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Avoiding claims in building design [[electronic resource] ] : risk management in practice / / Malcolm Taylor
| Avoiding claims in building design [[electronic resource] ] : risk management in practice / / Malcolm Taylor |
| Autore | Taylor Malcolm |
| Pubbl/distr/stampa | Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
343.41078624
692/.8 |
| Soggetto topico |
Building - Superintendence
Building - Planning Risk assessment Building - Quality control Construction contracts |
| ISBN |
1-281-31839-6
9786611318390 0-470-69041-0 0-470-68014-8 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Avoiding Claims in Building Design; Contents; Which form should be used?; Preface; Acknowledgements; Glossary of Terms; Introduction; For whom is this book written?; Some terms of reference; Why do practices need to manage risk?; Changes in society's perception of the professional; Does insurance affect the frequency of claims?; Professionals need the weapons to fight back; Claims - failure of management or design?; The structure of this book; Part One: Principles and Practice of Risk Management; 1 Defining and identifying risk; Definitions; Identifying risk; Conscious risk strategy
Identifying and ranking the risks in your own practice2 The Risk Anatomy of Practice; Introduction; Innovatory or cautious design?; Innovation and the young practice; Young, mature and older practices; The commercial elements of practice; Do you produce house style design?; Separation of design from production documentation; Balancing of resources and skills; Qualification and experience; How dispersed is your practice?; Delegation; Financial controls; Markets and marketing; Hierarchy and succession; Summary; 3 A View of the Professions: their Individual Risk Patterns; Introduction The architect as lead consultant and designerThe interior designer; The landscape architect; The planner; Civil and structural engineers; The services engineers; The quantity surveyor; The project manager; 4 The Boundaries of Risk Between the Professions; Introduction; Boundaries of responsibility; Joint ventures; Subconsulting; Additional risks for multidiscipline practices; Cooperation in times of trouble; 5 Risk Management and Quality Assurance Compared; Is quality assurance relevant to risk management?; Definitions; The rules of QA; How does QA work?; Why do firms need QA? QA and risk management comparedRelevance of QA to risk management; 6 The Practitioner and his Insurers; Professional indemnity insurance; Mutuals and the Wren Insurance Association; 7 Introducing Risk Management into the Office; Introduction; A model framework for all practices?; The components of a risk management system; Costing the process; Setting up the system; Applying the system; Maintaining the system; Part Two: The Processes of Risk Management; 8 Setting Up the Appointment; Introduction; The start of the process; Preparing the ground for the appointment; Anatomy of the appointment Preparing the appointmentThe institutes' standard forms of engagement; Completing the forms; 9 Standard Forms of Engagement: The Architect; Standard Form of Agreement for the Appointment of an Architect (SFA/99); Coordinating the scope of services with others; Coordinating whole team design; The architect's design duties; Conditions of appointment; Conditions of Engagement for the Appointment of an Architect (CE/99) for use with a Letterof Appointment; 10 Standard Forms of Engagement: Engineers, Quantity Surveyor, National Health Service and Project Manager; The Engineers ACE Conditions of Engagement for Engineering Services B(l) and B(2) (ACE/B1, ACE/B2) |
| Record Nr. | UNINA-9910145303403321 |
Taylor Malcolm
|
||
| Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Avoiding claims in building design [[electronic resource] ] : risk management in practice / / Malcolm Taylor
| Avoiding claims in building design [[electronic resource] ] : risk management in practice / / Malcolm Taylor |
| Autore | Taylor Malcolm |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
343.41078624
692/.8 |
| Soggetto topico |
Building - Superintendence
Building - Planning Risk assessment Building - Quality control Construction contracts |
| ISBN |
1-281-31839-6
9786611318390 0-470-69041-0 0-470-68014-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Avoiding Claims in Building Design; Contents; Which form should be used?; Preface; Acknowledgements; Glossary of Terms; Introduction; For whom is this book written?; Some terms of reference; Why do practices need to manage risk?; Changes in society's perception of the professional; Does insurance affect the frequency of claims?; Professionals need the weapons to fight back; Claims - failure of management or design?; The structure of this book; Part One: Principles and Practice of Risk Management; 1 Defining and identifying risk; Definitions; Identifying risk; Conscious risk strategy
Identifying and ranking the risks in your own practice2 The Risk Anatomy of Practice; Introduction; Innovatory or cautious design?; Innovation and the young practice; Young, mature and older practices; The commercial elements of practice; Do you produce house style design?; Separation of design from production documentation; Balancing of resources and skills; Qualification and experience; How dispersed is your practice?; Delegation; Financial controls; Markets and marketing; Hierarchy and succession; Summary; 3 A View of the Professions: their Individual Risk Patterns; Introduction The architect as lead consultant and designerThe interior designer; The landscape architect; The planner; Civil and structural engineers; The services engineers; The quantity surveyor; The project manager; 4 The Boundaries of Risk Between the Professions; Introduction; Boundaries of responsibility; Joint ventures; Subconsulting; Additional risks for multidiscipline practices; Cooperation in times of trouble; 5 Risk Management and Quality Assurance Compared; Is quality assurance relevant to risk management?; Definitions; The rules of QA; How does QA work?; Why do firms need QA? QA and risk management comparedRelevance of QA to risk management; 6 The Practitioner and his Insurers; Professional indemnity insurance; Mutuals and the Wren Insurance Association; 7 Introducing Risk Management into the Office; Introduction; A model framework for all practices?; The components of a risk management system; Costing the process; Setting up the system; Applying the system; Maintaining the system; Part Two: The Processes of Risk Management; 8 Setting Up the Appointment; Introduction; The start of the process; Preparing the ground for the appointment; Anatomy of the appointment Preparing the appointmentThe institutes' standard forms of engagement; Completing the forms; 9 Standard Forms of Engagement: The Architect; Standard Form of Agreement for the Appointment of an Architect (SFA/99); Coordinating the scope of services with others; Coordinating whole team design; The architect's design duties; Conditions of appointment; Conditions of Engagement for the Appointment of an Architect (CE/99) for use with a Letterof Appointment; 10 Standard Forms of Engagement: Engineers, Quantity Surveyor, National Health Service and Project Manager; The Engineers ACE Conditions of Engagement for Engineering Services B(l) and B(2) (ACE/B1, ACE/B2) |
| Record Nr. | UNISA-996218280503316 |
|
Taylor Malcolm
|
||
| Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. di Salerno | ||
| ||
Avoiding claims in building design [[electronic resource] ] : risk management in practice / / Malcolm Taylor
| Avoiding claims in building design [[electronic resource] ] : risk management in practice / / Malcolm Taylor |
| Autore | Taylor Malcolm |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
343.41078624
692/.8 |
| Soggetto topico |
Building - Superintendence
Building - Planning Risk assessment Building - Quality control Construction contracts |
| ISBN |
1-281-31839-6
9786611318390 0-470-69041-0 0-470-68014-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Avoiding Claims in Building Design; Contents; Which form should be used?; Preface; Acknowledgements; Glossary of Terms; Introduction; For whom is this book written?; Some terms of reference; Why do practices need to manage risk?; Changes in society's perception of the professional; Does insurance affect the frequency of claims?; Professionals need the weapons to fight back; Claims - failure of management or design?; The structure of this book; Part One: Principles and Practice of Risk Management; 1 Defining and identifying risk; Definitions; Identifying risk; Conscious risk strategy
Identifying and ranking the risks in your own practice2 The Risk Anatomy of Practice; Introduction; Innovatory or cautious design?; Innovation and the young practice; Young, mature and older practices; The commercial elements of practice; Do you produce house style design?; Separation of design from production documentation; Balancing of resources and skills; Qualification and experience; How dispersed is your practice?; Delegation; Financial controls; Markets and marketing; Hierarchy and succession; Summary; 3 A View of the Professions: their Individual Risk Patterns; Introduction The architect as lead consultant and designerThe interior designer; The landscape architect; The planner; Civil and structural engineers; The services engineers; The quantity surveyor; The project manager; 4 The Boundaries of Risk Between the Professions; Introduction; Boundaries of responsibility; Joint ventures; Subconsulting; Additional risks for multidiscipline practices; Cooperation in times of trouble; 5 Risk Management and Quality Assurance Compared; Is quality assurance relevant to risk management?; Definitions; The rules of QA; How does QA work?; Why do firms need QA? QA and risk management comparedRelevance of QA to risk management; 6 The Practitioner and his Insurers; Professional indemnity insurance; Mutuals and the Wren Insurance Association; 7 Introducing Risk Management into the Office; Introduction; A model framework for all practices?; The components of a risk management system; Costing the process; Setting up the system; Applying the system; Maintaining the system; Part Two: The Processes of Risk Management; 8 Setting Up the Appointment; Introduction; The start of the process; Preparing the ground for the appointment; Anatomy of the appointment Preparing the appointmentThe institutes' standard forms of engagement; Completing the forms; 9 Standard Forms of Engagement: The Architect; Standard Form of Agreement for the Appointment of an Architect (SFA/99); Coordinating the scope of services with others; Coordinating whole team design; The architect's design duties; Conditions of appointment; Conditions of Engagement for the Appointment of an Architect (CE/99) for use with a Letterof Appointment; 10 Standard Forms of Engagement: Engineers, Quantity Surveyor, National Health Service and Project Manager; The Engineers ACE Conditions of Engagement for Engineering Services B(l) and B(2) (ACE/B1, ACE/B2) |
| Record Nr. | UNINA-9910818187903321 |
|
Taylor Malcolm
|
||
| Oxford, UK ; ; Malden, MA, : Blackwell Science, 2000 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Benchmarking in construction [[electronic resource] /] / Steven McCabe
| Benchmarking in construction [[electronic resource] /] / Steven McCabe |
| Autore | McCabe Steven |
| Pubbl/distr/stampa | Malden, Mass., : Blackwell Science, 2001 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
690.068
690.0685 |
| Soggetto topico |
Building - Quality control
Benchmarking (Management) |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-282-34173-1
9786612341731 0-470-69605-2 0-470-69530-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
BENCHMARKING IN CONSTRUCTION; Contents; Foreword; Preface; Acknowledgements; Chapter 1 Introduction; 1.1 What reading this book will assist you to do; 1.2 People - the core concept of benchmarking for best practice; 1.3 Understanding the importance of benchmarking - a personal perspective; 1.4 Learning from the best: the Japanese construction industry; 1.5 Rethinking Construction: a catalyst for change in British construction?; 1.6 The Construction Best Practice Programme; 1.6.1 The key performance indicators; 1.7 A brief outline of subsequent chapters
Chapter 2 Getting to Grips with the ConceptsObjectives; 2.1 Establishing the principle of benchmarking for best practice; 2.2 Defining benchmarking and best practice; 2.3 Types of benchmarking; 2.3.1 Internal benchmarking; 2.3.2 Competitive benchmarking; 2.3.3 Functional or generic benchmarking; 2.4 The Rank Xerox story; 2.4.1 What did Rank Xerox do?; 2.4.2 Summarising the Rank Xerox approach; 2.5 Conclusion; Summay; Chapter 3 What is TQM and its Importance to Benchmarking?; Objectives; 3.1 Defining TQM; 3.2 The origins of TQM - the influence of Deming (1900-1993) and Juran (1904) 3.2.1 SPC (Statistical Process Control) - the cornerstone of Deming's philosophy3.2.2 Juran's quality trilogy; 3.3 The Toyota story - an early example of benchmarking; 3.4 The development of TQM in the West; 3.4.1 The move from inspection and quality control to quality assurance and TQM; 3.5 Achieving customer delight - the importance of recognising people as a key component of TQM; Summary; Chapter 4 Facilitating a Change in Organisational Culture; Objectives; 4.1 Organisational culture; 4.1.1 What is organisational culture?; 4.2 Senior management's role in creating cultural change 4.2.1 What senior managers in construction organisations can do to create culture change4.3 The role of middle managers and change agents; 4.4 'Getting the troops on board'; 4.4.1 Motivation of people; 4.4.2 Using teamwork in cultural change; 4.4.3 Types of team; 4.4.4 Picking the right members for a successful team; 4.4.5 Development of the team; 4.5 The role of learning organisations in TQM and benchmarking; 4.6 Methods of organisational learning; Summary; Chapter 5 The Use of Critical Success Factors, Processes and Systems in Benchmarking; Objectives; 5.1 Where to start from 5.2 Critical success factors and key performance indicators5.2.1 Critical success factors; 5.2.2 Key performance indicators; 5.3 The importance of understanding processes; 5.4 Process mapping: 'the metaphor of the cup of tea'; 5.5 Quality systems and procedures; 5.5.1 The use of quality systems in continuous improvement; Summary; Chapter 6 Benchmarking Customer Satisfaction; Objectives; 6.1 The paradigm shift in customer value strategy; 6.2 The benefits of retaining customers; 6.3 Factors that must be considered when measuring customer satisfaction 6.4 A selection of models that can be used to carry out benchmarking of customer satisfaction |
| Record Nr. | UNINA-9910144527003321 |
|
McCabe Steven
|
||
| Malden, Mass., : Blackwell Science, 2001 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Benchmarking in construction [[electronic resource] /] / Steven McCabe
| Benchmarking in construction [[electronic resource] /] / Steven McCabe |
| Autore | McCabe Steven |
| Pubbl/distr/stampa | Malden, Mass., : Blackwell Science, 2001 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
690.068
690.0685 |
| Soggetto topico |
Building - Quality control
Benchmarking (Management) |
| ISBN |
1-282-34173-1
9786612341731 0-470-69605-2 0-470-69530-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
BENCHMARKING IN CONSTRUCTION; Contents; Foreword; Preface; Acknowledgements; Chapter 1 Introduction; 1.1 What reading this book will assist you to do; 1.2 People - the core concept of benchmarking for best practice; 1.3 Understanding the importance of benchmarking - a personal perspective; 1.4 Learning from the best: the Japanese construction industry; 1.5 Rethinking Construction: a catalyst for change in British construction?; 1.6 The Construction Best Practice Programme; 1.6.1 The key performance indicators; 1.7 A brief outline of subsequent chapters
Chapter 2 Getting to Grips with the ConceptsObjectives; 2.1 Establishing the principle of benchmarking for best practice; 2.2 Defining benchmarking and best practice; 2.3 Types of benchmarking; 2.3.1 Internal benchmarking; 2.3.2 Competitive benchmarking; 2.3.3 Functional or generic benchmarking; 2.4 The Rank Xerox story; 2.4.1 What did Rank Xerox do?; 2.4.2 Summarising the Rank Xerox approach; 2.5 Conclusion; Summay; Chapter 3 What is TQM and its Importance to Benchmarking?; Objectives; 3.1 Defining TQM; 3.2 The origins of TQM - the influence of Deming (1900-1993) and Juran (1904) 3.2.1 SPC (Statistical Process Control) - the cornerstone of Deming's philosophy3.2.2 Juran's quality trilogy; 3.3 The Toyota story - an early example of benchmarking; 3.4 The development of TQM in the West; 3.4.1 The move from inspection and quality control to quality assurance and TQM; 3.5 Achieving customer delight - the importance of recognising people as a key component of TQM; Summary; Chapter 4 Facilitating a Change in Organisational Culture; Objectives; 4.1 Organisational culture; 4.1.1 What is organisational culture?; 4.2 Senior management's role in creating cultural change 4.2.1 What senior managers in construction organisations can do to create culture change4.3 The role of middle managers and change agents; 4.4 'Getting the troops on board'; 4.4.1 Motivation of people; 4.4.2 Using teamwork in cultural change; 4.4.3 Types of team; 4.4.4 Picking the right members for a successful team; 4.4.5 Development of the team; 4.5 The role of learning organisations in TQM and benchmarking; 4.6 Methods of organisational learning; Summary; Chapter 5 The Use of Critical Success Factors, Processes and Systems in Benchmarking; Objectives; 5.1 Where to start from 5.2 Critical success factors and key performance indicators5.2.1 Critical success factors; 5.2.2 Key performance indicators; 5.3 The importance of understanding processes; 5.4 Process mapping: 'the metaphor of the cup of tea'; 5.5 Quality systems and procedures; 5.5.1 The use of quality systems in continuous improvement; Summary; Chapter 6 Benchmarking Customer Satisfaction; Objectives; 6.1 The paradigm shift in customer value strategy; 6.2 The benefits of retaining customers; 6.3 Factors that must be considered when measuring customer satisfaction 6.4 A selection of models that can be used to carry out benchmarking of customer satisfaction |
| Record Nr. | UNISA-996212480803316 |
|
McCabe Steven
|
||
| Malden, Mass., : Blackwell Science, 2001 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. di Salerno | ||
| ||
Benchmarking in construction [[electronic resource] /] / Steven McCabe
| Benchmarking in construction [[electronic resource] /] / Steven McCabe |
| Autore | McCabe Steven |
| Pubbl/distr/stampa | Malden, Mass., : Blackwell Science, 2001 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
690.068
690.0685 |
| Soggetto topico |
Building - Quality control
Benchmarking (Management) |
| ISBN |
1-282-34173-1
9786612341731 0-470-69605-2 0-470-69530-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
BENCHMARKING IN CONSTRUCTION; Contents; Foreword; Preface; Acknowledgements; Chapter 1 Introduction; 1.1 What reading this book will assist you to do; 1.2 People - the core concept of benchmarking for best practice; 1.3 Understanding the importance of benchmarking - a personal perspective; 1.4 Learning from the best: the Japanese construction industry; 1.5 Rethinking Construction: a catalyst for change in British construction?; 1.6 The Construction Best Practice Programme; 1.6.1 The key performance indicators; 1.7 A brief outline of subsequent chapters
Chapter 2 Getting to Grips with the ConceptsObjectives; 2.1 Establishing the principle of benchmarking for best practice; 2.2 Defining benchmarking and best practice; 2.3 Types of benchmarking; 2.3.1 Internal benchmarking; 2.3.2 Competitive benchmarking; 2.3.3 Functional or generic benchmarking; 2.4 The Rank Xerox story; 2.4.1 What did Rank Xerox do?; 2.4.2 Summarising the Rank Xerox approach; 2.5 Conclusion; Summay; Chapter 3 What is TQM and its Importance to Benchmarking?; Objectives; 3.1 Defining TQM; 3.2 The origins of TQM - the influence of Deming (1900-1993) and Juran (1904) 3.2.1 SPC (Statistical Process Control) - the cornerstone of Deming's philosophy3.2.2 Juran's quality trilogy; 3.3 The Toyota story - an early example of benchmarking; 3.4 The development of TQM in the West; 3.4.1 The move from inspection and quality control to quality assurance and TQM; 3.5 Achieving customer delight - the importance of recognising people as a key component of TQM; Summary; Chapter 4 Facilitating a Change in Organisational Culture; Objectives; 4.1 Organisational culture; 4.1.1 What is organisational culture?; 4.2 Senior management's role in creating cultural change 4.2.1 What senior managers in construction organisations can do to create culture change4.3 The role of middle managers and change agents; 4.4 'Getting the troops on board'; 4.4.1 Motivation of people; 4.4.2 Using teamwork in cultural change; 4.4.3 Types of team; 4.4.4 Picking the right members for a successful team; 4.4.5 Development of the team; 4.5 The role of learning organisations in TQM and benchmarking; 4.6 Methods of organisational learning; Summary; Chapter 5 The Use of Critical Success Factors, Processes and Systems in Benchmarking; Objectives; 5.1 Where to start from 5.2 Critical success factors and key performance indicators5.2.1 Critical success factors; 5.2.2 Key performance indicators; 5.3 The importance of understanding processes; 5.4 Process mapping: 'the metaphor of the cup of tea'; 5.5 Quality systems and procedures; 5.5.1 The use of quality systems in continuous improvement; Summary; Chapter 6 Benchmarking Customer Satisfaction; Objectives; 6.1 The paradigm shift in customer value strategy; 6.2 The benefits of retaining customers; 6.3 Factors that must be considered when measuring customer satisfaction 6.4 A selection of models that can be used to carry out benchmarking of customer satisfaction |
| Record Nr. | UNINA-9910830431703321 |
|
McCabe Steven
|
||
| Malden, Mass., : Blackwell Science, 2001 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Benchmarking in construction [[electronic resource] /] / Steven McCabe
| Benchmarking in construction [[electronic resource] /] / Steven McCabe |
| Autore | McCabe Steven |
| Pubbl/distr/stampa | Malden, Mass., : Blackwell Science, 2001 |
| Descrizione fisica | 1 online resource (306 p.) |
| Disciplina |
690.068
690.0685 |
| Soggetto topico |
Building - Quality control
Benchmarking (Management) |
| ISBN |
1-282-34173-1
9786612341731 0-470-69605-2 0-470-69530-7 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
BENCHMARKING IN CONSTRUCTION; Contents; Foreword; Preface; Acknowledgements; Chapter 1 Introduction; 1.1 What reading this book will assist you to do; 1.2 People - the core concept of benchmarking for best practice; 1.3 Understanding the importance of benchmarking - a personal perspective; 1.4 Learning from the best: the Japanese construction industry; 1.5 Rethinking Construction: a catalyst for change in British construction?; 1.6 The Construction Best Practice Programme; 1.6.1 The key performance indicators; 1.7 A brief outline of subsequent chapters
Chapter 2 Getting to Grips with the ConceptsObjectives; 2.1 Establishing the principle of benchmarking for best practice; 2.2 Defining benchmarking and best practice; 2.3 Types of benchmarking; 2.3.1 Internal benchmarking; 2.3.2 Competitive benchmarking; 2.3.3 Functional or generic benchmarking; 2.4 The Rank Xerox story; 2.4.1 What did Rank Xerox do?; 2.4.2 Summarising the Rank Xerox approach; 2.5 Conclusion; Summay; Chapter 3 What is TQM and its Importance to Benchmarking?; Objectives; 3.1 Defining TQM; 3.2 The origins of TQM - the influence of Deming (1900-1993) and Juran (1904) 3.2.1 SPC (Statistical Process Control) - the cornerstone of Deming's philosophy3.2.2 Juran's quality trilogy; 3.3 The Toyota story - an early example of benchmarking; 3.4 The development of TQM in the West; 3.4.1 The move from inspection and quality control to quality assurance and TQM; 3.5 Achieving customer delight - the importance of recognising people as a key component of TQM; Summary; Chapter 4 Facilitating a Change in Organisational Culture; Objectives; 4.1 Organisational culture; 4.1.1 What is organisational culture?; 4.2 Senior management's role in creating cultural change 4.2.1 What senior managers in construction organisations can do to create culture change4.3 The role of middle managers and change agents; 4.4 'Getting the troops on board'; 4.4.1 Motivation of people; 4.4.2 Using teamwork in cultural change; 4.4.3 Types of team; 4.4.4 Picking the right members for a successful team; 4.4.5 Development of the team; 4.5 The role of learning organisations in TQM and benchmarking; 4.6 Methods of organisational learning; Summary; Chapter 5 The Use of Critical Success Factors, Processes and Systems in Benchmarking; Objectives; 5.1 Where to start from 5.2 Critical success factors and key performance indicators5.2.1 Critical success factors; 5.2.2 Key performance indicators; 5.3 The importance of understanding processes; 5.4 Process mapping: 'the metaphor of the cup of tea'; 5.5 Quality systems and procedures; 5.5.1 The use of quality systems in continuous improvement; Summary; Chapter 6 Benchmarking Customer Satisfaction; Objectives; 6.1 The paradigm shift in customer value strategy; 6.2 The benefits of retaining customers; 6.3 Factors that must be considered when measuring customer satisfaction 6.4 A selection of models that can be used to carry out benchmarking of customer satisfaction |
| Record Nr. | UNINA-9910840532203321 |
|
McCabe Steven
|
||
| Malden, Mass., : Blackwell Science, 2001 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Construction quality management : principles and practice / / Paul Watson and Tim Howarth
| Construction quality management : principles and practice / / Paul Watson and Tim Howarth |
| Autore | Watson Paul, Dr. |
| Pubbl/distr/stampa | Abingdon, Oxon ; ; New York, N.Y. : , : Spon Press, , 2011 |
| Descrizione fisica | 1 online resource (329 p.) |
| Disciplina | 690.068/5 |
| Altri autori (Persone) | HowarthTim |
| Soggetto topico | Building - Quality control |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-283-24108-0
9786613241085 1-135-16508-4 0-203-85966-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Front Cover; Construction Quality Management; Copyright Page; Contents; List of figures; List of tables and boxes; Author biographies; Preface; Abbreviations; Introduction; 1. An overview of key theorists and quality philosophy; 2. Measuring project and corporate performance; 3. ISO 9001:2008; 4. The European Foundation for Quality Management Excellence Model (EFQM EM); 5. Quality and environmental management systems; 6. Developing a learning organisational culture; 7. Quality management systems for health and safety in construction; Answers to set questions and case studies; Index |
| Record Nr. | UNINA-9910457372103321 |
|
Watson Paul, Dr.
|
||
| Abingdon, Oxon ; ; New York, N.Y. : , : Spon Press, , 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Construction quality management : principles and practice / / Paul Watson and Tim Howarth
| Construction quality management : principles and practice / / Paul Watson and Tim Howarth |
| Autore | Watson Paul, Dr. |
| Pubbl/distr/stampa | Abingdon, Oxon ; ; New York, N.Y. : , : Spon Press, , 2011 |
| Descrizione fisica | 1 online resource (329 p.) |
| Disciplina | 690.068/5 |
| Altri autori (Persone) | HowarthTim |
| Soggetto topico | Building - Quality control |
| ISBN |
1-283-24108-0
9786613241085 1-135-16508-4 0-203-85966-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Front Cover; Construction Quality Management; Copyright Page; Contents; List of figures; List of tables and boxes; Author biographies; Preface; Abbreviations; Introduction; 1. An overview of key theorists and quality philosophy; 2. Measuring project and corporate performance; 3. ISO 9001:2008; 4. The European Foundation for Quality Management Excellence Model (EFQM EM); 5. Quality and environmental management systems; 6. Developing a learning organisational culture; 7. Quality management systems for health and safety in construction; Answers to set questions and case studies; Index |
| Record Nr. | UNINA-9910781577103321 |
|
Watson Paul, Dr.
|
||
| Abingdon, Oxon ; ; New York, N.Y. : , : Spon Press, , 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Construction quality management : principles and practice / / Paul Watson and Tim Howarth
| Construction quality management : principles and practice / / Paul Watson and Tim Howarth |
| Autore | Watson Paul, Dr. |
| Pubbl/distr/stampa | Abingdon, Oxon ; ; New York, N.Y. : , : Spon Press, , 2011 |
| Descrizione fisica | 1 online resource (329 p.) |
| Disciplina | 690.068/5 |
| Altri autori (Persone) | HowarthTim |
| Soggetto topico | Building - Quality control |
| ISBN |
1-283-24108-0
9786613241085 1-135-16508-4 0-203-85966-9 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Front Cover; Construction Quality Management; Copyright Page; Contents; List of figures; List of tables and boxes; Author biographies; Preface; Abbreviations; Introduction; 1. An overview of key theorists and quality philosophy; 2. Measuring project and corporate performance; 3. ISO 9001:2008; 4. The European Foundation for Quality Management Excellence Model (EFQM EM); 5. Quality and environmental management systems; 6. Developing a learning organisational culture; 7. Quality management systems for health and safety in construction; Answers to set questions and case studies; Index |
| Record Nr. | UNINA-9910811916603321 |
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Watson Paul, Dr.
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| Abingdon, Oxon ; ; New York, N.Y. : , : Spon Press, , 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
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