No full-text available
To read the full-text of this research,
you can request a copy directly from the author.
Management of Technology: approach to building construction quality planning
Abstract
This paper proposes a quality management concept applied to building construction companies, stressing that quality does not only imply in meeting customer requirements, but also in the efficiency of its own production processes. Under this approach, this study aims to debate the use of Project Quality Planning, quality management tool focused on the above-mentioned singularities, to integrate the relations among project players and the processes involved, to ensure the best quality and the evolution of Quality Management Systems (QMS). Taking into account the involved diversity of products, players and processes in a construction project, this paper considers Management of Technology (MoT) introduction as an element that propitiates technological harmonization between players and processes, particularly in projects from Hospitality sector 1 , which adopts rationalized or industrialized building construction processes. In order to propose some guidelines, case studies methodology in the above-mentioned segment were carried out trying to identify the relations established between involved players, in which the Management of Technology could be put into an actual procedure.
ResearchGate has not been able to resolve any citations for this publication.
For Volume 4 the theme is “Technology and Operations Management”. Technology is acknowledged to be an important aspect of operations management. Not only is it an enabling mechanism, but it is also used to improve the performance of operations systems. The volume therefore contains various relevant aspects including strategic technology management, technology transfer, advanced manufacturing technology (AMT), responsive production and agile technologies etc.
Sumario: Managing for innovation -- Taking a strategic approach -- establishing effective external linkages -- Building effective implementation mechanisms -- Creating the innovative organization -- Effective innovation management
Now nearing its 60th printing in English and translated into nineteen languages, Michael E. Porter's Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicity -- like all great breakthroughs -- Porter's analysis of industries captures the complexity of industry competition in five underlying forces. Porter introduces one of the most powerful competitive tools yet developed: his three generic strategies -- lowest cost, differentiation, and focus -- which bring structure to the task of strategic positioning. He shows how competitive advantage can be defined in terms of relative cost and relative prices, thus linking it directly to profitability, and presents a whole new perspective on how profit is created and divided. In the almost two decades since publication, Porter's framework for predicting competitor behavior has transformed the way in which companies look at their rivals and has given rise to the new discipline of competitor assessment.
More than a million managers in both large and small companies, investment analysts, consultants, students, and scholars throughout the world have internalized Porter's ideas and applied them to assess industries, understand competitors,, and choose competitive positions. The ideas in the book address the underlying fundamentals of competition in a way that is independent of the specifics of the ways companies go about competing.
Competitive Strategy has filled a void in management thinking. It provides an enduring foundation and grounding point on which all subsequent work can be built. By bringing a disciplined structure to the question of how firms achieve superior profitability, Porter's rich frameworks and deep insights comprise a sophisticated view of competition unsurpassed in the last quarter-century.
Book Description
Publication Date: June 1, 1998 | ISBN-10: 0684841487 | ISBN-13: 978-0684841489 | Edition: 1
Clique Aqui
This paper reviews the literature on organizational learning. Organizational learning is viewed as routine-based, history-dependent, and target-oriented. Organizations are seen as learning by encoding inferences from history into routines that guide behavior. Within this perspective on organizational learning, topics covered include how organizations learn from direct experience, how organizations learn from the experience of others, and how organizations develop conceptual frameworks or paradigms for interpreting that experience. The section on organizational memory discusses how organizations encode, store, and retrieve the lessons of history despite the turnover of personnel and the passage of time. Organizational learning is further complicated by the ecological structure of the simultaneously adapting behavior of other organizations, and by an endogenously changing environment. The final section discusses the limitations as well as the possibilities of organizational learning as a form of intelligence.