Practice Management for Land, Construction and Property Professionals
318
Practice Management for Land, Construction and Property Professionals
318Paperback
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Overview
Product Details
| ISBN-13: | 9780367579531 |
|---|---|
| Publisher: | CRC Press |
| Publication date: | 06/30/2020 |
| Pages: | 318 |
| Product dimensions: | 6.12(w) x 9.19(h) x (d) |
Table of Contents
Preface xi
Papers presented at conferences on Practice Management for Land, Construction and Property Professionals xiii
Part 1 The changing nature of professional work 1
Introduction Michael Jeffries Chief Executive, W S Atkins Ltd 3
1 The core values of construction professionals 10
1.1 Introduction 10
1.2 The client's need for professional values 11
1.3 Knowledge and values 12
1.4 Values in the labour process 13
1.5 Recent empirical research 15
1.6 Implications for the management of professional practices 18
1.7 References and further reading 19
2 The impact of information technologies on professional advice 21
2.1 Introduction 21
2.2 Information technology: the strategic and human resource dimensions 22
2.3 The impact of IT in the property profession: an overview 25
2.4 Empirical research: methodology 27
2.5 A prescription for success 29
2.6 Implications of the research for the property profession 31
2.7 References and further reading 31
3 The technical professional as a management consultant 33
3.1 Introduction 33
3.2 The changing environment 34
3.3 A view of the future 35
3.4 The traditional focus of the chartered surveyor 37
3.5 The challenge of new opportunities for surveyors 38
3.6 Conclusions 40
3.7 References and further reading 41
4 A new management theory for professional organizations 42
4.1 Introduction 42
4.2 The traditional professional firm 43
4.3 The recession 44
4.4 The flexible professional firm 45
4.5 Conclusions 47
4.6 References and further reading 48
Part 2 Managing professionalism and creativity 51
Introduction Sir Michael Latham 53
5 Developing creativity as a core skill 61
5.1 Introduction 61
5.2 Creativity 61
5.3 Rationality 63
5.4 A creative cycle 64
5.5 Ethics 66
5.6 Creative skills 66
5.7 Development of creativity in the professional practice 67
5.8 References and further reading 68
6 Human Resource Management and structured training 69
6.1 Introduction to human resource management 69
6.2 Some characteristics of professionals and professional service organizations 70
6.3 The development of human resource management (HRM) 71
6.4 HRM as an agent of change 74
6.5 Introduction to structured training 76
6.6 The need for education and training 77
6.7 The results 78
6.8 References and further reading 83
7 Investing in people 84
7.1 Practice management systems 84
7.2 'Investors in people': the principles 86
7.3 The key stages to recognition 89
7.4 Practical illustration 91
8 Managing teamwork and leading professional people 93
8.1 Introduction 93
8.2 Traditional approaches to management of the design team 93
8.3 Effective team characteristics 95
8.4 Contemporary approaches to construction design team management 97
8.5 Conclusion 98
8.6 References and further reading 99
9 Leadership styles in professional firms 100
9.1 Introduction 100
9.2 The traditional professional practice 101
9.3 Leadership theories related to the traditional practice 102
9.4 The effect of new procurement methods on the professional practice 105
9.5 Leadership theories related to practices with diverse skills and services 106
9.6 Conclusions 109
9.7 References and further reading 110
Part 3 Marketing of professional services 111
Introduction Professor Peter Lansley, Dean of the Vacuity of Urban and Regional Studies, University of Reading 113
10 Creating a sustainable competitive advantage and managing prequalification team presentations 124
10.1 Introduction 124
10.2 Competitive advantage 125
10.3 Failure strategies 126
10.4 Sustainable competitive advantage 127
10.5 Project partnering 128
10.6 The management of pre-qualification team presentations in contractual services 129
10.7 Pre-qualification procedures 131
10.8 Implementation of an effective pre-qualification strategy 134
10.9 References and further reading 137
11 Marketing analysis and methods for professional firms 139
11.1 Introduction 139
11.2 Marketing 140
11.3 The marketing concept 141
11.4 The marketing function 142
11.5 Three key marketing principles 143
11.6 Key analyses for developing a marketing strategy 145
11.7 Marketing mix decisions 147
11.8 Conclusions 153
11.9 References and further reading 154
12 Market analysis; the service/market matrix 155
12.1 Introduction 155
12.2 A strategic perspective in the provision of valuation services 155
12.3 Developing a strategic approach 158
12.4 The attractiveness of the valuation market 163
12.5 Competitive position of providers of valuation services 170
12.6 Options for developing the service: some preliminary conclusions 175
12.7 References and further reading 178
13 The changing public sector marketplace and its implications for private sector firms 180
13.1 Introduction 180
13.2 The research approach 181
13.3 Main issues from the research 181
13.4 Conclusions 190
13.5 References and further reading 191
14 Marketing methods; client referrals 192
14.1 Introduction 192
14.2 The appointment process 192
14.3 How important is recommendation and referral? 194
14.4 Research project 195
14.5 References and further reading 200
15 Marketing methods; relationship marketing 201
15.1 Introduction 201
15.2 Nature of relationship marketing 205
15.3 Conclusions 211
15.4 References and further reading 212
Part 4 Professional ethics and quality of service 213
Introduction Ken Innes, retired Senior Partner of Scott Wilson Kirkpatrick and Partners 215
16 The development of ethical standards 222
16.1 Introduction 222
16.2 What is a profession? 224
16.3 What makes a professional? 224
16.4 Codes for professional conduct 226
16.5 Competence, incompetence and negligence 228
16.6 Morality, ethics and business 229
16.7 Integrity, discretion and responsibility 231
16.8 Vested interest and impartiality 234
16.9 References and further reading 235
17 Are ethical standards good for business? 237
17.1 Introduction 237
17.2 Business and professions 237
17.3 Professional ethics, corporate conduct and business ethics 238
17.4 Professional ethics, public relations and practical dilemmas 240
17.5 Professional ethics and corporate clients 242
17.6 Conclusion: good for business? 243
17.7 References and further reading 244
18 Case Study 1 - The ethical experiences of surveyors in New Zealand 246
18.1 Introduction 246
18.2 Part 1: a formal process 248
18.3 Part 2: ethical behaviour in practice 249
18.4 Part 3: when in Rome (or wherever else) … A case of bribery! 253
18.5 Conclusions 257
18.6 References and further reading 257
Appendix 18A 257
19 Case Study 2-Theperceptionsofethicsinpractice 259
19.1 Introduction 259
19.2 Methodology 260
19.3 The institutional position 260
19.4 The legal position 261
19.5 Research processes 262
19.6 Selection of respondents 263
19.7 Analysis of responses to the questionnaire survey 264
19.8 Conclusion 271
20 Defining service quality and the merits of introducing a formal system 273
20.1 Introduction 273
20.2 The merits of formalized quality management systems 274
20.3 Factors affecting a firm's ability to make a successful transition to quality management 280
20.4 Conclusions 286
20.5 References and further reading 287
21 Can quality work in construction? Its effects on contracting firms 288
21.1 Introduction 288
21.2 Quality and its context in the UK construction industry 289
21.3 Q A: the story so far-good and bad 290
21.4 Quality - the role of the change agent 292
21.5 From QA to TQM - learning how to deal with cultural change 294
21.6 Conclusion: the arrival of a new paradigm 296
21.7 References and further reading 297
Index 299