| 000 | 07029nam a2200181Ia 4500 | ||
|---|---|---|---|
| 020 | _a0863802451 | ||
| 082 |
_a624.0685 _bNES |
||
| 100 | _aNesan, L. Jawahar | ||
| 245 | _aEmpowerment in construction : the way forward for performance improvement | ||
| 260 |
_aHertfordshire _bResearch Studies Press Ltd. _c1999 |
||
| 300 | _axxi,244p. | ||
| 440 |
_aEngineering management series _v6. Ed. by John A. Brandon |
||
| 500 | _aCONTENTS 1: THE MODERN EMPOWERMENT CONCEPT 1.1 Introduction - 1 1.2 Empowerment defined 1 1.3 Two facets of empowerment: participation in decision-making and delegation 5 1.3.1 Participation in decision-making (PDM): a critique 5 1.3.2 Participation and delegation: a critique 10 1.4 Empowerment and motivation 11 1.4.1 Maslow's hierarchy of needs theory 12 1.4.2 Theory-X and Theory-Y 13 1.4.3 Hygiene theory 13 1.4.4 McClelland's theory of needs 14 1.4.5 Goal-setting theory 15 1.5 Empowerment and organisationally induced helplessness 15 1.6 A conceptual model of empowerment 16 1.6.1 Elements of empowerment 19 1.7 Summary 22 2: THE NEW CONSTRUCTION PHILOSOPHY: EMPOWERMENT AS A TOOL FOR PROCESS IMPROVEMENT 2.1 Introduction 23 2.2 The conventional management approach and resultant problems 24 2.2.1 Construction as a process 24 2.2.2 Conventional construction processes 25 2.2.3 Problems of people and processes 28 2.2.4 The need for change 31 2.3 Construction versus manufacturing: historical comparison of process improvements 31 2.3.1 Craftwork paradigm 32 2.3.2 Mass-production philosophy 33 2.3.3 The new construction philosophy (NCP) 34 2.4 The new construction philosophy and quality concepts 41 2.4.1 Total quality management (TQM) 42 2.4.2 Reengineering 45 2.5 The new construction philosophy: the practice 47 2.5.1 Contractual characteristics 48 2.5.2 Partnerships; the ideal relationship 49 2.5.3 Teamwork on construction projects 51 2.6 Summary 55 3: EMPOWERMENT IMPLEMENTATION AND CONSTRUCTION BUSINESS IMPROVEMENT 3.1 Introduction 56 3.2 Business performance improvement: implications of empowerment 56 3.3 Leadership 58 3-3.1 Role of leaders 62 3.3,2 Leadership: action points 65 3.4 Empowerment system 65 3.4.1 Role interaction 66 3.4.2 Development of an empowerment system 67 3.4.3 Empowerment system: action points 72 3.5 Resources development 72 3.5.1 Organisation 73 3.5.2 Working conditions and funding 75 3-5.3 Resources development: action points 76 3.6 Involvement 77 3.6.1 Organisational involvement in empowerment activities 80 3.6.2 Involvement: action points 82 3.7 Education and training 82 3.7.1 Learning organisations 84 3.7.2 Training areas 85 3.7.3 Skill development and training 86 3.7.4 Self-managing training 88 3.7.5 Education and training: action points 91 3.8 Process improvement 91 3.8.1 Process owners 93 3.8.2 Problem solving 95 3.8.3 Process evaluation 96 3.8.4 Tools for process improvement 96 3.8.5 Process improvement: action points 97 3.9 Teamwork 98 3.9.1 Teamwork process 98 3.9.2 Team building 99 3.9.3 Teamwork: action points 102 3.10 Measurement 103 3.10.1 Characteristics of measurement 103 3.10.2 Measurement of empowerment 104 3.10.3 Empowerment implementation profile 105 3.10.4 Self-assessment of performance 107 3.10.5 Business performance measurements 108 3.10.6 Measurement: action points 114 3.11 Recognition 115 3.11.1 Management's role in recognition 115 3.11.2 Forms of recognition 116 3.11.3 Recognition: action points 116 3.12 Summary 117 4: APPLYING EMPOWERMENT IN CONSTRUCTION ORGANISATIONS: A CHRONOLOGICAL APPROACH 4.1 Introduction 118 4.2 In search of an ideal system for construction organisations 118 4.2.1 The environment and the system 119 4.2.2 Technology and the system 122 4.2.3 Employees and the system 122 4.3 The construction organisation system 123 4.3.1 The construction organisation's social system 125 4.4 Implementing empowerment in construction 128 4.4.1 Constructing Data Flow Diagrams to design an empowerment system 129 4.4.2 Three-stage empowerment implementation system 131 4.5 The preparation phase 132 4.5.1 Vision and policy development 132 4.5.2 Resources development 134 4.5.3 An information system model of the preparation phase 136 4.5.4 Preparation phase: action points 141 4.6 The implementation phase 141 4.6.1 Participation 143 4.6.2 Training and process ownership 144 4.6.3 An information system model of the implementation phase 145 4.6.4 Implementation phase: action points 151 4.7 Sustaining the empowerment concept 151 4.7.1 Customers and competition 152 4.7.2 Continuous improvement 152 4.7.3 Self-management system 153 4.7.4 Performance measurement 158 4.7.5 Recognition 158 4.7.6 An information system model of the sustaining phase 158 4.7.7 Sustaining phase: action points 165 4.7.8 The generic flow-chart model of the sustaining phase 166 4.8 A conceptual model of the implementation process of empowerment 168 4.9 The out-turn: benefits 171 4.9.1 Cost of quality 171 4.10 Summary 172 5: CONTINUOUS IMPROVEMENT TOOLS FOR PROCESS OWNERS: ILLUSTRATED EXAMPLES 5.1 Introduction 173 5.2 Histograms 174 5.2.1 Examples using histograms 174 5.3. Pareto analysis 175 5.3.1 Example using Pareto analysis: Site waste and unproductive time176 5.4 Statistical process control (SPC) charts 178 5.4.1 Example using an SPC chart: Concrete mix 179 5.5. Quality function deployment (QFD) 181 5.5.1 Example using QFD: A flooring problem 181 5.5.2 Example using Analytical Hierarchy Process (AHP): Industrialised housing problem 187 5.6. Theory of inventive problem solving (TRIZ) 189 5.6.1 Example using TRIZ: Problems of joints in panel wall construction 190 5.7. Flowcharts 192 5.7.1 Example using flow charts: Valuation of variations 193 5.8. The process sheet 196 5.8.1 Example using process sheets: Concreting process 196 5.9. The process flow diagram (PFd) 198 5.9.1 Example using PFd: Installation and erection of a steel roof over a five-storey building 198 5.10 The cause and effect (CaE) diagram 201 5.10.1 Example using CaE: Verticality problem in micro-pile driving 201 5.11 Force field analysis 204 5.11.1 Example using force field analysis: Transportation problem during construction of an offshore jetty 204 5.12 Blueprint flow map 206 5.12.1 Example using blueprint flow map: 'Flow' in a steel cutting and bending area 206 5.13 Brainstorming 208 5.14 Cost / benefit analysis (CBA) using break-even-point analysis 212 5.14.1 Example of CBA: Removal of debris 212 5.15 Summary 214 6: CONCLUSIONS 6.1 Introduction 215 6.2 Empowerment: Salient issues of theory and practice in construction 216 6.2.1 Putting empowerment into practice 220 6.3 Major obstacles to empowerment 221 6.3.1 Lack of senior management commitment 222 6.3.2 Underestimation of empowerment 222 6.3.3 Resistance to (behavioural) change 223 6.3.4 Failure to adopt continuous learning 223 6.3.5 Too much bureaucracy 224 6.3.6 Communication 224 6.4 The future 225 REFERENCES 226 APPENDIX 237 INDEX 241 | ||
| 700 | _aHolt, Gary D. | ||
| 890 | _aIndia | ||
| 891 | _aCPM | ||
| 999 |
_c9697 _d9697 |
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