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Palgrave Macmillan

The Modern Construction Firm

  • Book
  • © 1990

Overview

Authors:
  1. Patricia Hillebrandt
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  2. Jacqueline Cannon
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Table of contents (10 chapters)

  1. Front Matter

    Pages i-xvii
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  2. Background

    1. Front Matter

      Pages 1-1
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    2. The Industry Yesterday and Today

      • Patricia Hillebrandt, Jacqueline Cannon
      Pages 3-14

  3. Overall Strategy of Large Firms

    1. Front Matter

      Pages 15-15
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    2. Objectives and Strategy of Firms

      • Patricia Hillebrandt, Jacqueline Cannon
      Pages 17-33

    3. Growth and Diversification

      • Patricia Hillebrandt, Jacqueline Cannon
      Pages 34-47

    4. Financial Policy

      • Patricia Hillebrandt, Jacqueline Cannon
      Pages 48-59

  4. Implementation of Strategy

    1. Front Matter

      Pages 61-61
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    2. Marketing and Bidding Policy

      • Patricia Hillebrandt, Jacqueline Cannon
      Pages 63-77

    3. International Policy

      • Patricia Hillebrandt, Jacqueline Cannon
      Pages 78-90

    4. Structure and Organisation

      • Patricia Hillebrandt, Jacqueline Cannon
      Pages 91-111

  5. Human Resources

    1. Front Matter

      Pages 113-113
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    2. The Management Resource

      • Patricia Hillebrandt, Jacqueline Cannon
      Pages 115-136

    3. Manpower Management and Subcontracting

      • Patricia Hillebrandt, Jacqueline Cannon
      Pages 137-150

  6. Conclusions

    1. Front Matter

      Pages 151-151
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    2. Conclusions

      • Patricia Hillebrandt, Jacqueline Cannon
      Pages 153-163

  7. Back Matter

    Pages 164-172
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Keywords

About this book

'A refreshing and useful addition to the folklore of management. All in all this is a worthwhile insight into the management views and structure of some of our leading construction companies.' - J.J. Farrow, Chartered Builder This volume describes and analyses the behaviour of large UK construction firms in the determination and implementation of their strategy. It covers, in addition to the selection of objectives and the methods for their achievement, policies on growth and diversification, finance, marketing and bidding, international operations, management and labour and subcontracting. Throughout the book the relationship is examined between the theory outlined in the companion volume and the actual behaviour of firms. The final chapter concludes with a discussion of the means to bridge the gaps which are found to exist between theory and practice.

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