|Author:||Tsang, Sze-ki Angela|
|Title:||Value enhancement in Housing Department|
|Subject:||Hong Kong (China). Housing Dept. -- Management|
Reengineering (Management) -- China -- Hong Kong
Organizational change -- China -- Hong Kong
Value analysis (Cost control)
Hong Kong Polytechnic University -- Dissertations
Department of Building and Real Estate
|Pages:||x, 114 leaves : ill. ; 30 cm|
|Abstract:||With the increasing demand of public housing and rising expectations of the public, Housing Department (HD) is under increasing pressure to improve their accountability by ensuring cost effectiveness. In order to enhance the value of service delivery, HD is introducing a raft of changes in the existing organisation management, i.e. Management Enhancement Programme (MEP). MEP provides a strategic framework to instill a customer-oriented culture, improve the efficiency and effectiveness of service delivery and enhance internal and external communication. Value Management (VM) is considered to be a useful tool to achieve better value of money in the Public Sector. MEP, which has already adopted Business Process Reengineering (BPR) concepts, is found to have linkage with the VM. Both MEP and VM require the same fundamental elements: teamwork, top management support, culture change, customer orientation, communication, training and staff involvement. The major difference is the use of functional analysis in VM, which is not emphasis in MEP. Creative thinking is also too limited in the implementation of MEP. Much research has been undertaken on the quality of construction works provided by HD but there were relatively few studies dealing with the value of service provided by HD. This study, which aims at exploring the effectiveness of MEP in HD, is worthwhile undertaken as it addresses the above issues and hence offers some basis for continuous improving the value of service. A research on a sample of 55 HD staff has been conducted and the empirical data has been collected by means of questionnaires in order to test for the following hypotheses: 1. The current MEP is effective. 2. HD staff is supporting MEP. 3. HD staff is ready for the implementation of VM. The results of the study partially support the above hypotheses. Most of the respondents felt that MEP was not very effective at this stage and the benefits of MEP were not totally achieved. It is also found that the majority of the respondents showed neutral response and gave moderate support to MEP. It is, however, observed that the VM culture and concepts has been incorporated within the Department. The above results would be more fruitful if the recommendations under various initiatives of MEP have been implemented for a period of time. In the above study, it is also indicated that HD has itself led to the increased awareness of the customer and the importance of providing value for the customer through the launching of MEP. Therefore, it can be derived that MEP has formed basis and essential framework to further implement VM. With the above invaluable findings, it is expected that this will show indications and give signs to the top management of HD in considering the future directions and changes of the HD for enhancing value of service delivery.|
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