ABSTRACT
The increasing frequency of use of phrases and metaphors such as learning organisation, knowledge worker and knowledge is power by authorities in organisations and management is indicative of the trend toward rethinking and reprioritising elements of industrial and organisational civilisation. Recognition that human knowledge and skills are crucial factors in organisational performance outcomes has resulted in a growing interest in human resource training and development in the 1990’s.
The research described in this paper aims at identifying the project managers’ Competency Gap between today’s capabilities and tomorrow’s needs in the building construction sector in Queensland, Australia. In particular, we seek to investigate the hierarchy of competencies that distinguish superior from average project managers. A pilot investigation of future trends and organisational requirements indicates that building project managers will require a more integrated blend of both hard skills i.e. understanding and applying technical know-how and soft skills i.e. personal and interpersonal relationships. Our findings indicate that since managing large building projects require coordinating and regulating significant number of people from different disciplinary fields with differing priorities and goals, diverse skills in managing people is required. Therefore, it is suggested that behaviours that advance improved communication, trust and commitment, team-building, leadership and goal achievement should be better developed in future building project managers.
