnaire was sent to 33 project managers of collaborative construction projects, and a response rate of 73% was achieved. The findings present four groups of competencies within a matrix model, structured based on their contribution to project managers’ successful performance in collaborative construction projects and the degree to which they can develop those competencies. The developed model can provide a baseline for selecting project managers and for enhancing the performance of the current ones.

/pdf/a-competency-model-for-the-selection-and-performance-xhftcaz1et.pdf

A competency model for the selection and performance improvement of project managers in collaborative construction projects : behavioral studies in Norway and Finland

The success of projects clearly relies on project management personnel and particularly on project managers. Their performance and capacities are based on the achieved competencies. The purpose of this paper is to address possible discrepancies between the views arising from the research results and standards of practice related to project managers’ competencies.,For reaching the aim of the study, a comprehensive literature review, covering previous studies and related standards of practice was conducted, and analyses of competencies in the studies and standards of practice containing the rank of competencies based on frequency of appearance were developed.,The findings are proposing four discrepancies between the results of previous studies and standards of practice: commonly existing/missing competencies; uneven priority of some competencies in the view of researchers vs standards of practice; uneven degree of consensus on the importance of competencies; and research results are more context-oriented than the standards of practice. In addition, 98 project managers’ competencies were identified, from which 68 were qualified as weighty ones. Moreover, a categorization of project managers’ weighty competencies was developed. Finally, a list of competencies of relevance for different project types and their targets is presented.,The findings of this study provide a contribution with respect of present knowledge over project managers’ competencies by recognizing certain discrepancies between research results and standards of practice. Another contribution of the study is the comprehensive list of competencies together with considerations of their relevance in different project contexts and in different project types.

/pdf/comparison-of-research-and-industry-views-on-project-1grlpywise.pdf

Comparison of research and industry views on project managers’ competencies

Social robots are entering our workplaces, homes, medical and educational systems in assistive and collaborative roles. In our research, we have investigated the use of a social robot Pepper as an interactive icebreaker host to create a positive atmosphere at events. This paper presents two user studies (total n=43) in which we evaluated two interactive prototypes of playful applications on Pepper, with the overall aim of providing a personal and entertaining service for event attendees. Data about users' experiences and attitudes were collected with semi-structured interviews, surveys, and observations. The results of the studies suggest that the majority of the participants had pleasurable and positive experiences with the robot and its applications. Moreover, their positive encounters led them to accept social robots as icebreaker hosts to connect with strangers. Based on our findings, we present a list of design implications to help the future design of social robots used to facilitate social connectedness, and to aid in the development of social robots as intelligent agents performing tasks as integrated parts of smart spaces.

Color game: a collaborative social robotic game for icebreaking; towards the design of robotic ambiences as part of smart building services

Project success research has been a field of importance for more than three decades. The research field has been developing along the passed time; however, our understanding of this development is very limited. This study aims at understanding the longitudinal developments in the project success research field, and discussing and elaborating further results on the basis of previous studies. For this purpose, a literature study was conducted where the emergent research interests were identified. After that, two separate syntheses of success factors and criteria were developed for identifying the most often present ones (later termed weighty). Findings of this study present the evolution process of project success research. This directs one’s attention on the nature of project success research, leading research questions, main targets, outcomes and chronological presentation of the obtained results. In addition, this study led to interesting results concerning project success factors and criteria. The findings suggest that there are 65 factors, contributing to project success, among which communication, top management support, project manager’s competency, clear objectives and realistic obligation, monitoring and feedback, and risk management are the critical ones. Moreover, 13 frequently mentioned project success criteria in the literature were identified where meeting cost, meeting time, customer satisfaction, meeting quality, and business success are the top five ones. Findings of this study can be insightful for research community and project practitioners to be aware of the development process of project success research.

Kalle Kähkönen

Papers

Project Managers’ Competencies in Collaborative Construction Projects

A competency model for the selection and performance improvement of project managers in collaborative construction projects : behavioral studies in Norway and Finland

Comparison of research and industry views on project managers’ competencies

Color game: a collaborative social robotic game for icebreaking; towards the design of robotic ambiences as part of smart building services

From Past to Present- the Development of Project Success Research