LEADER 05678nam 2200745 450 001 9910819210403321 005 20230323143917.0 010 $a1-118-83713-4 010 $a1-118-85245-1 010 $a1-118-83704-5 035 $a(CKB)2550000001272917 035 $a(EBL)1638686 035 $a(SSID)ssj0001212327 035 $a(PQKBManifestationID)11695162 035 $a(PQKBTitleCode)TC0001212327 035 $a(PQKBWorkID)11206706 035 $a(PQKB)11732750 035 $a(OCoLC)875884941 035 $a(MiAaPQ)EBC1638686 035 $a(CaSebORM)9781118837139 035 $a(Au-PeEL)EBL1638686 035 $a(CaPaEBR)ebr10856789 035 $a(CaONFJC)MIL595044 035 $a(OCoLC)906041001 035 $a(EXLCZ)992550000001272917 100 $a20140413h20142014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aManaging the profitable construction business $ethe contractor's guide to success and survival strategies /$fThomas C. Schleifer, Kenneth T. Sullivan, John M. Murdough ; C. Wallace, cover design 205 $a2nd ed. 210 1$aHoboken, New Jersey :$cWiley,$d2014. 210 4$dİ2014 215 $a1 online resource (282 p.) 300 $aIncludes index. 311 08$a1-118-83694-4 311 08$a1-306-63793-7 320 $aIncludes bibliographical references and index. 327 $aMANAGING 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 327 $aCHAPTER 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 327 $a3.6 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 327 $a4.10 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 327 $aCRITICAL 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 327 $a7.6 TELLTALE SIGNS OF INSUFFICIENT MANAGERIAL MATURITY 330 $aThis 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-nonsense philosophy is: ""We cannot control the market, but we can control our response to it.""Part one of each chapter focuses on potential causes of contractor failure and how to avoid them. Schleifer's methods are largely based on data from his 8 years as a surety consultant in 606 $aConstruction industry$xFinance 606 $aConstruction industry$xManagement 606 $aContracting out 615 0$aConstruction industry$xFinance. 615 0$aConstruction industry$xManagement. 615 0$aContracting out. 676 $a690.0681 700 $aSchleifer$b Thomas C.$0877341 702 $aSullivan$b Kenneth T. 702 $aMurdough. John M 702 $aWallace$b C. 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910819210403321 996 $aManaging the profitable construction business$94113411 997 $aUNINA