Titel: Construction Management Practice 2e
Autor/en: Fellows, Langford Davi, Newcombe Robe
67:B&W 6. 69 x 9. 61 in or 244 x 170 mm (Pinched Crown) Perfect Bound on White w/Gloss Lam.
John Wiley & Sons
31. Dezember 2001 - kartoniert - 394 Seiten
While most construction management books are project based, this book looks at management principles and techniques applied to the day-to-day problems facing a business in the construction industry.
It covers: Business strategyIndustrial relationsHealth and safetyManaging peopleFinancial managementQuantitative methods
The text includes end of chapter review questions and a range of illustrative examples.
Since the book was first written in 1982 much has changed. The "Second Edition" has been thoroughly revised and takes account of the increased globalisation of construction, the move from public to private sector work, the drive for productivity, changing procurement methods, new emphasis on life cycle costing and much more.
It will provide a valuable text for undergraduate and postgraduate courses in construction management, surveying and civil engineering as well as offering useful insights for practitioners undertaking CPD activities.
Preface. Authorsa 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 employersa associations in construction. 4.3 The structure of employersa 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.
Richard Fellows is joint coordinator of CIB TG--23, Culture in Construction and lectures at the University of Hong Kong. David Langford holds the Barr Chair of Construction at Strathclyde University, Glasgow. Robert Newcombe is an MBA Course Director in the Department of Construction Management & Engineering at the University of Reading. Sydney Urry was Professor Emeritus and Head of the Department of Building Technology at Brunel University.
"In summing up, the Construction Management in Practice embodies the results of intensive research by the authors which, in my opinion, is accurate, informative, brief, and forceful -- for the success of the construction management process. Finally, this book is strongly recommended for both, construction management students and practitioners." (Construction Manager, July 2002) "Providing readers with an up to date and balanced view of the industry...the comprehensive nature of the text provides a splendid response to the perennial question a what exactly do construction mangaers do?a The authors are to be commended on the breadth of their coverage of the financial aspects of construction management, which includes discussion on value management, risk management and lifecycle costing. Both management and financial fields are treated rigorously and in depth ... It is particularly heartening to see a strong emphasis given to quantitative decision making and operational research." (Construction Management & Economics, Vol 20/5 5 July 2003)