Produktdetaljer
Biografisk notat
John Schaufelberger, Ph.D., PE, is the Chairman of the Department of Construction Management at the University of Washington, where he has taught since 1994. He teaches both graduate and undergraduate courses in the areas of construction equipment management, construction practices, construction contract procurement, construction firm management, and international construction project management. A licensed professional engineer, he served thirty years as an officer in the US Army Corps of Engineers prior to joining the University of Washington faculty. He managed major public works construction projects in Asia, Europe, and the Middle East, as well as at many locations throughout the United States. He has represented the United States in negotiations with foreign governments. He is the author of Construction Equipment Management, published in 1999 by Prentice-Hall, and co-author of Contracts with the Trades: Scope of Work Models for Home Builders, published in 1997 by the Home Builder Press, Management of Construction Projects: Constructor's Perspective, published in 2001 by Prentice-Hall, and Construction Cost Estimating: Process and Practices, published in 2005 by Prentice-Hall.
Construction is a risky business! And unfortunately the reality is that construction company managers often lack the necessary "business management" skills needed to ensure the survival of their firms. This groundbreaking new book is the first of its kind that consolidates critical business management topics, and presents them practically and accessibly by showing how they relate to the management of a construction company.
1.1 Nature of Construction Business
1.2 Primary Causes of Business Failure
1.3 Business Strategies to Minimize the Risk of Business Failure
1.4 Leadership Challenges
1.5 Organizational Behavior
1.6 Ethics
1.7 Summary
1.8 Review Questions
1.9 Exercises
1.10 Sources of Additional Information
Chapter 2 - Company Organization
2.1 Introduction
2.2 Alternative Forms of Business Organization
2.3 Alternative Organizational Structures
2.4 Organizational Design
2.5 Policies and Operating Procedures
2.6 Summary
2.7 Review Questions
2.8 Exercises
2.9 Sources of Additional Information
Chapter 3 - Risk Management
3.1 Introduction
3.2 Risk Management Strategies
3.3 Insurance
3.4 Bonding
3.5 Summary
3.6 Review Questions
3.7 Exercises
3.8 Sources of Additional Information
Chapter 4 - Financial Analysis and Management
4.1 Introduction
4.2 Accounting Systems
4.3 Accounting Methods
4.4 Financial Statements
4.5 Financial Analysis
4.6 Financial Management
4.7 Summary
4.8 Review Questions
4.9 Exercises
4.10 Sources of Additional Information
Chapter 5 - Strategic Planning and Management
5.1 Introduction
5.2 Planning Process
5.3 Situation Analysis
5.4 Strategy Formulation
5.5 Strategy Implementation
5.6 Strategy Evaluation
5.7 Summary
5.8 Review Questions
5.9 Exercises
5.10 Sources of Additional Information
Chapter 6 - Business Development
6.1 Introduction
6.2 Marketing Construction Services
6.3 Marketing Process
6.4 Market Analysis
6.5 Marketing Strategies
6.6 Marketing Tools
6.7 Marketing Plan
6.8 Summary
6.9 Review Questions
6.10 Exercises
6.11 Sources of Additional Information
Chapter 7 - Human Resources Management
7.1 Introduction
7.2 The Challenge
7.3 Decision-making Processes
7.4 Company Culture
7.5 Organizational Design
7.6 Staffing
7.7 Employee Development
7.8 Leadership Development
7.9 Performance Measurement
7.10 Compensation and Employee Benefits
7.11 Employee Retention
7.12 Union Relations
7.13 Safety and Wellness Programs
7.14 Regulatory Overview
7.15 Summary
7.16 Review Questions
7.17 Exercises
7.18 Sources of Additional Information
Chapter 8 - Information Management
8.1 Introduction
8.2 Information Requirements
8.3 Hardware and Infrastructure
8.4 Software
8.5 Security Systems
8.6 Company Web Sites
8.7 Summary
8.8 Review Questions
8.9 Exercises
8.10 Sources of Additional Material
Chapter 9 - Total Quality Management
9.1 Introduction
9.2 Quality Concepts
9.3 Implementation
9.4 Process Analysis
9.5 Sustainment
9.6 Effectiveness Assessment
9.7 Summary
9.8 Review Questions
9.9 Exercises
9.10 Sources of Additional Information
Appendixes
A - Glossary
B - Strategic Plan for Pacific Constructors
C - Case Study-Cascade Builders
D - Case Study-Northwest Constructors
E - Employment Manual for Western States Construction
Index
Construction is a risky business! And unfortunately the reality is that construction company managers often lack the necessary "business management" skills needed to ensure the survival of their firms. This groundbreaking new book is the first of its kind that consolidates critical business management topics, and presents them practically and accessibly by showing how they relate to the management of a construction company.
Produktdetaljer
Biografisk notat
John Schaufelberger, Ph.D., PE, is the Chairman of the Department of Construction Management at the University of Washington, where he has taught since 1994. He teaches both graduate and undergraduate courses in the areas of construction equipment management, construction practices, construction contract procurement, construction firm management, and international construction project management. A licensed professional engineer, he served thirty years as an officer in the US Army Corps of Engineers prior to joining the University of Washington faculty. He managed major public works construction projects in Asia, Europe, and the Middle East, as well as at many locations throughout the United States. He has represented the United States in negotiations with foreign governments. He is the author of Construction Equipment Management, published in 1999 by Prentice-Hall, and co-author of Contracts with the Trades: Scope of Work Models for Home Builders, published in 1997 by the Home Builder Press, Management of Construction Projects: Constructor's Perspective, published in 2001 by Prentice-Hall, and Construction Cost Estimating: Process and Practices, published in 2005 by Prentice-Hall.