The book presents the latest studies on the work–life balance of millennial (also known as Generation Y) building professionals in Singapore and South Korea. Its main goal is to compare and contrast the workplace attitudes of millennials, and to provide guidelines that help supervisors in the construction industry manage their employees’ expectations regarding work–life balance. Accordingly, it explains and links various principles regarding work–life conflicts, work–life enrichments and the work–life interface. Furthermore, the book introduces readers to coping strategies, a dimension that has not yet been explored substantially and has the potential to contribute significantly to the study and understanding of work–life balance. The book makes recommendations for the top management on assigning a capable leader to drive the changes in the organization, and on empowering the leader to implement effective strategies for promoting work–life balance, especially for the millennials who are now playing an increasing central role in the global construction sector.

Work in the construction industry is particularly tough. It demands excessively long hours and frequent weekend work. Other characteristics are particularly marked, such as re-location, job insecurity and distinctive behavioural patterns, which negatively affect employees’ personal lives further. Work–life balance has emerged as one of the most pressing management issues in the 21st century. For construction managers dealing with traditional models of work and rigid work schedules, the issue may be especially difficult to manage, and yet the work–life balance is now recognised as an issue of strategic importance to the construction industry. It is critical to the construction industry’s continued ability to attract and retain a talented workforce, and it is also inextricably linked to organizational effectiveness and employees’ well-being. This book presents the argument for the management of work–life balance in the construction industry. It maps the changes to the workforce demographic profile and the changing expectations relating to work and personal life that occurred during the second half of the 20th century. Legal imperatives for managing work–life balance are set out. It also presents work–life balance theory and discusses the practical implications of research, along with extensive empirical data collected from the industry. Lastly, practical advice is provided about what construction organizations can and should do to manage work–life balance. This provides a unique guide to a key issue.

Work in the construction industry is particularly tough. It demands excessively long hours and frequent weekend work. Other characteristics are particularly marked, such as re-location, job insecurity and distinctive behavioural patterns, which negatively affect employees’ personal lives further. Work–life balance has emerged as one of the most pressing management issues in the 21st century. For construction managers dealing with traditional models of work and rigid work schedules, the issue may be especially difficult to manage, and yet the work–life balance is now recognised as an issue of strategic importance to the construction industry. It is critical to the construction industry’s continued ability to attract and retain a talented workforce, and it is also inextricably linked to organizational effectiveness and employees’ well-being. This book presents the argument for the management of work–life balance in the construction industry. It maps the changes to the workforce demographic profile and the changing expectations relating to work and personal life that occurred during the second half of the 20th century. Legal imperatives for managing work–life balance are set out. It also presents work–life balance theory and discusses the practical implications of research, along with extensive empirical data collected from the industry. Lastly, practical advice is provided about what construction organizations can and should do to manage work–life balance. This provides a unique guide to a key issue.

Sam Brooks, a young superintendent with ProCon Builders, has been given responsibility for the largest and most complicated project of his career. He struggles with all of the common difficulties in construction -- lack of communication, coordination issues, and other kinds of wasteful occurrences that rob his project of time and money, while leaving him and his team frustrated and overworked. Luckily, his friend, mentor, and co-worker, Alan Phillips, brings the benefit of his experience and his knowledge of Lean Construction tools and processes to help Sam learn valuable skills for improving the operation of his project. Together, Sam and Alan discuss the merits and explore the practical applications of: Daily Huddles Visual Communication The "Eight Wastes" Managing Constraints Pull Planning The Last Planner System(TM) Percent Plan Complete

This book gathers papers from the 11th Construction Industry Development Board (cidb) Postgraduate Research Conference, held on 28–30 July 2019 in Johannesburg, South Africa. The conference provided an essential forum for reviewing and generating knowledge on Construction 4.0 and, consequently, highlighted processes and practices that allow us to deliver and operate built environment assets more effectively and efficiently by focusing on physical-to-digital and digital-to-physical transformation. The event addressed three broad themes: Industrial production (prefabrication, 3-D printing and assembly, offsite and advanced manufacturing); Cyber-physical systems (actuators, sensors, IoT, robots and cobots for repetitive and dangerous tasks, and drones for mapping, progress monitoring, safety and quality inspections, lifting, moving and positioning); and Technologies (digital ecosystems, digital platforms, BIM, video and laser scanning, AI and cloud computing, big data and data analytics, reality capture, blockchain, simulation, virtual and augmented reality, data standards and interoperability, and vertical and horizontal integration). Given its scope, the book will be of interest to all construction industry and architectural professionals who want to learn about cutting-edge technologies applied to construction

Ten years ago, Clare Nash was struggling with a common problem: how to be an architect and still have a life. With no job, no savings and no clients in the midst of a recession, Clare set up her own practice with little more than a few postcards in local shop windows and a very simple website. Determined to better combine her life and family with professional work, she created an innovative practice that is flexible and forward-looking, based around remote working and the possibilities offered by improving technology. Bursting with tips, ideas and how-tos on all aspects of designing a working life that suits you and your business, this book explains in clear and accessible language how to avoid the common pitfalls of long hours and low pay. It explores how to juggle work with family commitments, how to set your own career path and design priorities, and how to instil a flexible working culture within a busy lifestyle. Encompasses the full range of life-work challenges: Money, fees and cashflow Playing to your personal strengths Outsourcing areas of weakness Building a happy and productive remote-working team Creating a compelling marketing strategy Juggling parenthood and work Studying and honing workplace skills Provides the inside view from innovative practices: alma-nac, Gbolade Design Studio, Harrison Stringfellow Architects, Invisible Studio Architects, Office S&M Architects, POoR Collective, Pride Road Architects and Transition by Design.