Howard Cooke and Simon Woodhead
The purpose of this paper is to look at the problem caused by the operation of break clauses contained in commercial leases – a predominantly UK phenomenon, a consequence of…
Abstract
Purpose
The purpose of this paper is to look at the problem caused by the operation of break clauses contained in commercial leases – a predominantly UK phenomenon, a consequence of longer lease terms.
Design/methodology/approach
The pitfalls that can befall a corporate occupier are numerous and the authors of this paper share some of their recent experiences to highlight issues that can arise and how a Corporate Real Estate Manager or advisor can avoid or minimise those risks.
Findings
For corporate occupiers, the operation of a break clause can be fraught with difficulty and its successful implementation requires a strategy to be put in place well in advance of the break date.
Originality/value
The paper shows how turmoil in the wider financial market could make the flexibility that breaks offer very important to certain businesses.
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Melanie Paterson and Sharon Ward
Environmental policies and sustainability‐focussed legislation has far‐reaching impacts across a range of aspects. This article attempts to provide a concise overview of four…
Abstract
Purpose
Environmental policies and sustainability‐focussed legislation has far‐reaching impacts across a range of aspects. This article attempts to provide a concise overview of four sustainability‐related imperatives, to understand how they apply to event management in practice and the challenges and opportunities these initiatives present within an event industry context.
Design/methodology/approach
Event management professionals were asked to discuss four current sustainability agendas by examining how they could apply legislation applicable to water, waste, energy and big society to their planning and delivery of a client's event.
Findings
An evident lack of knowledge on sustainability legislation was unearthed along with a resistance to learn about a new and seemingly vast subject matter. Core to successfully applying the legislation to their events were relationships with the client, venue and supplier. These were seen as both an opportunity and a hindrance.
Practical implications
The discussion identified practical methods for engaging and educating industry professionals in a way which enables and empowers them rather than overwhelming. It also pointed to changes required of businesses to provide the tools and resource the managers need.
Originality/value
This is a valuable tool for event managers starting out on their sustainability journey.
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The decision to build initiates the development process. After taking account of all the factors it represents a decision to embark on a built solution to satisfy the…
Abstract
The decision to build initiates the development process. After taking account of all the factors it represents a decision to embark on a built solution to satisfy the organisation’s strategic objectives. It is a decision that senior managers and members of the design team should be aware of, reflect on and consider why the decision to build was made in the first place. By understanding the history of the strategic decision the design team may be better able to respond to client requirements and opportunities by providing the most appropriate building. In practice, most participants in the design process are often divorced from the decision within the client organisation and may lack the necessary background information that informed, guided or forced the choice of a building solution. There is a dearth of well‐documented material and literature on this key decision in the development process. The literature is sparse and that which does exist often ignores or only includes as a secondary issue the decision to build. The attitude is often one where the decision is generally accepted as a given, not to be revisited or amended by later players. Presents some key findings from the research into the project inception and the decision to build process, with particular emphasis on the environmental factors that influence the process and the product.
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ROY M. WOODHEAD and STEVEN P. MALE
This paper explains how the capital proposals of large experienced clients of the UK construction industry are influenced by paradigms and perspectives. It shows how those…
Abstract
This paper explains how the capital proposals of large experienced clients of the UK construction industry are influenced by paradigms and perspectives. It shows how those involved in the decision‐to‐build process react to stimuli caused by a need to demonstrate objective decision‐making. The paper is taken from a 5‐year PhD study undertaken by the first author, which investigated the origins of the decision to build undertaken by leading clients. The clients sampled had a total annual construction budget of between £700 million and £1000 million in the year that data were collected. The product of the research was an explanation of what happens in the pre‐project stage, why it happens, and why it will change in the future. The significance of its conclusions is that any system designed to model or improve decision‐making in the pre‐project stage must be capable of adaptation and modification as influences and considerations shift. Moreover, the need to justify decisions as ‘objective’ empowers paradigms and perspectives that act as conditioning influences on the people making or shaping proposals. The paper concludes by showing that an understanding of the role played by paradigms and perspectives could allow management to ‘rethink construction’ and meet the challenges put forward by Sir John Egan (The Egan Report: Rethinking Construction, DETR, 1998).
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Investigates how large, experienced clients of the UK construction industry arrive at their decision to build. Explores the pre‐project stage, which begins within the…
Abstract
Investigates how large, experienced clients of the UK construction industry arrive at their decision to build. Explores the pre‐project stage, which begins within the organisation’s strategic planning process and concludes once a proposal has either been abandoned or has become a fully‐funded project. This complex process is shown with the aid of three decision models, shown as figures, that add layers of detail and shows other options such as rent, buy, lease and no‐go decisions in the context of the decision to build. Provides an overview of the decision‐making process and its structure, before explaining what typically happens within the various stages. Explains how clients arrive at their decision to build before the construction industry becomes involved and how client organisations divide the decision‐making process among managerial roles; decision‐approvers, decision‐takers, decision‐shapers. Also explores how paradigms and perspectives set the priorities by which those responsible for developing and approving proposals are influenced.
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Grahame Simpson and Martine Simons
Positive sexual growth is a key developmental challenge for all children and adolescents. An acquired brain injury (ABI) can create major hurdles to achieving this goal. A…
Abstract
Positive sexual growth is a key developmental challenge for all children and adolescents. An acquired brain injury (ABI) can create major hurdles to achieving this goal. A conceptual model will be outlined that suggests sexual growth is achieved by progress across six domains, namely: social competence versus social isolation; identity formation, individuation and independence versus dependence and lack of individual identity; physical development versus physical challenge; sexually informed and educated versus sexually ignorant and uneducated; sexually experienced versus sexually inexperienced; and sexually appropriate behaviour versus sexually inappropriate behaviour. The ability to form successful peer relationships is a key mediating factor in the developmental process. Drawing on this model, a number of strategies will be outlined that support the positive sexual development of children and adolescents after ABI.
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In 1967, Martyn published his interesting results on tests of abstract journals. He quoted the handbook of Debach (editor) as a source for a large bibliography on biocontrol. It…
Abstract
In 1967, Martyn published his interesting results on tests of abstract journals. He quoted the handbook of Debach (editor) as a source for a large bibliography on biocontrol. It can be seen from the paper of Rothman that in recent environmental research, biocontrol (the destruction of pests and weeds by natural enemies and diseases and other unconventional methods) has increased continuously. To survey the trends in this field of research several analyses of special bibliographies were carried out. In brief, I would like to give here an example of my own work, thus supplementing the paper of Martyn concerning this special point (Debach).