03986nam 22006491c 450 991078537510332120200115203623.01-84731-751-01-4725-6076-01-282-89707-197866128970781-84731-581-X10.5040/9781472560766(CKB)2670000000055369(EBL)615856(OCoLC)680017804(SSID)ssj0000426436(PQKBManifestationID)11257651(PQKBTitleCode)TC0000426436(PQKBWorkID)10373417(PQKB)11024720(MiAaPQ)EBC1772919(MiAaPQ)EBC615856(UtOrBLW)bpp09255795(MiAaPQ)EBC6164366(Au-PeEL)EBL615856(EXLCZ)99267000000005536920140929d2010 uy 0engur|n|---|||||txtccrPublic law after the Human Rights Act Tom Hickman1st ed.Oxford Portland, Oregon Hart Publishing 2010.1 online resource (392 p.)Includes Index.1-84113-969-6 Includes bibliographical references and indexIntroduction -- The common law and the Human Rights Act -- Constitutional theory and constitutional dialogue -- Standards and rights in public law -- Weight and deference -- Proportionality -- Reasonableness -- The forbidden process element in human rights review -- The substance and structure of public law after the Human Rights Act -- The right of access to court -- Derogation and emergencyAcknowledgements -- Introduction -- 1. The HRA and the Common law -- 2. Constitutional Theories and Constitutional Dialogue -- 3. Public law standards -- 4. Weight and deference -- 5. Proportionality -- 6. Reasonableness -- 7. Process review -- 8. The Structure of Public Law after the Human Rights Act -- 9. Emergencies, derogation and detention -- 10. The right to a courtIt is remarkable that 10 years after the Human Rights Act came into effect, and with further reform possible, there are still no clear answers to basic questions about the relationship between the Human Rights Act, human rights principles and the common law. Such basic questions include: what is the Human Rights Act? What is the relationship between human rights principles and common law doctrines in public law? Do traditional public law principles need to be replaced? How has the Human Rights Act altered the constitutional relationship between the courts, government and Parliament in the UK? Public Law After the Human Rights Act proposes answers to these questions. Unlike other books on the Human Rights Act, the book looks beyond the Human Rights Act itself to its effect on public law as a whole. The book articulates in novel ways the relationship between the Act and administrative and constitutional law. It suggests that the Human Rights Act has built on the common law constitution. The discussion focuses on core topics in modern public law, including, the constitutional status of the Human Rights Act; the relationship between human rights and the common law; the Human Rights Act's effect on central doctrines of public law such as reasonableness, proportionality and process review; the structure of public law in the human rights era; derogation and emergencies; and the right of access to a courtHuman rightsGreat BritainHuman rights & civil liberties lawPublic lawGreat BritainHuman rightsPublic law342.41085Hickman Tom(Tom R.)513017UtOrBLWUtOrBLWUkLoBPBOOK9910785375103321Public law after the Human Rights Act760821UNINA07892nam 2200541 450 991080980910332120231107093353.01-118-92991-81-118-92990-X1-118-92989-6(CKB)4330000000007556(MiAaPQ)EBC4908168(Au-PeEL)EBL4908168(CaPaEBR)ebr11409693(CaONFJC)MIL1020927(OCoLC)993254800(EXLCZ)99433000000000755620170808h20172017 uy 0engurcnu||||||||rdacontentrdamediardacarrierManaging networks in project-based organisations /Stephen PrykeHoboken, New Jersey :Wiley Blackwell,2017.©20171 online resource (218 pages) illustrationsTHEi Wiley ebooks1-118-92992-6 Includes bibliographical references and index.Machine generated contents note: About the author Preface Acknowledgements Chapter 1 Introduction Structure of the book Chapter 2 Theoretical Context Management context Project transitions Project management as practice Systems theory and networks Transient relationships Dyadic contractual relationships and structure Permanent and temporary organising Structure and networks Information classification Nodes and linkages Summary Chapter 3 Networks and Projects Network definition Origins and history Problems with projects Actor role classification and ritualistic behaviour Routines Are networks a response to uncertainty in projects? Temporary project systems and their replication# Beyond the iron triangle Why networks? Individuals and firms Problems associated with the use of SNA in project research Summary Chapter 4 Why Networks? Definition Why choose social network analysis? Problems associated with the use of SNA inn project research Concepts and terminology Defining the population What is a network? Actor characteristics Some final thoughts Conclusion Chapter 5 Self-organising networks in projects What do project clients want? Dangerous assumptions Implications if these assumptions are incorrect Networks and uncertainty Does it matter how we conceptualise the project? Procurement through markets and hierarchies; project design and delivery through networks Summary and conclusions Chapter 6 Game Theory and Networks Some history to start Game theory applied to construction projects What is a game? Key assumptions Benefits of applying game theory to project networks Other considerations Choices about actions and co-players: The Prisoner's Dilemma Nash equilibrium Anti-coordination behaviour: Hawk-Dove and Chicken Game theory and information exchange network formation Game theory and five dangerous assumptions Summary and conclusions Chapter 7 Network roles and personality types Network roles: prominent disseminators, gatekeeper hoarders, isolates, dyads and triads, boundary spanners and bridges Personality traits Humour and behaviour in networks Profiling and ideal project network actor Specific personality traits Network roles and personality traits Summarising on actor traits and project networks Chapter 8 Network enabling What do we mean by network enabling? Trust Empathy Reciprocity, favours and psychological contracts Implications for violations of psychological contracts in networks Generosity Characteristics of individual that are destructive for networks Narcissism Egotism Summary Chapter 9 Project Networks and BIM BIM origins BIM and information management Information management and organisation structure The BIM model as an artefact Self-organising networks in the context of design BIM and networks, a research agenda Chapter 10 Introduction to the Case Studies Technical overview Researcxh funding Summary Chapter 11: Case Study No.1- Communities in Self-Organising Projects Networks Data collection Data analysis Findings Communities in self-organising project networks Summary Chapter 12: Case Study No.2 - Dysfunctional Prominence in Self-Organising Project Networks Data collection Data analysis Actor prominence measures Summary Chapter 13: Case Study No.3 - Costing Networks Conceptual framework Network costs Data analysis Summary Chapter 14: Summary and Conclusions Brief summary of each chapter Theoretical Issues What might industry learn from the content of this book? Appendix References Index."The first book demonstrating how to apply the principles of social network analysis to managing complex projects This groundbreaking book gets project managers and students up to speed on state-of-the-art applications of social network analysis (SNA) for observing, analysing, and managing complex projects. Written by an expert at the leading edge of the SNA project management movement, it clearly demonstrates how the principles of social network analysis can be used to provide a smarter, more efficient, holistic approach to managing complex projects. Project managers, especially those tasked with managing large, complex construction and engineering projects, traditionally have relied upon analysis and decision-making based upon hierarchical structures and vaguely defined project systems, much of which is borrowed from historic scientific management approaches. However, it has become apparent that a more sophisticated methodology is required for observing project systems and managing relationships with today’s more knowledgeable and demanding clients. Social network analysis (SNA) provides just such an approach. Unfortunately, existing books on social network analysis are written primarily for sociologists and mathematicians, with little or no regard for the needs of project managers — until now. The first and only book of its kind, Managing Networks in Project-Based Organisations:  Offers a framework and a fully-developed approach to applying SNA theory and methodologies to large, complex projects Describes highly effective strategies and techniques for managing the iterative and transient relationships between network-defining actor roles involved in the delivery of complex projects Uses numerous real-world examples and case studies of successful applications of SNA to large-scale construction and engineering projects around the world Draws on its author’s decades of experience managing complex projects for demanding clients, as well as his extensive academic research in Project Management Managing Networks in Project-Based Organisations is an important working resource for project management professionals and consultants, especially those serving the construction and engineering industries. It is also an excellent text/reference for postgraduate students of project management and supply chain management, as well as academic researchers of project management"--Provided by publisher."Contributes to a re-evaluation of how project activity is conceptualised and managed and demonstrates how the principles of social network analysis are applied as a smarter way of managing complex projects"--Provided by publisher.THEi Wiley ebooks.Project managementNetwork analysis (Planning)Project management.Network analysis (Planning)658.4/04BUS101000bisacshPryke Stephen1628721MiAaPQMiAaPQMiAaPQBOOK9910809809103321Managing networks in project-based organisations4023289UNINA