Construction Management in Practice
2nd Edition
Published on 6. May 2009
392 pages
978-1-4443-1430-4 (ISBN)
Description
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.
Reviews / Votes
"In summing up, the Construction Management in Practiceembodies the results of intensive research by the authors which, inmy opinion, is accurate, informative, brief, and forceful - for thesuccess of the construction management process. Finally, this bookis strongly recommended for both, construction management studentsand practitioners." (Construction Manager, July 2002) "Providing readers with an up to date and balanced view of theindustry....the comprehensive nature of the text provides asplendid response to the perennial question 'what exactly doconstruction mangaers do?' The authors are to be commended on the breadth of their coverage ofthe financial aspects of construction management, which includesdiscussion on value management, risk management and lifecyclecosting. Both management and financial fields are treatedrigorously and in depth .... It is particularly heartening to see astrong emphasis given to quantitative decision making andoperational research." (Construction Management &Economics, Vol 20/5 5 July 2003)More details
Other editions
Additional editions
Richard F. Fellows | David Langford | Robert Newcombe
Construction Management in Practice
Book
11/2001
2nd Edition
Wiley
€90.51
Shipment within 10-20 days
Persons
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.
Content
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.
