Make room at the top
Article Abstract:
A technique is described for assessing if managers are in the right jobs and if employees' jobs are necessary. Some building contractors have made their best profit-generating project managers redundant while retaining wrong people in the top management jobs. Weak management structures are caused by inadequate training. To rectify this, the contribution of each head office worker and each site job in terms of profit should be examined. Skills and levels of competence should be specified for the jobs that are worth keeping, and all unnecessary jobs should be eliminated.
Publication Name: Building
Subject: Construction and materials industries
ISSN: 0007-3318
Year: 1993
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Marriage guidance
Article Abstract:
Mergers and acquisitions within the UK construction industry may not provide the dividends expected, with about 85% failing to live up to expectations. Merger failure often results from an inability to develop clear strategic objectives for the move, leaving management with no option but to continue as separate entities. Animosity between two firms often surfaces when managers find they have difficulty working together, with drastic action often being taken by the leadership to sort out the problem. Staff may find salaries cut to match those of the other company.
Publication Name: Building
Subject: Construction and materials industries
ISSN: 0007-3318
Year: 1997
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Procuring profits
Article Abstract:
Supply chain management is not a common process in the UK construction industry, even among the largest contractors. However, there are signs that improvements in supply chain relationships are beginning to take place. Clients are increasingly demanding that the main subcontractors in the supply chain already have close links with the main contractor and each other. Furthermore, supply chain management is being increasingly accepted as a way of reducing costs.
Publication Name: Building
Subject: Construction and materials industries
ISSN: 0007-3318
Year: 1997
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