Abstracts – Browse Results

Search or browse again.

Click on the titles below to expand the information about each abstract.
Viewing 7 results ...

Brandon, P S (1984) Cost versus quality: a zero sum game?. Construction Management and Economics, 2(02), 111-26.

Cherns, A B and Bryant, D T (1984) Studying the client's role in construction management. Construction Management and Economics, 2(02), 177-84.

Edwards, B and Eckblad, J (1984) Motivating the British construction industry. Construction Management and Economics, 2(02), 145-56.

Furusaka, S and Gray, C (1984) A model for the selection of the optimum crane for construction sites. Construction Management and Economics, 2(02), 157-76.

Gray, C and Flanagan, R (1984) US productivity and fast tracking starts on the drawing board. Construction Management and Economics, 2(02), 133-44.

Ofori, G (1984) Improving the construction industry in declining developing economies. Construction Management and Economics, 2(02), 127-32.

Walker, A and Hughes, W (1984) Private industrial project management: a systems-based case study. Construction Management and Economics, 2(02), 93-110.

  • Type: Journal Article
  • Keywords: case study; linear responsibility analysis; private sector; project management; systems theory; organization
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446198400000010
  • Abstract:

    The technique of linear responsibility analysis is used for a retrospective case study of a private industrial development consisting of an extension of existing buildings to provide a warehouse, services block and packing line. The organizational structure adopted on the project is analysed using concepts from systems theory which are included in Walker’s theoretical model of the structure of building project organizations. This model proposes that the process of building provision can be viewed as systems and subsystems which are differentiated from each other at decision points. Further to this, the subsystem can be viewed as the interaction of managing system and operating system. Using Walker’s model, a systematic analysis of the relationships between the contributors gives a quantitative assessment of the efficacy of the organizational structure used. The causes of the client’s dissatisfaction with the outcome of the project were lack of integration and complexity of the managing system. However, there was a high level of satisfaction with the completed project and this is reflected by the way in which the organization structure corresponded to the model’s propositions.