TY - GEN
T1 - Leadership, the information environment, and the performance measuring project manager
AU - Sullivan, Kenneth
AU - Kashiwagi, Marie
AU - Badger, William W.
AU - Kashiwagi, Dean
AU - Egbu, Charles
AU - Chang, Chul Ki
PY - 2006/12/1
Y1 - 2006/12/1
N2 - The hypothesis of this paper is that the construction industry will not be able to significantly increase its value and move away from commoditization until it becomes efficient. Best business practices have identified increased management, the lack of performance measurements, and subjective decision making as obstacles to efficiency. The paper proposes that a leadership model is required to effectively increase construction and organizational efficiency. The paper also proposes that the developed leadership model, an information environment, and the project manager who uses performance information will impact construction performance with greater positive results and sustainability. The authors also propose that the number of leaders who represent construction clients and contractors is insufficient to sustain the developed structure. By using a Deming concept of process structure and stability to create an organizational and project framework that forces efficiency instead of depending on the "information worker" project manger, the benefits of a leadership model can be realized without the presence of the traditional leader figure. This will result in an increase in construction performance.
AB - The hypothesis of this paper is that the construction industry will not be able to significantly increase its value and move away from commoditization until it becomes efficient. Best business practices have identified increased management, the lack of performance measurements, and subjective decision making as obstacles to efficiency. The paper proposes that a leadership model is required to effectively increase construction and organizational efficiency. The paper also proposes that the developed leadership model, an information environment, and the project manager who uses performance information will impact construction performance with greater positive results and sustainability. The authors also propose that the number of leaders who represent construction clients and contractors is insufficient to sustain the developed structure. By using a Deming concept of process structure and stability to create an organizational and project framework that forces efficiency instead of depending on the "information worker" project manger, the benefits of a leadership model can be realized without the presence of the traditional leader figure. This will result in an increase in construction performance.
KW - Information environment
KW - Leadership structure
KW - Performance information
UR - http://www.scopus.com/inward/record.url?scp=84861130262&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84861130262&partnerID=8YFLogxK
M3 - Conference contribution
AN - SCOPUS:84861130262
SN - 0955239001
SN - 9780955239007
T3 - Association of Researchers in Construction Management, ARCOM 2006 - Procs 22nd Annual ARCOM Conference
SP - 113
EP - 122
BT - Association of Researchers in Construction Management, ARCOM 2006 - Procs 22nd Annual ARCOM Conference
T2 - 22nd Annual Conference on Association of Researchers in Construction Management, ARCOM 2006
Y2 - 4 September 2006 through 6 September 2006
ER -