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Al-Hajj, A and Horner, M W (1998) Modelling the running costs of buildings. Construction Management and Economics, 16(04), 459-70.

Boussabaine, A H and Kaka, A P (1998) A neural networks approach for cost-flow forecasting. Construction Management and Economics, 16(04), 471-9.

Crosthwaite, D (1998) Note - The internationalization of British construction companies 1990-1996: an empirical analysis. Construction Management and Economics, 16(04), 389-95.

El-Rayes, K and Moselhi, O (1998) Resource-driven scheduling of repetitive activities. Construction Management and Economics, 16(04), 443-6.

Gowda, R, Singh, A and Connolly, M (1998) Holistic enhancement of the production analysis of bituminous paving operations. Construction Management and Economics, 16(04), 417-32.

Lingard, H and Rowlinson, S M (1998) Behaviour-based safety management in Hong Kong's construction industry: the results of a field study. Construction Management and Economics, 16(04), 481-8.

Marsh, L and Finch, E (1998) Note - Attitudes towards auto-ID technologies within the UK construction industry. Construction Management and Economics, 16(04), 383-8.

McCabe, S, Rooke, J D, Seymour, D E and Brown, P (1998) Quality managers, authority and leadership. Construction Management and Economics, 16(04), 447-57.

  • Type: Journal Article
  • Keywords: change management; charismatic authority; culture; leadership; quality management
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/014461998372222
  • Abstract:

    Some quality managers in the construction industry are attempting to institute total quality (TQ) manage-ment. Having established quality assurance (QA) systems, these managers have realized that the benefits to be gained from this bureaucratic approach are limited. They now aim to transform the culture of the industry, making it less adversarial and more customer centred. Using a sociological analysis based on the forms of legitimation of power identified by Max Weber, the institutional situation of quality managers is examined and their consequent ability to introduce innovation is assessed. Weber suggests that there are three forms of authority: traditional, charismatic and rational. These are considered in the light of some modern organization theory and with reference to the particular problem of cultural change. Managers have the best hope of successfully introducing TQ when they can establish a measure of charismatic authority. This is consistent with the centrality given to the concept of leadership by writers on TQ. The practicalities of this are investigated through an account of the process of setting up a quality circle.

Notman, D, Norman, G, Flanagan, R and Agapiou, A (1998) A time-series analysis of UK annual and quarterly construction output data (1955-1995). Construction Management and Economics, 16(04), 409-16.

Ofori, G and Debrah, Y A (1998) Flexible management of operatives in the Singapore construction industry. Construction Management and Economics, 16(04), 397-408.

Shi, J and AbouRizk, S M (1998) Continuous and combined event-process models for simulating pipeline construction. Construction Management and Economics, 16(04), 489-98.