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People and Organizational Management in Construction 2nd Edition [Mīkstie vāki]

  • Formāts: Paperback / softback, 316 pages, height x width x depth: 234x156x21 mm, weight: 538 g
  • Izdošanas datums: 24-May-2011
  • Izdevniecība: ICE Publishing
  • ISBN-10: 0727741519
  • ISBN-13: 9780727741516
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People and Organizational Management in Construction 2nd EditionPalielināt
  • Formāts: Paperback / softback, 316 pages, height x width x depth: 234x156x21 mm, weight: 538 g
  • Izdošanas datums: 24-May-2011
  • Izdevniecība: ICE Publishing
  • ISBN-10: 0727741519
  • ISBN-13: 9780727741516
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780727741516.html
People and Organizational Management in Construction, Second Edition applies management concepts to the construction industry, addressing the ways construction organizations can seek to improve their performance and effectiveness by understanding human and organizational behaviour.



Using case studies and examples from the construction industry, this guide blends management concepts and theories with practice to explain the interactions between people at work, the management and the external environment, an understanding of which is essential for an organizations success.



In this second edition, greater attention has been given to the affect of the external environment on strategic decisions; evaluating organizational strategy designs and cultures; features affecting leadership style; and motivation and job satisfaction.
Contents Preface xi
About the author xii
Acknowledgements xiii
01 Introduction
1(8)
The meaning of organization
1(2)
Aim and learning objectives of the book
3(1)
Need for the book
3(1)
Approach to the book
4(1)
The plan of the book
4(5)
02 Evolution of organization and management theory
9(14)
Learning objectives
9(1)
The meaning of management
9(1)
Evolution of management theory
10(1)
Classical theory (1850s-1930s)
11(3)
Human relations theory
14(1)
System theory
15(4)
Contingency theory
19(1)
The concept of models
20(1)
Summary and conclusion
21(1)
References
22(1)
03 The environment and organizational strategy
23(32)
Learning outcomes
23(1)
Definition of the external environment
23(1)
Characteristics of the external environment
24(2)
Forces of the external environment on organizations
26(2)
Strategic response to the environment
28(1)
The concept of strategy
28(3)
Strategic management
31(1)
Types of strategy
32(1)
Advantages of a planned business strategy
33(1)
The business strategy process
34(13)
Summary and conclusion
47(5)
Case study 1 A medium-sized regional contractor (part of a larger construction group)
48(2)
Case study 2 A progressive quantity surveying practice
50(2)
Questions
52(1)
References
52(3)
04 Organizational structure
55(46)
Learning outcomes
55(1)
The meaning of organizational structure
55(3)
Topics associated with organizational structure
58(8)
Types of organizational structure
66(6)
Factors influencing the choice of organizational structure
72(11)
Configurations of the organization
83(1)
The relationship between organizational structure and performance
84(5)
Summary
89(1)
Case study. The growing pains of Harvey (Engineers) Ltd
89(9)
Questions
98(1)
References
98(3)
05 Work groups
101(30)
Learning objectives
101(3)
The purpose of groups
104(1)
Bases for grouping
105(1)
Interdependence and communication networks
105(2)
Factors affecting group cohesiveness and effectiveness
107(12)
Team building
119(3)
Group conflict
122(3)
Summary and conclusion
125(1)
Case study. Chelston pic
126(3)
Question
129(1)
References
129(2)
06 Organizational culture
131(20)
Learning objectives
131(1)
The concept of culture
131(3)
The Harrison/Handy culture types
134(3)
Characteristics of culture
137(1)
The best fit
137(2)
Factors that contribute to a change of organizational culture
139(6)
Strong and weak cultures
145(1)
Culture and company performance
146(3)
Summary
149(1)
Questions
150(1)
References
150(1)
07 Leadership
151(40)
Learning objectives
151(1)
The nature of leadership
152(1)
Leadership versus management
153(1)
Leadership theories
154(2)
Empirical research into leadership traits and site managers
156(1)
Functional approach
157(2)
Style theories (also known as the behavioural approach)
159(4)
Empirical research into leadership styles and site managers
163(2)
Contingency theories (also known as the situational approach)
165(5)
Empirical research into contingency theory and site managers
170(7)
Proposed conceptual model of leadership effectiveness in organizations
177(8)
Summary
185(1)
Case study. A change of project managers
185(2)
Questions
187(1)
References
187(4)
08 Motivation and job satisfaction
191(30)
Learning objectives
191(1)
The meaning of motivation
191(2)
Content theories of motivation
193(7)
Process theories of motivation
200(3)
Factors influencing employees' motivation within an organization
203(9)
Productivity model of a construction site
212(3)
A productivity survey
215(2)
Summary and conclusions
217(1)
Questions
218(1)
References
219(2)
09 Personnel management
221(24)
Learning objectives
221(1)
The meaning of personnel management
221(3)
The personnel function
224(1)
Manpower (human resource) planning
224(3)
Recruitment
227(2)
Staff appraisal
229(3)
Staff training
232(1)
Management development
233(1)
Investors in People (IIP) initiative
234(1)
Health and safety
234(2)
Summary
236(1)
Case study. Investors in People at Shepherd Construction
236(6)
References
242(3)
Appendices
Appendix 1 Suggested answers to questions related to
Chapter 3
245(6)
Appendix 2 Suggested answers to questions related to
Chapter 4
251(14)
Appendix 3 Suggested answers to questions related to
Chapter 5
265(4)
Appendix 4 Suggested answers to questions related to
Chapter 6
269(8)
Appendix 5 Suggested answers to questions related to
Chapter 7
277(8)
Appendix 6 Suggested answers to questions related to
Chapter 8
285(8)
Index 293
Shamil Naoum work at the London South Bank University, UK