Jian Li Hao, Martyn James Hill and Li Yin Shen
The purpose of this paper is to provide a decision support tool for construction waste on‐site to achieve better construction and demolition waste management.
Abstract
Purpose
The purpose of this paper is to provide a decision support tool for construction waste on‐site to achieve better construction and demolition waste management.
Design/methodology/approach
System dynamics methodology is adopted for developing the model.
Findings
The model of managing construction waste on‐site is established. The interconnections of the main activities are included into the model with focus on planning and management where information about the future trend is for better decision making.
Practical implications
Construction waste generation is dynamic and interactive. Therefore, the model developed can be used as a flexible tool to help practitioners to understand the causes and effects.
Originality/value
Since the model allows the users to fine‐tune the input parameters, it is flexible to adjust the model to better reflect the reality according to different conditions. This is an advantage over other static models.
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The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities…
Abstract
The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.
In common with other public sector bodies, the police service recognises that the development of leadership capability amongst its workforce is key to improving levels of both…
Abstract
In common with other public sector bodies, the police service recognises that the development of leadership capability amongst its workforce is key to improving levels of both performance and service delivery. The recently developed Police Leadership Qualities Framework lays out a clearly defined model of leadership, and is underpinned by a framework of values and behaviours that enable that model to be developed in practice. This paper expands on one of the key underlying principles of the model that leadership is evident at all ranks and grades of the service, and is a skill that can be developed. This article postulates that each individual has their own ‘leadership space’ which it is important they are able to fill effectively. Individual and organisational failings often occur when this ‘space’ is not properly filled ‐ through lack of skill, development opportunity or experience. The paper considers a cognitive and behaviourist approach to learning and explores some of the ways in which leadership capability is developed in the police service.
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Martyn Robertson, Amanda Collins, Natasha Medeira and James Slater
The importance of new business start‐ups cannot be over‐emphasised. The UK government has taken actions designed to stimulate the growth of new businesses and aid their survival…
Abstract
The importance of new business start‐ups cannot be over‐emphasised. The UK government has taken actions designed to stimulate the growth of new businesses and aid their survival. The identification of barriers to entry is important, together with strategies to minimise their impact. The UK continues to lag behind the USA in its levels of entrepreneurship. The removal of barriers to start‐up is key to rectifying this situation and stimulating the new business aspect of the economy. The paper highlights the government’s position in furthering entrepreneurship, draws on initial primary research into student barriers to start‐up and makes recommendations for how higher education institutions can assist in breaking down the barriers identified.
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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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The Asia‐Pacific region today is swept by an unprecedented rate of change, complexity, interconnectedness, and uncertainty. Now perhaps more than at any other time since World War…
Abstract
The Asia‐Pacific region today is swept by an unprecedented rate of change, complexity, interconnectedness, and uncertainty. Now perhaps more than at any other time since World War II, the region is becoming acutely aware of its ethnic diversity, its ideological jumble, and its political mélange – all of which increase its vulnerability in the emerging world order. There is also a simultaneous need for recognition of the areas of commonalty and of the potential of the Asia Pacific region for organizing itself into a legitimate counterweight to the two trading communities from the West – the European Community (EC) and the North American Free Trade Agreement (NAFTA). Against this background, this article examines some of the common features in quality management for global competitiveness and relates them to themes such as the management practices and metaphysical belief systems of the Asia Pacific region. Implications for the future are discussed.
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This paper investigates the perceptions of Taiwanese and Canadian managers on the importance of their activities and the adoption of selected organizational practices. Responses…
Abstract
This paper investigates the perceptions of Taiwanese and Canadian managers on the importance of their activities and the adoption of selected organizational practices. Responses from 177 Canadian and 178 Taiwanese managers suggest that the latter consider what they do to be more important and inter‐related than their Canadian counterparts. In addition, the results show that Chinese managers express greater concern for their employees' job satisfaction, and are more favorable toward group pay‐for‐performance systems, and workplace rules and regulations.
The Library Association of Ireland issued last month the first number of An Leabharlann, their new official journal. The title, for those of us who do not speak the language of…
Abstract
The Library Association of Ireland issued last month the first number of An Leabharlann, their new official journal. The title, for those of us who do not speak the language of Erin, means The Library. It is an extremely interesting venture which will be followed by librarians on the mainland with sympathetic curiosity. In particular our readers would be interested in the first of a series of articles by Father Stephen J. Brown, S.J., on Book Selection. The worthy Father lectures on this subject at University College, Dublin, in the Library School. It is mainly concerned with what should not be selected, and deals in vigorous fashion with the menace of much of current published stuff. No doubt Father Brown will follow with something more constructive. Mr. T. E. Gay, Chairman of the Association, discusses the need for a survey of Irish libraries and their resources. We agree that it is necessary. The Net Books Agreement, the Council, Notes from the Provinces, and an article in Erse—which we honestly believe that most of our Irish friends can read—and an excellent broadcast talk on the Library and the Student by Miss Christina Keogh, the accomplished Librarian of the Irish Central Library, make up a quite attractive first number. A list of broadcast talks given by members of the Association is included.
The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act…
Abstract
The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides: