| Preface |
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ix | |
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Construction: a social perspective |
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1 | (11) |
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1 | (2) |
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3 | (3) |
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6 | (1) |
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Temporary contracts and contact |
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7 | (4) |
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11 | (1) |
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Communication in construction |
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12 | (8) |
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12 | (1) |
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Higgin and Jessop revisited |
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13 | (4) |
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Construction management research |
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17 | (1) |
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Frameworks for construction communications |
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18 | (2) |
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Communicating abstract ideas |
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20 | (13) |
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Communication and information |
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20 | (3) |
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Information flow and knowledge management |
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23 | (4) |
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27 | (1) |
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Towards a common language |
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28 | (3) |
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31 | (2) |
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The dynamics of communication |
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33 | (13) |
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The development of communication research |
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33 | (2) |
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The process of communication |
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35 | (5) |
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40 | (4) |
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44 | (2) |
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Interpersonal communication |
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46 | (13) |
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46 | (3) |
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Communication, power, influence and control |
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49 | (1) |
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Social influence and persuasion |
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49 | (5) |
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Defensive and supportive communication |
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54 | (2) |
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Making informed decisions |
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56 | (1) |
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57 | (2) |
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59 | (13) |
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Group development and group norms |
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59 | (4) |
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Group participation and interaction |
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63 | (1) |
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Maintaining relationships |
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64 | (3) |
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67 | (3) |
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70 | (2) |
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72 | (13) |
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72 | (4) |
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Communication networks and groups |
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76 | (2) |
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Gatekeepers and communication nodes |
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78 | (3) |
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Levels of construction networks |
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81 | (1) |
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Supply chains: strengths and weaknesses |
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82 | (3) |
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Organisational communication |
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85 | (17) |
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Organisational culture and communication |
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85 | (4) |
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Intraorganisational communication |
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89 | (2) |
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Interorganisational communication |
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91 | (2) |
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93 | (1) |
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Outsourcing: a communication challenge |
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94 | (2) |
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E-business in construction |
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96 | (1) |
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97 | (1) |
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Innovation and change: a communication perspective |
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98 | (2) |
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Encouraging collaboration between organisations |
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100 | (2) |
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Building an effective communication culture |
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102 | (15) |
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The construction project manager |
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102 | (3) |
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Key performance indicators |
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105 | (1) |
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Safety and communications |
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106 | (4) |
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Communication and quality |
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110 | (1) |
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Designing the project network structure |
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111 | (2) |
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Controlling communications |
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113 | (4) |
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Selecting appropriate communication media |
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117 | (15) |
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117 | (1) |
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Use of communication media in construction |
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118 | (4) |
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Media and their different uses |
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122 | (1) |
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123 | (1) |
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124 | (2) |
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126 | (1) |
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127 | (1) |
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Digital information and virtual details |
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127 | (2) |
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Co-ordinating communication media |
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129 | (3) |
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Managing boundary conditions |
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132 | (14) |
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Communicating across boundaries |
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132 | (2) |
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Boundary condition 1: client--designer interface |
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134 | (5) |
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Designer--consultant interface |
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139 | (1) |
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Designer--manufacturer interface |
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139 | (1) |
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Boundary condition 2: designer--contractor interface |
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140 | (3) |
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Boundary condition 3: construction manager--site operative interface |
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143 | (1) |
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Contractor--manufacturer interface |
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144 | (1) |
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144 | (2) |
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146 | (19) |
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Meetings as an aid to effective communication |
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146 | (6) |
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152 | (2) |
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154 | (2) |
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Recording and communicating decisions |
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156 | (1) |
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Decisions made outside meetings |
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157 | (1) |
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Different types of meeting |
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157 | (4) |
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161 | (4) |
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165 | (15) |
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165 | (3) |
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Advantages and disadvantages of conflict |
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168 | (2) |
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170 | (2) |
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Interaction, information and conflict |
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172 | (1) |
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Defending resources and achieving goals |
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173 | (1) |
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Managing different perspectives through conflict |
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174 | (1) |
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Conflict, tension and management |
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175 | (2) |
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The merits of encouraging conflict |
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177 | (3) |
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Practical methodologies for identifying, monitoring and improving communication in practice |
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180 | (17) |
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Why communication research? |
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180 | (1) |
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Professional updating and evaluation |
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180 | (4) |
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Methodological and ethical issues |
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184 | (2) |
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Recording acts of communication |
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186 | (1) |
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Case study: observing construction progress meetings |
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186 | (5) |
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191 | (1) |
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192 | (2) |
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Recognising weaknesses of research |
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194 | (1) |
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Dissemination: a constant challenge |
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195 | (1) |
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196 | (1) |
| References |
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197 | (12) |
| Index |
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209 | |
Biežāk uzdotie jautājumi par e-grāmatām