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首页> 外文会议>Proceedings Global challenges in constru >TEAM ROLE CONCEPT AND TEAM FORMATION IN DESIGN TEAMS IN SRI LANKA
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TEAM ROLE CONCEPT AND TEAM FORMATION IN DESIGN TEAMS IN SRI LANKA

机译：斯里兰卡设计团队中的团队角色概念和团队形成

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摘要

Construction is a collaborative activity which combines efforts of number of participants. Hence,rnteamworking in construction is inevitable. The purpose of teamworking is to exploit the benefit for thernteam as a whole by a particular combination of actions by team members of the team. But, if notrnproperly managed, teams may result in process losses and inefficiencies as well. Therefore,rnpractitioners in the industry should find ways to improve team performance. Since construction projectrnteams consist with many sub teams such as design teams, performance of the construction industry canrnbe improved, when team performance of sub teams are also improved. ‘Team role’ concept relates tornteam performance. Belbin’s (1981, 1993) team role framework is regarded as one of the mostrnprominent team role theory. But use of this concept in construction teams is questionable. Accordingly,rnthis study explored consideration of team role concept in team formation in one major sub team inrnconstruction: design teams. To explore this research problem, three case studies of in-house designrnteams which were involved in building construction projects with separated procurement arrangementrnwere conducted in Sri Lanka. Semi-structured interviews were used as main data collection technique.rnThe findings revealed that individuals are assigned to design teams considering their functional rolesrnrather than team roles and team selection is affected by several other factors such as specialrnrequirements of the project, experience of the members, qualifications required, availability of humanrnresources, recommendations and workload. However, the study revealed implications particularly torndesign team selectors on how to apply team role theory in construction context.
机译：建设是一项结合了众多参与者努力的协作活动。因此，在施工中进行团队合作是不可避免的。团队合作的目的是通过团队成员的特定行动组合，为整个团队开发利益。但是，如果管理不当，团队可能会导致流程损失和效率低下。因此，该行业的从业人员应该找到提高团队绩效的方法。由于建设项目团队由许多子团队组成，例如设计团队，因此，当子团队的团队绩效也得到改善时，可以提高建筑行业的绩效。 “团队角色”概念与团队绩效有关。贝尔宾（1981，1993）的团队角色框架被认为是最突出的团队角色理论之一。但是，在施工团队中使用此概念存在疑问。因此，在一项主要的子团队建设：设计团队中，本研究探索了团队角色概念在团队形成中的考虑。为了探讨这一研究问题，在斯里兰卡进行了三个内部设计团队的案例研究，这些团队参与了具有单独采购安排的建筑项目。半结构化访谈被用作主要的数据收集技术。研究结果表明，分配个人时要考虑他们的职能角色而不是团队角色，并且团队的选择还受其他一些因素的影响，例如项目的特殊要求，成员的经验，所需的资格，人力资源的可用性，建议和工作量。但是，该研究揭示了特别是设计团队选择者不知所措的含义，即他们如何在建筑环境中应用团队角色理论。

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