ABSTRACT
This chapter focuses on project and corporate learning, linked to continuous improvement. It proposes that in order for construction organisations to fully engage in a continuous improvement process and strive for competitive advantage, they must develop the culture of a learning organisation. The chapter suggests that the concept of organisational learning should be linked to the key functions of management; functions that serve to control organisation resources, procedures and systems. It outlines a self-assessment model that considers the management functions of construction organisations. The chapter explores the utilisation of a self-assessment methodology based upon the key management components of construction firms. It presents several functions of management. The importance of a post-modernist philosophy would need to be incorporated into any change process/improvement model, in order to improve on the effectiveness of managers and hence corporate and project quality management activities.
