In the mid 1970s, following major changes in economic conditions, many building services contractors experienced difficulty in applying their previously successful approaches in business. There was a need for increased flexibility in organisation and management to meet a range of unfamiliar and threatening issues. Those factors identified as important to achieving this flexibility challenge many traditional assumptions about the effective organisation and management of the building services firm.
Get full access to this article
View all access options for this article.
References
1.
1. Lansley, P. R., Quince, T. A., Lea, F. E., Flexibility and Efficiency in Construction Management, A report to the Department of the Environment, Ashridge Management College (1979).
2.
2. Lansley, P. R., Sadler, P. J., Webb, T. D., Organisation Structure, Management Style and Company Performance, Omega2(4), 467–85 (1974).
3.
3. Lansley, P. R., Sadler, P. J., Webb, T. D., Organisation Structure, Management Style and Company Performance: some recent results, Omega3(5), 615–16 (1975).
4.
4. Lansley, P. R., Quince, T. A., Organisational Responses to a Major Recession, Construction Papers1(2) 5–16 (1981).
5.
5. Lansley, P. R., The Flexibility of Construction Management, Proc of the CIB W-65 Symposium on Organisation and Management of Construction, Dublin (1981).
6.
6. Lea, F. E., Lansley, P. R., Management for Survival, Building, 21 March, 103–6 (1975).
