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Social Orders

Henry Glassie Indiana University Press ePub

Technology’s political questions do not come into focus in the situation described as ideal by writers on vernacular architecture. In the ideal, design, construction, and use — domains of potential conflict — unify in a single man who gathers materials from his own land to build for himself the building he wants. Such things happen.

In 1938, Richard Hutto built a barn near Oakman, Alabama. He cut the trees on his own farm, dragged them to the site with a mule, and he raised them, alone, into a building. Its form is what scholars call a double-crib barn, and they can trace the plan from Alabama along the mountains to Pennsylvania, and from Pennsylvania to Central Europe. Mr. Hutto took the form from the memories he developed out of life in his locale. He trimmed the trees, cut them to length, and he notched their ends to interlock at the corner in a variety of timbering that the geographer Fred Kniffen named V-notching. Mr. Hutto called it “roof-topping.”

Richard Hutto’s barn was all his. It had only him to blame, it seems. But, when we talked in 1964, he attributed its failings to the times in which he worked. He told me he was thinking of tearing it down. It did not satisfy him because he had been forced to build it alone. He did not have the help of a black laborer as Pete Everett did when he built a barn, similar in form and construction, near Pine Hill, Mississippi, one year earlier. Mr. Hutto did it alone, but in the better days of the farther past, he said, a team of neighbors would have gathered to help. With more energy available, the timbers would have been hewn, rather than left in the round. Poles, he called them, not logs. The team would have included experts with the proper tools. The ends of the logs would have been trimmed cleanly with a saw, instead of raggedly with a chopping axe.

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4.5 Specification of requirements

Low Sui Pheng Chartridge Books Oxford ePub

CHAPTER 4

Legal implications for the construction industry

4.1 Introduction

Traditionally, a client’s expectations with regard to quality in construction works are ensured and upheld by building contracts. With the recent emergence of ISO 9000 quality management systems, however, the definition and assurance of quality have taken on a new dimension. Many contractors have since applied quality management systems in their organisations without understanding its intricate relationship with the building contract used. This chapter examines the likely conflicts and compatibility between Standard Forms of Building Contract and quality management systems. An understanding of the possible legal obligations that may arise from adopting a quality management system contractually will help contractors and clients protect their interests when defects arise. In addition, many contractors are in the process of establishing their quality management systems to increase their competitive and bidding edge.

This trend has raised questions as to the application of quality systems to Standard Forms of Building Contracts in the construction industry. There is a tendency for both the Quality Manager and Construction Manager to consider quality systems and their associated legal obligations separately from building contracts. This may be acceptable when the quality system is still in its infancy stage. As the quality system matures, however, there would be unavoidable interaction between quality systems and contractual/legal obligations at different levels, especially when there is evidence of reliance by the purchaser on certification such as ISO 9000.

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2.12 Conclusion

Low Sui Pheng Chartridge Books Oxford ePub

CHAPTER 2

Behavioural influence of ISO 9000

2.1 Introduction

The ISO 9000 standard is a quality management system which involves every employee within an organisation, both directly and indirectly. As a management system, it requires discipline within an organisation to ensure that procedures are followed closely by all employees. Unless everyone contributes with the right attitude, the system will not function properly. While documentation is the key to implementation, top management’s commitment, the generous provision of resources and a positive attitude towards ISO 9000 are important attributes which underpin quality management systems. Quality management systems do not function effectively without the support of senior management.

In reality, however, things are not always smooth going. It is human nature to resist change, even for the better. Apart from employees’ reluctance to follow a set of rigid procedures, they may also perceive it as pointless to document procedures for activities which they have been doing every day for many years. The failure of management in securing co-operation and co-ordination adds to difficulties in implementing quality systems. Furthermore, organisation politics is another reality which should not be ignored for managing quality systems effectively. While the technical requirements of ISO 9000 are important, studies have suggested that other non-technical, irrational and socio-political factors may have an equally adverse influence on quality management systems (Seymour and Low, 1990; Low, 1989, 1993).

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Conclusion: The Remains of the Past, A Look toward the Future

Noga Kadman Indiana University Press ePub

THE LOWER GALILEE VILLAGE of Saffuriyya had over four thousand residents in 1948. In July of that year the village came under aerial bombardment and artillery attack by the IDF, which led most of its residents to flee, including the village’s armed defenders. The following year the villagers who remained were expelled. Some of the village refugees today live in nearby villages, and others live beyond Israel’s borders, mostly in Lebanon.1 The houses of the village were razed to the ground, and only a few public buildings remain. In 1949 a moshav was established next to the village site, on its land, by Jewish immigrants from Turkey and Bulgaria. A forest was planted over part of the village site by the Jewish National Fund. The rest was declared a national park by the Nature and Parks Authority, with the aim of preserving the site’s ancient history and the traces of the Jewish center that had existed there in the Roman period.

The official name given to the site where Saffuriyya stood was Tzipori—the ancient name of the place, preserved in the Arabic variant. The same name was also given to the Jewish moshav built nearby. The official Israeli map shows the village site with marks signifying a ruin and ruined houses, and a caption—Tzipori National Park. The signage at the JNF forest on the site mentions a convent that remains from the village, but not the village itself. The national park signs refer to the remains of the village and describe it as “small and miserable” for most of its days. The text is oblique as to the circumstances of the village’s depopulation, stating curtly that the village was conquered and “ceased to exist,” and that its residents “moved out.” The information leaflet handed to the park’s visitors speaks of the village only in the context of battles and conquest. It says that “gangs” inhabited the village, and that it was later conquered and “abandoned by its dwellers.” A publication by moshav Tzipori describes its own establishment as a revival of the local Jewish community on the site, after temporarily providing a home to Muslims who brought about its decline. The Arabic name of the village is absent from the text, which states that the village was conquered after its residents “ran for their lives.”

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3.4 The non-technical approach

Low Sui Pheng Chartridge Books Oxford ePub

CHAPTER 3

Managing change under ISO 9000

3.1 Introduction

An effective quality management system is one which adopts customer-oriented strategies and has an organisational form which can respond efficiently to customer preference. It should also encourage innovations - new technologies, new markets, new customer applications of existing products, new products, new organisational forms, new requirements for entrepreneurial activities - and be flexible enough to meet social and economic changes in the environment. The improvement of existing quality management systems through flexibility and innovation will increase product and service quality. This will in turn enhance and advance the organisation’s business objective.

The “segmentalist” and “integrative” concepts are examined in this chapter using detailed case studies of two construction firms. These should be removed from or implemented into the organisation where necessary. Organisations must adopt the “integrative” approach which looks ahead to the challenges of the future rather than the “segmentalist” approach which is contented with past accomplishments. A corporate renaissance must be created within the organisation to take on these challenges and implement change and innovation. It is therefore necessary to develop the humanistic factors and a “participatory management” environment. However, in so doing, the technical aspects are also of importance and should not be totally ignored. These are collectively the key elements to maintaining a quality management system effectively.

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