Fellows / Langford / Newcombe Construction Management in Practice

2. Auflage 2009
ISBN: 978-1-4443-1430-4
Verlag: John Wiley & Sons
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 392 Seiten, E-Book

While most construction management books are project based, thisbook looks at management principles and techniques applied to theday-to-day problems facing a business in the construction industry.
It covers:
* Business strategy
* Industrial relations
* Health and safety
* Managing people
* Financial management
* Quantitative methods
The text includes end of chapter review questions and a range ofillustrative examples.
Since the book was first written in 1982 much has changed. TheSecond Edition has been thoroughly revised and takes accountof the increased globalisation of construction, the move frompublic to private sector work, the drive for productivity, changingprocurement methods, new emphasis on life cycle costing and muchmore.
It will provide a valuable text for undergraduate andpostgraduate courses in construction management, surveying andcivil engineering as well as offering useful insights forpractitioners undertaking CPD activities.

Autoren/Hrsg.

Fellows, Richard F.

Langford, David

Newcombe, Robert

Urry, Sydney

Inhaltsverzeichnis

Preface.
Authors' note.
Acknowledgements.
Abbreviations.
1 Construction Management in Practice.
1.1 Characteristics of the construction industry.
1.2 Construction management in practice.
1.3 Strategic management.
1.4 Managing people.
1.5 Managing money.
1.6 Decision-making techniques.
References and bibliography.
2 Introduction to Strategic Management.
2.1 Concepts and definitions.
2.2 The evolution of strategic management.
Summary.
Questions.
References and bibliography.
3 Strategy Systems.
3.1 Strategic planning.
3.2 Strategic vision.
3.3 Strategic learning.
3.4 A hybrid approach.
Summary.
Questions.
References and bibliography.
4 Industrial Relations.
4.1 The history and development of industrial relations.
4.2 The role of employers' associations in construction.
4.3 The structure of employers' associations.
4.4 The role of the trade unions.
4.5 Management responsibilities in industrial relations.
4.6 Empowerment and worker participation.
4.7 The industrial relations machinery.
Summary.
Questions.
References and bibliography.
5 Health and Safety in Construction.
5.1 The magnitude of the problem.
5.2 Health and safety legislation.
5.3 The cost of safety.
5.4 The role of the safety officer.
5.5 Changing attitudes to safety.
Summary.
Questions.
References and bibliography.
6 Managing People.
Part A Planning Human Resources.
6.1 Objectives of human resource planning.
6.2 Procedures for human resource planning.
Part B Managing Human Resources.
6.3 Recruitment to the industry.
6.4 Recruitment to a trade or profession.
6.5 Recruitment to the company.
6.6 Training.
6.7 Investors in People standards.
Summary.
Questions.
References and bibliography.
7 Financing Business Units.
7.1 Types of business unit.
7.2 Sources of capital.
7.3 Capital structures.
Summary.
Questions.
References and bibliography.
8 Budgeting.
8.1 Costs.
8.2 Profit.
8.3 Financial policy.
8.4 Revenues.
8.5 Monitoring and control.
8.6 Clients.
8.7 Consultants.
8.8 Investment appraisal.
Summary.
Questions.
References and bibliography.
9 Financial Performance.
9.1 Value management.
9.2 Decisions.
9.3 Financial reporting.
9.4 Financial management.
Summary.
Questions.
References and bibliography.
10 Quantitative Decision-making.
10.1 Cost models.
10.2 Probability.
10.3 Some statistical ideas.
10.4 Linear regression.
10.5 Stock control.
10.6 Just-in-time.
Summary.
Questions.
References and bibliography.
11 Operational Research.
11.1 Network analysis.
11.2 Linear programming.
11.3 Queueing.
Summary.
Questions.
References and bibliography.
Appendix A Discounted Cash Flow Tables.
Appendix B Properties of the Normal Curve.
Appendix C Use of Current Cost Accounting.
Appendix D Recording Transactions.
Index.

Über Autor(innen)

Richard Fellows is joint coordinator of CIB TG-23, Culturein Construction and lectures at the University of Hong Kong.
David Langford holds the Barr Chair of Construction atStrathclyde University, Glasgow.
Robert Newcombe is an MBA Course Director in theDepartment of Construction Management & Engineering at theUniversity of Reading.
Sydney Urry was Professor Emeritus and Head of theDepartment of Building Technology at Brunel University.