GRAHAM HALL AND BARBARA YOUNG lecturer at Manchester Business School, Manchester University, England. This study represetns at attempt to add to the state of knowledge on why failure takes palce among small firms by drawing on the information contained in the reports of the offical receiver, all on cases of compulsory liquidation. The author say it is unlikely that the characteristics of the companies sufering compulsory liquidation will difer markedly from those experencing creditors's voluntary liquidation. the study's three samples, each of 100 reports at five year intervals, were drawn from involunatary liquidations in the London area. The authors conclude that governemnt initiatives to provide subsidised consultancy in marketing and planning should be extended to include adivce on operational management and suggest that closer attention shold be paid by leader to the emphasis which both owner and offical receivers put on under-capitalisation as a cause of failure.
Using a case study approach involving four refurbishment projects from both the construction and shipping industries (hospital, warship, hotel and passenger ship), 36 semi-structured interviews with key functionaries from both sectors and 49 completed postal questionnaires, this paper attempts to shed light on the function of planning and control by examining the various systems, methods and techniques associated with refurbishment management in both industries. The conclusion is that there is a substantially longer planning lead time in the ship refurbishment sector than in construction. The state of completion of design before refurbishment work commences is higher in the shipping industry. Site managers from the ship refurbishment sector are brought into the planning and control processes earlier than their counterparts from the construction industry. In both industries, however, schedules and bar charts are the most frequently used formal planning techniques, in comparison with computer based techniques such as PERT, GERT and expert systems; the main reasons being familiarity, the relatively low levels of skill and knowledge needed to understand them as much as their perceived flexibility and relative cheapness for their production and updating. Planning and control involving the management of risks and uncertainty by improving the quality and timing of relevant information for the works, and the timely integration of key functionaries in the refurbishment process, help to improve planning accuracy and effectiveness.Control, Planning, Refurbishment,
Organisations are very much aware of the
importance in retaining their professional, key
personnel. An appreciation of the motives that
activate and sustain employees′ behaviour is
paramount in career management. The findings
of a survey which analysed the career
development of construction managers are
reported. The evidence suggests that the reasons
for changing jobs vary dependent upon the
individual′s occupational background and level in
the management hierarchy.
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