Project Management & Leadership Skills

Project Management & Leadership Skills

A project can be defined as a large or important item of work, involving considerable expense, personnel, and equipment. It is typically a one-time endeavor, with a specific result or end-state envisioned. Examples of projects in the engineering and construction fields could include the upgrade of a building’s heating, ventilating, and air-conditioning system, the design and construction of a new building, relocation of a manufacturing plant, or a comprehensive energy audit.
A project is distinguished from ongoing business activities by several characteristics: Uniqueness. A project is typically a specific mission (design and build a new building or plant, upgrade a computer installation) as contrasted with ongoing business functions such as accounting, human resources, purchasing or manufacturing which are performed on a day-in, day-out basis, ideally with increasing productivity. Duration. A project tends to be of finite duration with a defined start date and a planned completion date. Day-to-day business functions such as human resources, information technology support, accounting, word processing are typically in place before a project starts and will continue after the project is concluded.
People. People assigned to a project may come from any part of an organization or from outside the organization, and depending on the scope and budget of the project, may include engineering, construction, financial, scheduling, cost estimating and other professionals who can make the project a success. When the project is completed, these professionals will likely move on to other projects or back into line functions within the organization.
Contents:
Chapter 1 Overview of Project Management
Chapter 2 Staffing the Project Team
Chapter 3 Fundamentals of Scheduling
Chapter 4 Computer Tools for Project Management
Chapter 5 Technical, Schedule, Financial Management
Chapter 6 Cost Estimating
Chapter 7 Leadership Fundamentals
Chapter 8 Effective Communications
Chapter 9 Economic Decision Making
Chapter 10 Contract Planning Essentials
Chapter 11 Commissioning Construction Projects
Chapter 12 Case Study: Microbial Abatement
of a Moldy Hotel

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Human Resource Management 13th Edition by Robert L. Mathis

Human Resource Management 13th Edition by Robert L. Mathis

To reach a thirteenth edition is an honor for
a textbook and its authors. The authors of Human Resource Management are gratified that it has become the leader in both the academic market for human resource texts and in the market for human resource professionals. For academics, the book is a standard in HR classes. It is also used to provide HR knowledge as part of professional degree programs. For HR professionals, the book is extensively used in the pursuit of HR professional education and certifications, specifically
the PHR and SPHR from the Human Resource Certification Institute (HRCI).
In preparing the thirteenth edition of the book, we have extensively reviewed the academic, governmental, and practitioner literature published since the last revision. Further, we have asked academics and practitioners,
both those who use this book and those who do not, to provide input on the previous edition and what coverage should be added, deleted, or changed. We have always been receptive to input from our adopters and reviewers and have made extensive use of their observations and ideas. Consequently, we have reorganized some chapters, incorporated relevant new topics, and updated references so that readers can be certain that they are getting the most current HR content possible.
Contents:
S E C T I O N 1 Environment of Human Resource Management
Chapter 1 Human Resource Management in Organizations
Chapter 2 Strategic HR Management and Planning
Chapter 3 Equal Employment Opportunity
S E C T I O N 2 Jobs and Labor
Chapter 4 Workers, Jobs, and Job Analysis
Chapter 5 Human Resource Planning and Retention
Chapter 6 Recruiting and Labor Markets
Chapter 7 Selecting Human Resources
S E C T I O N 3 Training and Development
Chapter 8 Training Human Resources
Chapter 9 Talent Management
Chapter 10 Performance Management and Appraisal
S E C T I O N 4 Compensation
Chapter 11 Total Rewards and Compensation
Chapter 12 Incentive Plans and Executive Compensation
Chapter 13 Managing Employee Benefits
S E C T I O N 5 Employee Relations
Chapter 14 Risk Management and Worker Protection
Chapter 15 Employee Rights and Responsibilities
Chapter 16 Union/Management Relations

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Production operation management

Production operation management

The second edition of the book Production and Operations Management incorporates several suggestions offered by our colleagues and students all over the country. In this edition we have endeavored to strengthen the basic characteristics of the book. The subject matter has been presented systematically in ten chapters, which can enable the reader to master the topics covered without any additional guidance. In keeping with the basic objective of making the learning of the ‘Concept and Principles in Production and Operations Management’, the following chapters have been revised as per the suggestions.
Chapter 1 on Introduction to POM was revised with the addition of Managing Global Operations with the concept of globalization. Chapter 2 on Plant Location and Layout was revised with locational models and the design of product and process layout. Service layout was also included. Chapter 4 on Materials Management was revised with the addition of special purchasing system. Chapter 6 on Quality Control was revised with the addition of ISO 14000 series along with the recognized bodies for ISO certification. Chapter 8 on Maintenance Management was revised with the concept of Total Preventive Maintenance.
The revised edition also contains Caselets which provides additional input to understand the subject with practical application of the techniques used in each chapter. For the development of application skill of the theoretical knowledge of production and operation management, it is necessary to arrange for a visit or conduct the project work either by individual or group of students in a manufacturing or service organisation. In this context the revised edition contains skill development/practicals in each chapter. For this purpose the students are adviced to visit a Fast Food Restaurant like Pizza Hut or Pizza Corner for getting the information for the questions given under skill development in each chapter.
In addition to the caselet, cases are given to understand the entire concept of production and operations management at the end of the book. Complete care has been taken to make the book error free. However, mistakes might have crept inadvertently. Readers finding any error are requested to bring it to our notice, for enabling us to rectify them in our future editions.
Contents:
1. INTRODUCTION TO PRODUCTION AND OPERATION MANAGEMENT
2. PLANT LOCATION AND LAYOUT
3. MATERIAL HANDLING
4. MATERIALS MANAGEMENT
5. PRODUCTION PLANNING AND CONTROL
6. QUALITY CONTROL
7. WORK STUDY (TIME AND MOTION STUDY)
8. MAINTENANCE MANAGEMENT
9. WASTE MANAGEMENT
10. AUTOMATION


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Marketing Management 14th Edition Kotler & Keller

Marketing Management 14th Edition Kotler & Keller

The overriding goal of the revision for the 14th edition of Marketing Management was to create as comprehensive, current, and engaging MBA marketing textbook as possible.Where appropriate, new material was added, old material was updated, and no longer relevant or necessary material was deleted.Marketing Management, 14th edition, allows those instructors who have used the 13th edition to build on what they have learned and done while at the same time offering a text that is unsurpassed in breadth, depth, and relevance for students experiencing Marketing Management for the first time. The successful across-chapter reorganization into eight parts that began with the 12th edition of Marketing Management has been preserved, as well as many of the favorably received within-chapter features that have been introduced through the years, such as topical chapter openers, in-text boxes highlighting noteworthy companies or issues, and the Marketing Insight and Marketing Memo boxes that provide in-depth conceptual and practical commentary.
Contents:
PART 1 Understanding Marketing Management
Chapter 1 Defining Marketing for the 21st Century
Chapter 2 Developing Marketing Strategies and Plans
PART 2 Capturing Marketing Insights
Chapter 3 Collecting Information and Forecasting Demand
Chapter 4 Conducting Marketing Research
PART 3 Connecting with Customers
Chapter 5 Creating Long-term Loyalty Relationships
Chapter 6 Analyzing Consumer Markets
Chapter 7 Analyzing Business Markets
Chapter 8 Identifying Market Segments and Targets
PART 4 Building Strong Brands
Chapter 9 Creating Brand Equity
Chapter 10 Crafting the Brand Positioning
Chapter 11 Competitive Dynamics
PART 5 Shaping the Market Offerings
Chapter 12 Setting Product Strategy
Chapter 13 Designing and Managing Services
Chapter 14 Developing Pricing Strategies and Programs
PART 6 Delivering Value
Chapter 15 Designing and Managing Integrated Marketing Channels
Chapter 16 Managing Retailing, Wholesaling, and Logistics
PART 7 Communicating Value
Chapter 17 Designing and Managing Integrated Marketing
Communications
Chapter 18 Managing Mass Communications: Advertising, Sales Promotions,
Events and Experiences, and Public Relations
Chapter 19 Managing Personal Communications: Direct and Interactive
Marketing, Word of Mouth, and Personal Selling
PART 8 Creating Successful Long-term Growth
Chapter 20 Introducing New Market Offerings
Chapter 21 Tapping into Global Markets
Chapter 22 Managing a Holistic Marketing Organization for the Long Run

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Project Management A Systems Approach to Planning Scheduling and Controlling 8th Edition

Project Management  A Systems Approach to Planning  Scheduling  and Controlling  8th Edition

As we enter the first decade of the twenty-first century, our perception of project management
has changed. Project management, once considered nice to have, is now recognized as a necessity. Organizations that were opponents of project management are now advocates. Management educators of the past, who preached that project management could not work, are now staunch supporters. Project management is here to stay. This text discusses the principles of project management. Students who are interested in advanced topics in project management, as well as in best practices in implementation, may wish to read one of my other texts, Applied Project Management (New York: Wiley, 2000). This book is addressed not only to those undergraduate and graduate students who wish to understand and improve upon their project management skills, but also to those functional managers and upper-level executives who must provide continuous support to all projects. During the past several years, management’s knowledge and understanding of project management has matured to the point where almost every company is using project management in one form or another. These companies have come to the realization that project management and productivity are related. Project management coursework is now consuming more of training budgets than ever before. General reference is provided in the text to engineers. However, the reader should not consider project management as strictly engineering-related. The engineering examples are the result of the fact that project management first appeared in the engineering disciplines, and we should be willing to learn from their mistakes.
The textbook is designed for undergraduate and graduate courses in both business and engineering. The structure of the text is based upon my belief that project management is much more behavioral than quantitative. The first five chapters are part of the basic core
Cotents:
1. OVERVIEW
2. PROJECT MANAGEMENT GROWTH: CONCEPTS AND
DEFINITIONS
3. ORGANIZATIONAL STRUCTURES
4. ORGANIZING AND STAFFING THE PROJECT OFFICE AND
TEAM
5. MANAGEMENT FUNCTIONS
6. TIME MANAGEMENT AND STRESS
7. CONFLICTS
8. SPECIAL TOPICS
9. THE VARIABLES FOR SUCCESS
10. WORKING WITH EXECUTIVES
11. PLANNING
12. NETWORK SCHEDULING TECHNIQUES
13. PROJECT GRAPHICS
14. PRICING AND ESTIMATING
15. COST CONTROL
16. TRADE-OFF ANALYSIS IN A PROJECT ENVIRONMENT
17. RISK MANAGEMENT
18. LEARNING CURVES
19. MODERN DEVELOPMENTS IN PROJECT MANAGEMENT
20. QUALITY MANAGEMENT
21. CONTRACTS AND PROCUREMENT
22. CRITICAL CHAIN PROJECT MANAGEMENT

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Financial and Management Accounting An Introduction

Financial and Management Accounting An Introduction

Target readership
This book is targeted at a broad-ranging business studies type of first-level degree
course. It is intended to support the equivalent of one semester of 12 teaching weeks.
There is sufficient basic bookkeeping (ledger accounts) in the end-of-chapter supplements
to make the book suitable for those intending to pursue a specialised study of
accounting beyond the first level but the bookkeeping material is optional for those
who do not have such special intentions. The book has been written with undergraduate
students particularly in mind, but may also be suitable for professional and
postgraduate business courses where financial reporting is taught at an introductory
level.
Acknowledgements
I am grateful to academic colleagues and to reviewers of the text for helpful comments
and suggestions. I am also grateful to undergraduate students of five universities who
have taken my courses and thereby helped in developing an approach to teaching
and learning the subject. Professor Graham Peirson and Mr Alan Ramsay of Monash
University provided a first draft of their text based on the conceptual framework in
Australia which gave valuable assistance in designing the structure of this book, which
was also guided from the publishing side by Pat Bond and Ron Harper. Professor Ken
Shackleton of the University of Glasgow helped plan the structure of the management
accounting chapters. The Institute of Chartered Accountants of Scotland gave permission
for use of some of the end-of-chapter questions.
Subsequently I have received valuable support in successive editions from the
editorial staff at Pearson Education. For this latest edition I am grateful to colleagues
and students who have used the book in their teaching and learning. I have also been
helped by constructive comments from reviewers and by guidance from Matthew
Smith, Acquisitions Editor, and Sarah Wild, Senior Desk Editor.
Contents:
Part 1 A conceptual framework: setting the scene
Chapter 1 Who needs accounting?
Chapter 2 A systematic approach to financial reporting:
Chapter 3 Financial statements from the accounting equation
Chapter 4 Ensuring the quality of financial statements
Part 2 Reporting the transactions of a business
Chapter 5 Accounting information for service businesses
Part 3 Recognition in financial statements
Chapter 7 Published financial statements
Chapter 8 Non-current (fixed) assets
Chapter 9 Current assets
Chapter 10 Current liabilities
Chapter 11 Provisions and non-current (long-term) liabilities
Chapter 12 Ownership interest
Part 4 Analysis and issues in reporting
Chapter 13 Ratio analysis
Chapter 14 Reporting corporate performance
Chapter 15 Reporting cash flows
Part 5 Setting the scene and defining the basic tools of
management accounting
Chapter 16 Functions of management accounting
Chapter 17 Classification of costs
Chapter 18 Product costs: materials, labour and overheads
Part 6 Job costs and stock valuation
Chapter 19 Job costing
Part 7 Decision making
Chapter 20 Breakeven analysis and short-term decision making
Part 8 Planning and control
Chapter 21 Preparing a budget
Chapter 22 Standard costs
Chapter 23 Performance evaluation and feedback reporting
Part 9 Capital investment appraisal and business strategy
Chapter 24 Capital investment appraisal
Chapter 25 Business strategy and management accounting

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Project Risk Management Processes Techniques & Insights

Project Risk Management Processes  Techniques & Insights

All projects involve risk—the zero risk project is not worth pursuing. This is not purely intuitive but also a recognition that acceptance of some risk is likely to
yield a more desirable and appropriate level of benefit in return for the resources committed to the venture. Risk involves both threat and opportunity. Organizations that better understand the nature of the risks and can manage them more effectively cannot only avoid unforeseen disasters but can work with tighter margins and less contingency, freeing resources for other endeavours, and seizing opportunities for advantageous investment that might otherwise be rejected as ‘too risky’. Risk is present in every aspect of our lives; thus risk management is universal but in most circumstances an unstructured activity, based on common sense, relevant knowledge, experience and instinct. Project management has evolved over recent years into a fully-fledged professional discipline characterized by a formalized body of knowledge and the definition of systematic processes for the execution of a project. Yet project risk management has, until recently, generally been considered as an ‘add-on’ instead of being integral to the effective practice of project management.
This book provides a framework for integrating risk management into the
management of projects. It explains how to do this through the definition of
generic risk management processes and shows how these processes can be
mapped onto the stages of the project life cycle. As the disciplines of formal
project management are being applied ever more widely (e.g., to the management
of change within organizations) so the generic project risk management
processes set out here will readily find use in diverse areas of application.
The main emphasis is on processes rather than analytical techniques, which are already well documented. The danger in formalized processes is that they can become orthodox, bureaucratic, burdened with procedures, so that the practitioner loses sight of the real aims. This book provides the reader with a fundamental understanding of project risk management processes but avoids being overprescriptive in the description of the execution of these processes. Instead, there is positive encouragement to use these generic processes as a starting point for elaboration and adaptation to suit the circumstances of a particular application, to innovate and experiment, to simplify and streamline the practical implementation of the generic processes to achieve cost-effective and efficient risk management.
Contents:
Part I Setting the scene
1 Uncertainty, risk, and their management 3
2 The project life cycle
3 Motives for formal risk management processes
4 An overview of generic risk management processes
Part II Elaborating the generic process framework
5 Define the project
6 Focus the process
7 Identify the issues
8 Structure the issues
9 Clarify ownership
10 Estimate variability
11 Evaluate overall implications
12 Harness the plans
13 Manage implementation
Part III Closing the loop
14 Risk management initiated at different stages in the project life cycle
15 Effective and efficient risk management
16 Ownership issues: a contractor perspective
17 Organizing for risk management

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Handbook of Management and Leadership

Handbook of Management and Leadership

Like many things in life, the more things change, the more they
stay the same. Interest in project management remains fairly high,
though there has been some decline in recent years. However, the
practice of project management remains questionable, as project
failures continue to be almost as numerous as they were when the
first and second editions of this book were published.
It is one thing to talk about project management and an
entirely different thing to do it. It seems to me there are a lot of
talkers out there but not many do-ers.
Contents:
Chapter 1 An Overview of Project
Management
Chapter 2 The Role of the Project Manager
Chapter 3 Planning the Project
Chapter 4 Developing a Mission, Vision, Goals,
and Objectives for the Project
Chapter 5 Using the Work Breakdown
Structure to Plan a Project
Chapter 6 Scheduling Project Work
Chapter 7 Producing a Workable Schedule
Chapter 8 Project Control and Evaluation
Chapter 9 Project Control Using Earned
Value Analysis
Chapter 10 Managing the Project Team
Chapter 11 How to Make Project Management
Work in Your Company
Chapter 12 Project Management for Everyone

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Accounting and Financial Management

Accounting and Financial Management

Business is one of the sources of earning income. Whenever a business is started, it requires investment of
certain amount which is called as capital. With this amount of capital the businessman may deal either with
trading business or manufacturing business. In a trading business, he will buy goods at a lesser price and
sells the same to others at a higher price. In case of manufacturing business, he has to buy raw materials and
incur other expenses in the form of wages and salaries, rent, power, insurance, tax, transport, postal and
telephone expenses and so on, in the course of production and distribution of goods. In a small sized
business the transactions are simple and less in number. But in a large sized business the transactions are
numerous. These business transactions enable the businessman to know the result of his business which
can be profit or loss for a given period of time. In order to know the result of his business, a businessman has
to remember all the transactions of his business. However, owing to lack of memory it is not possible for
anybody to remember all the transactions over a period of time. This has given rise to maintenance of a set of
accounting books in which business transactions are chronologically recorded. The systematic recording of
business transactions enable the businessman to account for every transaction without missing any item.
Such a system of maintenance of a set of accounting books to record business transactions is known as book
keeping system
Contents:
I. Accounting Theory
2. Journal
3. Ledger
4. Subsidiary Books
5. Cash Book
6. Bank Reconciliation
7. Final Accounts of Sole Traders
8. Final Accounts of Joint Stock Companies
9. Depreciation Accounting
10. Inventory Valuation
II. Meaning, Importance and Objectives of Financial Management
12. Analysis and Interpretation of Financial Statements
13. Ratio Analysis
14. Fund Flow Analysis
15. Capital Structure
16. Source of Capital
17. Working Capital Management
18. Capital Budgeting
19. Cost of Capital
20. Nature and Scope of Cost Accounting
21. Single or Output or Unit Costing
22. Marginal Costing
23. Cost-Volume-Profit Analysis
24. Buslgetary Control
25. Standard Costing

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Project Management A Systems Approach to Planning Scheduling and Controlling 8th Edition

Project Management  A Systems Approach to Planning  Scheduling  and Controlling  8th Edition

Time management is about managing your time with a focus on
achievement: of doing and completing those things which you
want to do and which need doing.
Time management is goal-driven and results oriented. Success in
time management is measured by the quality of both your work and
your personal life
Contents:
Part 1 Self-management
Chapter 1 Time management Introduction
Chapter 2 Setting and achieving goals and objectives
Chapter 3 Decision-making and problem-solving
Chapter 4 Creativity and innovation
Chapter 5
Part 1: Personal reminders and thoughts worth thinking
Part 2 Managing others
Chapter 6 Leadership and teambuilding
Chapter 7 Motivation and people management
Chapter 8 Communication and presentation
Chapter 9
Part 2: Personal reminders and thoughts worth thinking
Introduction

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Operations Management

Operations Management

Operations management has been recognised as an important factor in a country’s economic growth. The traditional view of manufacturing management is the concept of Production Management with the focus on economic efficiency in manufacturing. Later the new name Operations Management was identified, as service sector became more prominent. Rapid changes in technology have posed numerous opportunities and challenges, which have resulted in enhancement of manufacturing capabilities through new materials, facilities, techniques and procedures. Hence, managing a service system has become a major challenge in the global competitive environment. Operations Management has been a key element in the improvement and productivity in business around the world. Operations Management leads the way for the organisations to achieve its goals with minimum effort. Hence, the study of the subject at undergraduate and postgraduate level has more significance.
This book on ‘Operations Management’ covers the complete syllabus of Bachelor of Engineering of Visvesvaraya Technical University, Karnataka, however the coverage is wide enough to include the requirements of Bachelor and Master Degree courses of other Indian universities and professional courses like MBA, PGDCA, BBA. Being student friendly is the unique feature of this book. The subject matter has been presented systematically in ten chapters, which can enable the reader master the topics covered without any additional guidance. Complete care has been taken to make the book error free. However, mistakes might have crept inadvertently. Readers finding any error are requested to bring it to our notice, for enabling us to rectify them in our future editions.
Contents:
1. OPERATIONS MANAGEMENT CONCEPTS
2. OPERATIONS DECISION-MAKING
3. SYSTEMS DESIGN AND CAPACITY
4. FACILITY LOCATION AND LAYOUT
5. FORECASTING DEMAND
6. PRODUCT DEVELOPMENT AND DESIGN 7. MATERIALS MANAGEMENT
8. AGGREGATE PLANNING AND MASTER SCHEDULING
9. MATERIAL AND CAPACITY REQUIREMENTS PLANNING
10. SCHEDULING AND CONTROLLING PRODUCTION ACTIVITIES

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Essentials of Management 9th

Essentials of Management 9th

Essentials of Management 9th. This edition offers a solid introduction for new managers or an in-depth review of core concepts and the latest research and applications for working professionals. Concise, complete treatment translates the latest research, theories, and management experiences into actual practice while addressing emerging issues, such as sustainability and environmental concerns, management in difficult times, employee morale, diverse workforces, and teamwork. Ethics, personal productivity, the latest information technology, and decision making are also included. Compelling examples show how to apply principles in a wide variety of business settings, while new skill-building features and self-assessments help readers refine the managerial, interpersonal, and technical skills necessary for career success  

Brief Contents

PART 1 Introduction to Management

PART 2 Planning

PART 3 Organizing

PART 4 Leading

PART 5 Controlling

PART 6 Managing for Personal

Effectiveness

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Civil Engineering Project Management (4th Edition) [Free E_Books]

Civil Engineering Project Management (4th Edition)


This new edition of Civil Engineering: Supervision and Management updates and revises the best practical guide for on-site engineers. Written from the point of view of the project engineer it details their responsibilities, powers and duties.
The book has been fully updated to reflect the latest changes to management practice and new forms of contract. As a practical guide to on-site project management the book is invaluable to practicing engineers.
* Practical guide for the on-site engineer
* Written in line with the ICE qualification exam guidelines
* Revised and updated for the latest forms of contracts


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Human Resource Management (10th Edition)

Human Resource Management (10th Edition)

ISBN-10: 0132225956 | ISBN-13: 978-0132225953 | Publication Date: June 2, 2007 | Edition: 10

This best-selling survey of contemporary human resource management offers a balance of practical and applied material as well as underlying Human Resource Management theory. It reflects the latest information, including the impact of global competition and rapid technological advances, that have accelerated trends such as shared service centers, outsourcing and just-in-time training. A wealth of actual company examples demonstrates how concepts are being used in today's leading-edge organizations. New chapter on Internet recruiting provides readers with realistic and thorough discussion of how the Internet is changing human resources with specific material on the Internet's influence in this industry such as steps to effective internet recruiting, employment web sites, and much more. Additional Global Perspectives sections throughout the book provide readers with insightful discussions of multinational topics so they can appreciate their impact on human resources management. Additional HR Web Wisdom sections guide readers to three distinct web sites in each chapter related to topics under discussion, enabling them to gain additional insight. Additional HRM in Action brief exercises in each chapter permit readers to make decisions regarding real world situations that could occur in the business world. Companion Website includes hotlinks to all sites featured in HR Web Wisdom sections; monthly updates; an online study guide; and Internet exercises. Current examples and data from over 100 actual companies illustrate the concepts at work in real organizations. An invaluable resource for professionals in the human resources field.

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Fundamentals of Financial Management

Fundamentals of Financial Management

The market leader, Brigham/Houston continues to grow in reputation as the most effective approach for learning basic finance principles, tools, and applications. It is also updated to reflect the latest in theory, research, real-world examples, and use of technology. The seamless, integrated ancillary package - done by the authors - is a hallmark of this packagethat makes the subject more accessible for learners.




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