Bob Warren has given us a c:onstruction management book with a mission: to ensure that the "People Quotient" is hlctored into all bc:ets of project management and job-site performanc:e. Warren demonstrates the importanc:e of respect for every naftsman's individual worth and of empathy for the c:onclitions surrounding c:onstruction employment. He outlines the motivational forces that achieve highest pro ductivity and, at the same time, displays on every page a broad generosity of spirit along with keen analytical powers. Clearly, the book is the fi-uit of the author's own years of ex perienc:e…mehr
Bob Warren has given us a c:onstruction management book with a mission: to ensure that the "People Quotient" is hlctored into all bc:ets of project management and job-site performanc:e. Warren demonstrates the importanc:e of respect for every naftsman's individual worth and of empathy for the c:onclitions surrounding c:onstruction employment. He outlines the motivational forces that achieve highest pro ductivity and, at the same time, displays on every page a broad generosity of spirit along with keen analytical powers. Clearly, the book is the fi-uit of the author's own years of ex perienc:e in the field. I am proud to say that 13 of those years were spent with Fluor Daniel, so that I c:an vouc:h personally for his ac:umen and leadership in project management. I c:ommend this hook most heartily to my colleagues, dients, and c:ompetitors throughout the construction industry. It should be on the shelf of every c:aring manager who wants, not only to get the best out of his workforc:e, but also to acc:omplish the best for the members of that work forc:e as individual human beings.
1. Concepts and The Positive Motivational Climate.- Productivity.- Motivation.- Interdependent Relationship.- Ego Satisfaction.- The "Cussin' " Approach to Labor Management.- Changing Attitudes.- Maslow's Hierarchy of Needs.- McGregor's Theories.- Expectancy Theory.- Empathy.- The Positive Motivational Climate.- Job Rating.- 2. Direct Support.- Mistaken Perceptions.- The Craftsman.- Major Categories of Support.- Manager's Responsibility.- When to Determine Needs.- Conceptual Planning.- Preventing Shortages.- Labor-the Remaining Element.- 3. Craft Labor.- Problem-Solving Training.- Shades of Gray.- Selection of Labor.- Standards of Acceptance.- Craftsman-Employer Covenant.- Consistent Quality of Labor.- Specific Skills.- Environment of the Work-Place.- Proficiency and Task Level.- Crew Mix.- Quantity.- Additional Influencing Factors.- Saturation and Congestion.- Understaffing versus Overstaffing.- Manpower Leveling.- Overtime.- 4. Character of The Work Force.- The Triple Effect.- Visible Concern.- Profile of the Craftsman.- The Craftsman and the Engineering Graduate.- Effect of the Great Depression.- Television-the Electronic "Wish Book".- Empathy by the Supervisor.- Satisfaction Every Day.- Creating the Climate- Management's Eight Basic Responsibilities.- 5. Direct Communication.- Listeners Always Gain.- Opening the Links.- Craftsman Networks.- Building Credibility and Trust.- The Danger of Delaying.- Problem Solving at the Craftsman Level.- Open-Door Policy.- Unworkable Problems.- Direct Channels.- "Walking the Job".- Getting Started.- Uncovering Discontent.- Best-Crew Awards.- Taking Action.- Newsletters.- 6. Consistent Management.- Effects of Poor Management.- Rank and Privileges.- The Satisfaction Value of Pleasing.- Even Praise and Discipline.- Television and the Self-Image.- Policies and Procedures.- Personal Amenities.- Personnel Rules.- Consistent Standards of Acceptance.- "Singling Out".- Building a Case.- Elementary School Atmosphere.- Humane Exceptions.- 7. Sources of Frustration.- Primary Sources.- Quality Control and Safety Checks.- Sufficient Competent Personnel.- Manager's Role.- Personal Relations Frustrations.- Poor Maintenance of Tools and Equipment.- Poor Coordination.- Removal of Sources of Frustration.- 8. Fine Tuning The Work Force.- Mutual Expectation.- Employer's Dilemma.- Dealing with the Problem Employee.- 9. Safe Working Environment.- Improper Attitudes.- Voice of the Craftsman.- Employer Indifference.- Force of Law- OSHA.- Employers' Reactions.- Safety Saves Money.- Workmen's Compensation.- Direct Cost Reductions.- Fewer Errors.- Less Turnover.- Safety Training.- The Craftsman's Reaction.- Safety Awareness and Self-Satisfaction.- Obeying the Rules.- Common Goals.- Effect on the Manager.- Manager's Commitment.- Unqualified Support.- Medical Staffing and Assistance.- Commitment of the Work Force.- Caveats.- 10. Basic Personal Comforts.- Sign of Respect.- Life Imitates Art.- Norms.- Basic Personal Comforts.- Reasonable Expectations.- Going Beyond the Basics.- Degrees of "Roughing It".- Controversial Comforts.- Moving with the Work.- Maintaining Comfort Levels.- Taking Away.- Signs of Management Quality.- Conclusions Drawn.- 11. Training.- Training Arrangements, Costs, and Funding.- Types of Training.- The Satisfaction Value of Training.- Additional Benefits.- Showing Concern Through Training.- Bonds of Loyalty.- Relationship with Other Motivators.- Training Improves Methods.- 12. Recognition of Achievement.- Satisfaction and Esteem.- Recognition.- Planning Recognition.- Positive Reinforcement.- Time and Place.- Record Keeping and Certification as Recognition.- Visible Evidence.- Special Recognition.- Losing Distinction.- Reasonableness and Credibility.- Group Recognition.- Direct Productivity Traps.- Recognition Parameters.- 13. Measurement of Results.- Analytical Evaluation.- Subjective Evaluation.- 14. Program Outline.- Management Commitment.- Initiation.- Program Outline.
1. Concepts and The Positive Motivational Climate.- Productivity.- Motivation.- Interdependent Relationship.- Ego Satisfaction.- The "Cussin' " Approach to Labor Management.- Changing Attitudes.- Maslow's Hierarchy of Needs.- McGregor's Theories.- Expectancy Theory.- Empathy.- The Positive Motivational Climate.- Job Rating.- 2. Direct Support.- Mistaken Perceptions.- The Craftsman.- Major Categories of Support.- Manager's Responsibility.- When to Determine Needs.- Conceptual Planning.- Preventing Shortages.- Labor-the Remaining Element.- 3. Craft Labor.- Problem-Solving Training.- Shades of Gray.- Selection of Labor.- Standards of Acceptance.- Craftsman-Employer Covenant.- Consistent Quality of Labor.- Specific Skills.- Environment of the Work-Place.- Proficiency and Task Level.- Crew Mix.- Quantity.- Additional Influencing Factors.- Saturation and Congestion.- Understaffing versus Overstaffing.- Manpower Leveling.- Overtime.- 4. Character of The Work Force.- The Triple Effect.- Visible Concern.- Profile of the Craftsman.- The Craftsman and the Engineering Graduate.- Effect of the Great Depression.- Television-the Electronic "Wish Book".- Empathy by the Supervisor.- Satisfaction Every Day.- Creating the Climate- Management's Eight Basic Responsibilities.- 5. Direct Communication.- Listeners Always Gain.- Opening the Links.- Craftsman Networks.- Building Credibility and Trust.- The Danger of Delaying.- Problem Solving at the Craftsman Level.- Open-Door Policy.- Unworkable Problems.- Direct Channels.- "Walking the Job".- Getting Started.- Uncovering Discontent.- Best-Crew Awards.- Taking Action.- Newsletters.- 6. Consistent Management.- Effects of Poor Management.- Rank and Privileges.- The Satisfaction Value of Pleasing.- Even Praise and Discipline.- Television and the Self-Image.- Policies and Procedures.- Personal Amenities.- Personnel Rules.- Consistent Standards of Acceptance.- "Singling Out".- Building a Case.- Elementary School Atmosphere.- Humane Exceptions.- 7. Sources of Frustration.- Primary Sources.- Quality Control and Safety Checks.- Sufficient Competent Personnel.- Manager's Role.- Personal Relations Frustrations.- Poor Maintenance of Tools and Equipment.- Poor Coordination.- Removal of Sources of Frustration.- 8. Fine Tuning The Work Force.- Mutual Expectation.- Employer's Dilemma.- Dealing with the Problem Employee.- 9. Safe Working Environment.- Improper Attitudes.- Voice of the Craftsman.- Employer Indifference.- Force of Law- OSHA.- Employers' Reactions.- Safety Saves Money.- Workmen's Compensation.- Direct Cost Reductions.- Fewer Errors.- Less Turnover.- Safety Training.- The Craftsman's Reaction.- Safety Awareness and Self-Satisfaction.- Obeying the Rules.- Common Goals.- Effect on the Manager.- Manager's Commitment.- Unqualified Support.- Medical Staffing and Assistance.- Commitment of the Work Force.- Caveats.- 10. Basic Personal Comforts.- Sign of Respect.- Life Imitates Art.- Norms.- Basic Personal Comforts.- Reasonable Expectations.- Going Beyond the Basics.- Degrees of "Roughing It".- Controversial Comforts.- Moving with the Work.- Maintaining Comfort Levels.- Taking Away.- Signs of Management Quality.- Conclusions Drawn.- 11. Training.- Training Arrangements, Costs, and Funding.- Types of Training.- The Satisfaction Value of Training.- Additional Benefits.- Showing Concern Through Training.- Bonds of Loyalty.- Relationship with Other Motivators.- Training Improves Methods.- 12. Recognition of Achievement.- Satisfaction and Esteem.- Recognition.- Planning Recognition.- Positive Reinforcement.- Time and Place.- Record Keeping and Certification as Recognition.- Visible Evidence.- Special Recognition.- Losing Distinction.- Reasonableness and Credibility.- Group Recognition.- Direct Productivity Traps.- Recognition Parameters.- 13. Measurement of Results.- Analytical Evaluation.- Subjective Evaluation.- 14. Program Outline.- Management Commitment.- Initiation.- Program Outline.
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Shop der buecher.de GmbH & Co. KG Bürgermeister-Wegele-Str. 12, 86167 Augsburg Amtsgericht Augsburg HRA 13309
