Management errors in construction

Abstract

Errors occur everywhere and research into inaccuracy has become an important area of study. Managers make errors, and the effects include poor safety, reduced quality, increased cost and decreased profit. Despite this, management errors have received almost no study. The present paper contains a review of the definition and causes of human errors, and discusses the applicability of these factors to managers and the effect of time pressure on decision making. The concept of management errors is proposed and a network‐based project model is developed. This approach is used to simulate the occurrence of activity‐based errors, and to determine the influence of pressure on management and the effects of inaccuracies on the project duration.

Citation

WANTANAKORN, D., MAWDESLEY, M.J. and ASKEW, W.H. (1999), "Management errors in construction", Engineering, Construction and Architectural Management, Vol. 6 No. 2, pp. 112-120. https://doi.org/10.1108/eb021104