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Managing the profitable construction business : the contractor's guide to success and survival strategies /
This book is based on Dr. Schleifer's 45 years experience, a combination of practical, hands-on work as a contractor and his work assisting financially distressed companies. This has given Dr. Schleifer a unique perspective on the causes of business failure and how to avoid them. His no-nonsens...
| Clasificación: | Libro Electrónico |
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| Autores principales: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons,
[2014]
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Managing the profitable construction business; contents; foreword; preface; acknowledgments; how to use this book; about the authors; part 1; 1 managing with confidence; 1.1 lessons learned; 1.2 objectives of this book; 1.3 managing areas of risk; 1.4 recognizing signs of potential trouble; 1.5 layers of management; 1.6 owner versus top management; 1.7 disciplining performance; 1.8 boards of directors; 1.9 accountability; 1.10 selecting the members; 1.11 importance of credit; 1.12 volume versus profit; 1.13 employee benefits and compensation; 1.14 borrowing; 1.15 business planning.
- Chapter review questionscritical thinking and discussion questions; notes; 2 elements of contractor failure; 2.1 capitalizing on experience; 2.2 increase in project size; 2.3 unfamiliarity with new geographic areas; 2.4 moving into new types of construction; 2.5 changes in key personnel; 2.6 lack of managerial maturity in expanding organizations; chapter review questions; critical thinking and discussion questions; notes; 3 increase in project size; 3.1 limits of growth; 3.2 increased risks with larger projects; 3.3 case study; 3.4 case study review; 3.5 underestimating the size.
- 3.6 owners and retainage3.7 allocating time; 3.8 alternatives to taking on large projects; 3.9 conclusion; chapter review questions; critical thinking and discussion questions; notes; 4 change in geographic location; 4.1 defining "normal area"; 4.2 reasons for changing geographic area; 4.3 case study: long distance project; 4.4 review of the long distance project case study; 4.5 managing the risk with long distance projects; 4.6 case study: regional office; 4.7 review of the regional office case study; 4.8 the need for personal attention; 4.9 opening a regional office.
- 4.10 regional office contingency plan4.11 conclusion; chapter review questions; critical thinking and discussion questions; notes; 5 changing or adding to type of construction performed; 5.1 reasons for changes in type of work; 5.2 challenge: lack of experience; 5.3 challenge: differences that appear subtle; 5.4 resolution: know your specialty; 5.5 background to case studies; 5.6 case study 1; 5.7 case study 2; 5.8 example: union versus open shop; 5.9 know the risks; 5.10 volume versus profit alternative; 5.11 withdrawal plan; 5.12 conclusion; chapter review questions.
- Critical thinking and discussion questionsnotes; 6 replace key personnel; 6.1 identifying key people; 6.2 partners; 6.3 founders and succession; 6.4 inactive founders; 6.5 succession case study; 6.6 new management team; 6.7 adding key personnel; 6.8 management "dilution"; 6.9 summary; chapter review questions; critical thinking and discussion questions; notes; 7 managerial maturity; 7.1 start-up construction companies; 7.2 importance of management skills; 7.3 company growth phases; 7.4 limit of managerial effectiveness; 7.5 company growth and management thresholds.