Sustainable Construction: Green Building Design and Delivery
Author: Charles J Kibert
The green building movement has come a long way in a short time. Responding to this exponential growth, with its attendant technological as well as aesthetic developments, Sustainable Construction: Green Building Design and Deliver, Second Edition guides construction and design professionals through the process of developing commercial and institutional high-performance green buildings in today's marketplace.
In this revised edition, Charles Kibert delivers a detailed, and passionate, overview of the entire process of green building, covering the theory, history, state of the industry, and best practices in green building. Kibert uses not only the dominant LEED assessment system, but includes such newer ones as Green Globes and several noteworthy building assessment systems from other countries. Sections introduce the background of the green building movement and walk you through such aspects as the background of high-performance green building des ign, green-building assessment, the green building process, and ecological design.
Broad enough to cover the needs of faculty and students in architecture, engineering, landscape architecture, interior design, and construction management, yet focused enough to serve as a reference for building owners and buyers of construction services, Sustainable Construction is a comprehensive look at an emerging process that is environmentally sounds while making good economic sense.
Table of Contents:
| Ch. 1 | Introduction and overview | 1 |
| Ch. 2 | Background | 31 |
| Ch. 3 | Green building assessment | 69 |
| Ch. 4 | The green building process | 93 |
| Ch. 5 | Ecological design | 107 |
| Ch. 6 | Sustainable sites and landscaping | 139 |
| Ch. 7 | Energy and atmosphere | 179 |
| Ch. 8 | The building hydrologic system | 243 |
| Ch. 9 | Closing mater ials loops | 271 |
| Ch. 10 | Indoor environmental quality | 309 |
| Ch. 11 | Construction operations | 353 |
| Ch. 12 | Building commissioning | 363 |
| Ch. 13 | Economic analysis of green buildings | 375 |
| Ch. 14 | Future directions | 401 |
| App. A | Overview of LEED for existing buildings (LEED-EB) | 425 |
| App. B | Rinker Hall LED certification | 428 |
Images of Organization (Updated Edition)
Author: Gareth Morgan
"What a "kick" I get out of teaching from Images of Organizations. What a head-snapping view of organizations it offers to my MBA students, as well as to the odd client/executive who is disposed to creep out of the practicality of business-as-usual and take in a vibrant thrilling view of organizations."
-- Ariane David, Ph.D., Senior Advisor/President, The Veritas Group
Since its first publication over twenty years ago, Images of Organization has become a classic in the canon of management literature. The book is based on a very simple premise--that all theories of organization and management are based on implicit images or metaphors that stretch our imagination in a way that can create powerful insights, but at the risk of distortion. Gareth Morgan provides a rich and comprehensive resource for exploring the complexity of modern organizations internationally, translating leading-edge theory into leading-edge practice.
This new Updated Edition preserves Morgan's renowned creative images and metaphors while refreshing the references and tables. The addition of a preface situates this classic theory in today's business environment while the instructor's resources (now available on CD) aid classroom teaching. Please contact SAGE customer service to order your copy.
Images of Organization challenges and reshapes how we think about organization and management in the most fundamental way. The new Updated Edition makes this monumental work available to a new generation of students and business leaders worldwide.
Listen to an interview with author, Gareth Morgan onThe Invisible Hand podcast.
Go to theinvisiblehandpodcast.com/The_Invisible_Hand_Episode_38.mp3
Table of Contents:
| Preface | |||||||
| Acknowledgments | |||||||
| Part I | An Overview | ||||||
| 1 | Introduction | 3 | |||||
| Part II | Some Images of Organization | ||||||
| 2 | Mechanization Takes Command: Organizations as Machines | 11 | |||||
| Machines, Mechanical Thinking, and the Rise of Bureaucratic Organization | 13 | ||||||
| The Origins of Mechanistic Organization | 15 | ||||||
| Class ical Management Theory: Designing Bureaucratic Organizations | 18 | ||||||
| Scientific Management | 22 | ||||||
| Strengths and Limitations of the Machine Metaphor | 26 | ||||||
| 3 | Nature Intervenes: Organizations as Organisms | 33 | |||||
| Discovering Organizational Needs | 34 | ||||||
| Recognizing the Importance of Environment: Organizations as Open Systems | 38 | ||||||
| Contingency Theory: Adapting Organization to Environment | 42 | ||||||
| The Variety of the Species | 49 | ||||||
| Contingency Theory: Promoting Organizational Health and Development | 54 | ||||||
| Natural Selection: The Population-Ecology View of Organizations | 59 | ||||||
| Organizational Ecology: The Creation of Shared Futures | 62 | ||||||
| Strengths and Limitations of the Organismic Metaphor | 64 | ||||||
| 4 | Learning and Self-Organization: Organizations as Brains | 71 | |||||
| Images of the Brain | 72 | ||||||
| Organizations as Information Processing Brains | 76 | ||||||
| Creating Learn ing Organizations | 81 | ||||||
| Cybernetics, Learning, and Learning to Learn | 81 | ||||||
| Can Organizations Learn to Learn? | 84 | ||||||
| Guidelines for "Learning Organizations" | 87 | ||||||
| Organizations as Holographic Brains | 97 | ||||||
| Principles of Holographic Design | 99 | ||||||
| Strengths and Limitations of the Brain Metaphor | 112 | ||||||
| 5 | Creating Social Realty: Organizations as Cultures | 115 | |||||
| Culture and Organization | 116 | ||||||
| Organization as a Cultural Phenomenon | 116 | ||||||
| Organization and Cultural Context | 118 | ||||||
| Corporate Cultures and Subcultures | 125 | ||||||
| Creating Organizational Reality | 134 | ||||||
| Culture: Rule Following or Enactment? | 134 | ||||||
| Organization: The Enactment of a Shared Reality | 137 | ||||||
| Strengths and Limitations of the Culture Metaphor | 140 | ||||||
| 6 | Interests, Conflict, and Power: Organizations as P olitical Systems | 149 | |||||
| Organizations as Systems of Government | 151 | ||||||
| Organizations as Systems of Political Activity | 156 | ||||||
| Analyzing Interests | 157 | ||||||
| Understanding Conflict | 163 | ||||||
| Exploring Power | 166 | ||||||
| Managing Pluralist Organizations | 194 | ||||||
| Strengths and Limitations of the Political Metaphor | 202 | ||||||
| 7 | Exploring Plato's Cave: Organizations as Psychic Prisons | 207 | |||||
| The Trap of Favored Ways of Thinking | 208 | ||||||
| Organization and the Unconscious | 212 | ||||||
| Organization and Repressed Sexuality | 212 | ||||||
| Organization and the Patriarchal Family | 218 | ||||||
| Organization, Death, and Immortality | 219 | ||||||
| Organization and Anxiety | 221 | ||||||
| Organization, Dolls, and Teddy Bears | 227 | ||||||
| Organization, Shadow, and Archetype | 230 | ||||||
| < /TD> | The Unconscious: A Creative and Destructive Force | 234 | |||||
| Strengths and Limitations of the Psychic Prison Metaphor | 235 | ||||||
| 8 | Unfolding Logics of Change: Organization as Flux and Transformation | 241 | |||||
| Autopoiesis: Rethinking Relations With the Environment | 243 | ||||||
| Enactment as a Form of Narcissism: Organizations Interact With Projections of Themselves | 246 | ||||||
| Identity and Closure: Egocentrism Versus Systemic Wisdom | 248 | ||||||
| Shifting "Attractors": The Logic of Chaos and Complexity | 251 | ||||||
| Managing in the Midst of Complexity | 255 | ||||||
| Loops, Not Lines: The Logic of Mutual Causality | 263 | ||||||
| Contradiction and Crisis: The Logic of Dialectical Change | 273 | ||||||
| Dialectical Analysis: How Opposing Forces Drive Change | 275 | ||||||
| The Dialectics of Management | 280 | ||||||
| Strengths and Limitations of the Flux and Transformation Metaphor | 287 | ||||||
| 9 | The Ugly Face: Organizations As Instruments of Domination | 291 | |||||
| Organizatio n as Domination | 293 | ||||||
| How Organizations Use and Exploit Their Employees | 297 | ||||||
| Organization, Class, and Control | 298 | ||||||
| Work Hazards, Occupational Disease, and Industrial Accidents | 304 | ||||||
| Workaholism and Social and Mental Stress | 310 | ||||||
| Organizational Politics and the Radicalized Organization | 313 | ||||||
| Multinationals and the World Economy | 315 | ||||||
| The Multinationals as World Powers | 318 | ||||||
| Multinationals: A Record of Exploitation? | 321 | ||||||
| Strengths and Limitations of the Domination Metaphor | 329 | ||||||
| Part III | Implications for Practice | ||||||
| 10 | The Challenge of Metaphor | 337 | |||||
| Metaphors Create Ways of Seeing and Shaping Organizational Life | 338 | ||||||
| Seeing, Thinking, and Acting in New Ways | 341 | ||||||
| 11 | Reading and Shaping Organizational Life | 345 | |||||
| The Multicom Case | 346 | ||||||
| I nterpreting Multicom | 349 | ||||||
| Developing a Detailed Reading and "Storyline" | 351 | ||||||
| Multicom From Another View | 358 | ||||||
| "Reading" and Emergent Intelligence | 361 | ||||||
| 12 | Postscript | 363 | |||||
| Bibliographic Notes | 367 | ||||||
| 1 | Introduction | 367 | |||||
| 2 | The Machine Metaphor | 369 | |||||
| 3 | The Organismic Metaphor | 374 | |||||
| 4 | The Brain Metapho r | 379 | |||||
| 5 | The Culture Metaphor | 386 | |||||
| 6 | The Political Metaphor | 390 | |||||
| 7 | The Psychic Prison Metaphor | 395 | |||||
| 8 | The Flux and Transformation Metaphor | 401 | |||||
| 9 | The Domination Metaphor | 410 | |||||
| 10 | The Challenge of Metaphor | 417 | |||||
| 11 | Reading and Shaping Organizational Life | 418 | |||||
| 12 | Postscript | 421 | |||||
| Bibliography | |||||||
| Index | 475 | ||||||
| About the Author | 503 |
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