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The Modern Empowerment Concept |
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1 | (1) |
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1 | (4) |
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Two facets of empowerment: participation in decision-making and delegation |
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5 | (6) |
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Participation in decision-making (PDM): a critique |
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5 | (5) |
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Participation and delegation: a critique |
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10 | (1) |
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Empowerment and motivation |
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11 | (4) |
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Maslow's hierarchy of needs theory |
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12 | (1) |
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13 | (1) |
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13 | (1) |
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McClelland's theory of needs |
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14 | (1) |
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15 | (1) |
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Empowerment and organisationally induced helplessness |
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15 | (1) |
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A conceptual model of empowerment |
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16 | (6) |
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19 | (3) |
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22 | (1) |
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The New Construction Philosophy: Empowerment as a Tool for Process Improvement |
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23 | (1) |
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The conventional management approach and resultant problems |
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24 | (7) |
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Construction as a process |
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24 | (1) |
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Conventional construction processes |
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25 | (3) |
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Problems of people and processes |
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28 | (3) |
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31 | (1) |
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Construction versus manufacturing: historical comparison of process improvements |
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31 | (10) |
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32 | (1) |
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Mass-production philosophy |
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33 | (1) |
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The new construction philosophy (NCP) |
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34 | (7) |
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The new construction philosophy and quality concepts |
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41 | (6) |
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Total quality management (TQM) |
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42 | (3) |
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45 | (2) |
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The new construction philosophy: the practice |
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47 | (8) |
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Contractual characteristics |
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48 | (1) |
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Partnerships: the ideal relationship |
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49 | (2) |
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Teamwork on construction projects |
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51 | (4) |
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55 | (1) |
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Empowerment Implementation and Construction Business Improvement |
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56 | (1) |
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Business performance improvement: implications of empowerment |
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56 | (2) |
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58 | (7) |
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62 | (3) |
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Leadership: action points |
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65 | (1) |
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65 | (7) |
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66 | (1) |
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Development of an empowerment system |
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67 | (5) |
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Empowerment system: action points |
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72 | (1) |
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72 | (5) |
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73 | (2) |
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Working conditions and funding |
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75 | (1) |
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Resources development: action points |
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76 | (1) |
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77 | (5) |
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Organisational involvement in empowerment activities |
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80 | (2) |
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Involvement: action points |
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82 | (1) |
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82 | (9) |
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84 | (1) |
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85 | (1) |
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Skill development and training |
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86 | (2) |
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88 | (3) |
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Education and training: action points |
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91 | (1) |
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91 | (7) |
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93 | (2) |
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95 | (1) |
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96 | (1) |
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Tools for process improvement |
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96 | (1) |
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Process improvement: action points |
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97 | (1) |
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98 | (5) |
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98 | (1) |
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99 | (3) |
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102 | (1) |
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103 | (12) |
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Characteristics of measurement |
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103 | (1) |
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Measurement of empowerment |
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104 | (1) |
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Empowerment implementation profile |
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105 | (2) |
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Self-assessment of performance |
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107 | (1) |
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Business performance measurements |
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108 | (6) |
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Measurement: action points |
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114 | (1) |
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115 | (2) |
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Management's role in recognition |
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115 | (1) |
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116 | (1) |
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Recognition: action points |
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116 | (1) |
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117 | (1) |
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Applying Empowerment in Construction Organisations: A Chronological Approach |
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118 | (1) |
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In search of an ideal system for construction organisations |
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118 | (5) |
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The environment and the system |
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119 | (3) |
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Technology and the system |
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122 | (1) |
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122 | (1) |
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The construction organisation system |
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123 | (5) |
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The construction organisation's social system |
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125 | (3) |
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Implementing empowerment in construction |
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128 | (4) |
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Constructing Data Flow Diagrams to design an empowerment system |
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129 | (2) |
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Three-stage empowerment implementation system |
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131 | (1) |
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132 | (9) |
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Vision and policy development |
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132 | (2) |
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134 | (2) |
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An information system model of the preparation phase |
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136 | (5) |
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Preparation phase: action points |
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141 | (1) |
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141 | (10) |
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143 | (1) |
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Training and process ownership |
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144 | (1) |
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An information system model of the implementation phase |
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145 | (6) |
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Implementation phase: action points |
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151 | (1) |
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Sustaining the empowerment concept |
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151 | (17) |
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Customers and competition |
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152 | (1) |
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152 | (1) |
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153 | (5) |
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158 | (1) |
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158 | (1) |
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An information system model of the sustaining phase |
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158 | (7) |
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Sustaining phase: action points |
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165 | (1) |
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The generic flow-chart model of the sustaining phase |
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166 | (2) |
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A conceptual model of the implementation process of empowerment |
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168 | (3) |
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171 | (1) |
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171 | (1) |
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172 | (1) |
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Continuous Improvement Tools for Process Owners: Illustrated Examples |
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173 | (1) |
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174 | (1) |
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Examples using histograms |
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174 | (1) |
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175 | (3) |
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Example using Pareto analysis: Site waste and unproductive time |
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176 | (2) |
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Statistical process control (SPC) charts |
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178 | (3) |
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Example using an SPC chart: Concrete mix |
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179 | (2) |
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Quality function deployment (QFD) |
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181 | (8) |
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Example using QFD: A flooring problem |
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181 | (6) |
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Example using Analytical Hierarchy Process (AHP): Industrialised housing problem |
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187 | (2) |
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Theory of inventive problem solving (TRIZ) |
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189 | (3) |
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Example using TRIZ: Problems of joints in panel wall construction |
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190 | (2) |
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192 | (4) |
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Example using flow charts: Valuation of variations |
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193 | (3) |
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196 | (2) |
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Example using process sheets: Concreting process |
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196 | (2) |
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The process flow diagram (PFd) |
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198 | (3) |
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Example using PFd: Installation and erection of a steel roof over a five-storey building |
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198 | (3) |
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The cause and effect (CaE) diagram |
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201 | (3) |
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Example using CaE: Verticality problem in micropile driving |
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201 | (3) |
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204 | (2) |
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Example using force field analysis: Transportation problem during construction of an offshore jetty |
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204 | (2) |
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206 | (2) |
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Example using blueprint flow map: `Flow' in a steel cutting and bending area |
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206 | (2) |
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208 | (4) |
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Cost/benefit analysis (CBA) using break-even-point analysis |
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212 | (2) |
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Example of CBA: Removal of debris |
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212 | (2) |
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214 | (1) |
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215 | (1) |
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Empowerment: Salient issues of theory and practice in construction |
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216 | (5) |
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Putting empowerment into practice |
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220 | (1) |
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Major obstacles to empowerment |
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221 | (4) |
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Lack of senior management commitment |
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222 | (1) |
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Underestimation of empowerment |
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222 | (1) |
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Resistance to (behavioural) change |
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223 | (1) |
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Failure to adopt continuous learning |
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223 | (1) |
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224 | (1) |
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224 | (1) |
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225 | (1) |
| References |
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226 | (11) |
| Appendix |
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237 | (4) |
| Index |
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241 | |
