DEVELOPING A CONCEPTUAL FRAMEWORK MODEL FOR CONFIGURATION OF CRISES MANAGEMENT TEAMS IN THE EGYPTIAN CONSTRUCTION INDUSTRY

The prime focus of this paper is to submit a conceptual framework for executive managers in construction firms to properly configure crises management teams (CTMs) grounded on the origins of the “Mckinley 7-S” one of the most popular version model utilised for possible configuration. This model guides manager in the configurations process based on seven dimensions, which are typically “Structure”, “Strategy”, “Systems", “Skills”, “Style”, “Staff”, and “Shared Values.” Quantitative works conducted via questionnaire survey, while qualitative works was applied using content analysis. The results showed that application of crisis management in the Egyptian construction industry is still within the primary adoption time and there are inadequate knowledge about configuration of (CMTs). The results revealed that (78 %) of managers who have more than 15 years of experience, have never heard about the Mckinsey 7S Model before, and (91%) of them were not able to identify the 7 elements of the Model. Yet, after telling on managers with the basic information related to the “McKinsey 7-S Model, the majority of them expressed their appreciation for this model, willingness and readiness to use it in the configuration of crisis management teams (CMTs). Undoubtedly, this can be beneficial to the Egyptian construction industry particularly and to the world construction industry generally. It can be conveyed to other areas of business, will likely be of interest to managers concerned with configuration of team works and a basis for more benefits in more outlying fields