CONSTRUCTION
MANAGEMENT IN PRACTICE BOOK BY RICHARD FELLOWS, DAVID LANGFORD, ROBERT
NEWCOMBE, SYDNEY URRY – PDF FREE DOWNLOAD
MANAGEMENT IN PRACTICE BOOK BY RICHARD FELLOWS, DAVID LANGFORD, ROBERT
NEWCOMBE, SYDNEY URRY – PDF FREE DOWNLOAD
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ABOUT THE BOOK
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Construction Management in Practice written by Richard Fellows, David
Langford, Robert Newcombe, Sydney Urry is published by Blackwell Science Ltd.
The first edition of Construction Management in Practice appeared in
1982. Since then there have been significant changes in the construction
industry and its practices (outlined in chapter 1) and the new edition reflects
these changes.
Trades unions have always been undermined in the construction industry
by the self-employment system, which has increased in the last 20 years; this
was exacerbated by the introduction of legislation to limit the power of unions
during the Thatcher era. The chapter on industrial relations, whilst still
dealing with the mechanics of collective bargaining, focuses more on management
roles and empowerment of the work force.
Two chapters in the first
edition on manpower planning and personnel management have been consolidated
into a single chapter on managing people. The human resource management (HRM)
function is still undervalued in most construction firms and the need to audit
current and future needs for staff is often avoided by citing the need in the
industry for firms to retain flexibility. The result is the well-known skill
shortages, which the industry perpetually suffers. Until HRM issues are
included in the strategic thinking and planning of construction firms, this
problem will continue. This leads to the second aspect of HRM dealt with in
this chapter – the need to attract and offer career development opportunities
to young people. Staff and operative levels are discussed, as is the recent use
of learning networks to create learning organisations in the construction
industry.
edition on manpower planning and personnel management have been consolidated
into a single chapter on managing people. The human resource management (HRM)
function is still undervalued in most construction firms and the need to audit
current and future needs for staff is often avoided by citing the need in the
industry for firms to retain flexibility. The result is the well-known skill
shortages, which the industry perpetually suffers. Until HRM issues are
included in the strategic thinking and planning of construction firms, this
problem will continue. This leads to the second aspect of HRM dealt with in
this chapter – the need to attract and offer career development opportunities
to young people. Staff and operative levels are discussed, as is the recent use
of learning networks to create learning organisations in the construction
industry.
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CONTENTS
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1. Construction
Management in Practice
Management in Practice
2. Introduction
to Strategic Management
to Strategic Management
3. Strategy
Systems
Systems
4. Industrial
Relations
Relations
5. Health
and Safety in Construction
and Safety in Construction
6. Managing
People
People
7. Financing
Business Units
Business Units
8. Budgeting
9. Financial
Performance
Performance
10. Quantitative
Decision-making
Decision-making
11. Operational
Research
Research
* Above mentioned topics are main topics of this book
and there are many sub-topics under those. Please refer the Preview
below for detailed contents *
and there are many sub-topics under those. Please refer the Preview
below for detailed contents *
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