Construction Management in Practice. 2nd Edition

  • ID: 2176482
  • Book
  • 394 Pages
  • John Wiley and Sons Ltd
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Whilst 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 strategy
  • Industrial relations
  • Health and safety
  • Managing people
  • Financial management
  • Quantitative 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.

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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.

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Richard F. Fellows
David Langford
Robert Newcombe
Sydney Urry
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