Strategic Corporate Management for Engineering

Strategic Corporate Management for Engineering

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Strategic Corporate Management for Engineering combines theoretical concepts and field studies of over 150 civil engineering organizations into a single resource for current or future engineering managers and executives. The book presents the Seven Areas of Strategic Management for engineering organizations and the need to address these areas as a complement to traditional project management practices. A step-by-step approach leads readers through the preparation for strategic management, the internal and external issues that must be addressed, and the steps required for implementing strategic management plans. Each chapter in the book reinforces these steps through the use of case studies that place the reader in a senior position within regional, national, and international engineering and construction organizations. Bridging the gap between business and engineering textbooks and reference books, Strategic Corporate Management brings the concepts of strategic management frequently discussed by business professionals to the specifics of the civil engineering industry.Applicable to both students and professionals, the book provides individuals with the first steps required to compete effectively in the changing global marketplace for engineering and construction services. The text will have a website at The site will contain a description, table of contents, discussion forum for educators to discuss cases, and information from the course in which the text was more

Product details

  • Hardback | 416 pages
  • 190.5 x 228.6 x 25.4mm | 793.8g
  • Oxford University Press Inc
  • New York, United States
  • English
  • New.
  • numerous line illustrations
  • 0195124677
  • 9780195124675

Review quote

"Strategic corporate management for engineering bridges the gap between business and engineering textbooks and reference books". Engineering Designer, November/December more

Table of contents

PREFACE ; THE PROJECT MANAGEMENT TRADITION: CREATING A KNOWLEDGE GAP ; STRATEGIC MANAGEMENT: BREAKING THE TRADITION ; BRIDGING THE GAP: A NEW APPROACH ; THE CHAPTER LAYOUT ; Part I: Preparing for the Strategic Management Task ; Part II: Strategic Planning: Internal Corporate Issues ; Part III: Strategic Planning: External Corporte Issues ; A NOTE TO THE CORPORATE READER ; A NOTE TO THE STUDENT READER ; ACKNOWLEDGMENTS ; TABLE OF CONTENTS ; LIST OF FIGURES ; PART I: PREPARING FOR STRATEGIC MANAGEMENT ; 1. STRATEGIC MANAGEMENT: A BACKGROUND ; THE STRATEGIC MANAGEMENT HISTORY ; The Timeline ; Military Origins ; 18th Century Craft Society ; Industrialization and the Early 20th Century ; Post-War Management ; Modern Managaement Foundation ; 21st Century Strategy ; DISCUSSION QUESTIONS ; 2. THE STRATEGIC MANAGEMENT FOUNDATION ; THE CONTEXT OF EMERGING ISSUES ; Knowledge Workers ; New Markets and New Competition ; Information Revolution ; Economic Opportunities ; THE PROJECT MANAGEMENT TRADITION ; The Existence of the Project Management Tradition ; The Management Knowledge Gap Impact ; Education Impact ; Continuing Education Impact ; CIVIL ENGINEERING KNOWLEDGE REQUIREMENTS ; The Strategic Knowledge Requirements ; Leadership ; Markets ; Technology ; Economics ; STRATEGY - THE DEFINITIONAL BASIS ; Strategy Defined ; Strategy Managemetn - An Environment for Strategy ; Strategy Planning - The Implementation Side of Strategy ; The Strategic Plan - Putting it All Together ; THE QUESTION-ANSWER METHODOLOGY ; Objectives, Development, and Context ; Development ; Precautions ; TAKING THE NEXT STEP ; DISCUSSION QUESTIONS ; PART II: INTERNAL STRATEGIC MANAGEMENT ISSUES ; 3. THE FIRST STEPS: VISIONS, MISSIONS, AND GOALS ; THE ORGANIZATION VISION ; Organization Beliefs ; Identifying Organization Beliefs ; Organization Purpose ; Specifying the Organization Purpose ; Long-Term Goal ; Comprehensive Statement ; THE MISSION STATEMENT ; Creating the Mission Statement ; Target Group ; The Mission Emphasis ; Mission Implementation ; Mission Timing ; Putting it Together ; THE ORGANIZATION GOALS ; Goals as Objectives and Milestones ; Ownership of Goals ; Integration of Goals ; Demonstrate Commitment to the Goals ; Goal ; Change in Goals Over Time ; LEADERSHIP IN STRATEGIC MANAGEMENT ; Leadership as Caretaker ; Caretaker Responsibility ; DISCUSSION QUESTIONS ; CASE STUDY - VISION, MISSION, AND GOALS IN BUSINESS CREATION ; 4. CORE COMPETENCIES OF THE CIVIL ENGINEERING FIRM ; EXAMINING CORE COMPETENCIES ; Relationship to Civil Engineering ; Learning From Outside Examples ; Honda ; Hewlett Packard ; Lessons Learned ; THE NEED FOR CORE COMPETENCIES ; How Core Competencies Diverge From Current Business Practice ; Reevaluation of Business Practices ; The Difficulty in Civil Engineering ; Creating a Business Foundation ; Setting a Course for Long-Term Expansion ; IDENTIFYING CORE COMPETENCIES ; Individual Competencies ; Organization Competencies ; Leveraging Core Competencies ; Building on Individual Competencies ; Leveraging Organizational Competencies ; TAKING THE NEXT STEP ; DISCUSSION QUESTIONS ; CASE STUDY ; SHIFTING CORE COMPETENCIES ; 5. KNOWLEDGE AND INFORMATION RESOURCES ; THE CHANGING RESOURCES OF ORGANIZATIONS ; KNOWLEDGE WORKERS AS AN ORGANIZATION INVESTMENT ; Costs of Employee Mobility ; Leveraging Global Knowledge Perspectives ; TECHNOLOGY RESOURCES: ENHANCING KNOWLEDGE EXCHANGE ; The Technology Catalysts ; Internal ; External ; A NEW ROLE ; THE STRATEGIC TRANSITION ; Technology Needs Assessment ; The Technology Pursuit ; Evaluating Needs - Not Marketing Hype ; A Technology Integration Checkpoint ; ESTABLISHING A TECHNOLOGY INTEGRATION STRATEGY ; Concentric Circle Integration ; TECHNOLOGY REQUIREMENTS TO SUPPORT NEW BUSINESS VENTURES ; DISCUSSION QUESTIONS ; CASE STUDY - KNOWLEDGE RESOURCES FOR MARKET COMPETITION ; 6. ORGANIZATION AND EDUCATION ; WHY EDUCATION AS A FOCUS ; Bridging the Management Knowledge Gap ; Enhancing Career Advancement Opportunities ; Enhancing Personal and Professional Development ; Ensuring Competency in Discipline Fields ; WHAT TO STUDY ; Discipline Advances ; Management Advances ; Professional Development ; Strategic Management ; HOW TO EDUCATE ; Formal Education Opportunities ; University Programs ; Private Education Providers ; Corporate Universities ; Informal Education Opportunities ; Self-Study Books ; Internet-Based Education ; THE COMMON ISSUE - DISSEMINATION ; ORGANIZATION EDUCATION EXAMPLES ; Arthur D. Little School of Management ; US Army Corps of Engineers ; Lessons Learned ; JUSTIFYING EDUCATION COSTS ; Strategic Objectives Approach ; Knowledge of Emerging Issues ; Minimization of Knowledge Gaps ; Preparation for Employee Replacement ; Opportunity Costs ; SUMMARY ; NEXT STEPS ; DISCUSSION QUESTIONS ; CASE STUDY - INTEGRATING EDUCATION INTO THE ORGANIZATION ENVIRONMENT ; PART III: EXTERNAL MANAGEMENT ISSUES ; 7. FISCAL MANAGEMENT: PUTTING A FOCUS ON LONG-TERM BOTTOM-LINES ; THE THREE PERSPECTIVES OF FINANCIAL NUMBERS ; PROJECT-BASED FINANCES - A PROJECT PERSPECTIVE ; Private Funding ; Public Funding ; ORGANIZATION FINANCES - AN INTERNAL PERSPECTIVE ; Balance Sheets ; The Components ; Income Statements ; Components ; Budgets ; INDUSTRY AND REGIONAL ECONOMICS - AN EXTERNAL PERSPECTIVE ; Economic Forecasting ; Time-Series Charts - A First Model Approach ; Leading Economic Indicators - Compiled Statistics ; Econometric Models ; THE STRATEGIC APPLICATION OF FINANCE ; Finance as a Basis for Selecting Customers ; Selecting Financially Sound Companies ; Finance as a Basis for Partnerships and Alliances ; Management Team ; ECONOMIC FORECASTING: SURVIVING ECONOMIC ROLLER COASTERS ; Anticipating Trends: Breaking the Reactive Management Tradition ; RETURN ON MANAGEMENT: AN EMERGING FINANCIAL CONCEPT FOR CIVIL ENGINEERING ; SUMMARY ; NEXT STEPS ; DISCUSSION QUESTIONS ; CASE STUDY - SHORT-TERM VS. LONG-TERM FINANCIALS ; 8. EVALUATING MARKET OPPORTUNITIES ; WHY MARKET ANALYSIS AND EXPANSION ; Expansion Needs by the Numbers ; Strategic Differentiation ; Client-Based Expectations ; Summary ; REACTIVE VS. PROACTIVE MARKET RESPONSES ; Traditional Market Outlook: Reacting to Current Industry Forces ; Competitors ; Customers ; New Entrants ; Substitutes ; Creating a Strong Foundation: Setting the Market Direction ; Competitors: Differentiation Rather Than Competition ; Customers: Anticipated Rather Than Reactive Needs ; New Entrants: Block Rather Than React ; Substitutes: Value Added ; DETERMINING MARKET OPPORTUNITIES ; Private Clients: Opportunities by Growth and Expansion ; Opportunities Related to the Balance Sheet ; Opportunities Related to Economics ; Opportunities Related to Management Interests ; Public Clients: Opportunities By The Numbers ; Census Data ; Budgetary Numbers ; THE INTERNATIONAL MARKET ; RISK ANALYSIS: THE FINAL STEP IN MARKET EXPANSION ; Risk Profile ; Risk Perspectives ; Objectives Analysis ; Boundary Analysis ; Probability of Return ; Economic Analysis ; Summary ; A SUMMARY CHECKPOINT ; NEXT STEPS ; DISCUSSION QUESTIONS ; CASE STUDY - EXPANDING BEYOND AN ESTABLISHED MARKET ; 9. COMPETITION: BATTLE IN THE CIVIL ENGINEERING ARENA ; PUTTING COMPETITION INTO A STRATEGIC ADVANTAGE PERSPECTIVE ; Knowing Your Position ; Knowing the Competitor's Position ; Analyzing the Competition ; Competitive Perspectives ; Competition from a Market Leader's Perspective ; Building On Core Competncies ; Investing in the Future ; Developing a Corporate Perspective ; Summary ; Competition from a Market Challenger's Perspective ; Evaluating Market Opportunities ; Changing Strength into Weakness ; Investment as a Tool for Opportunity ; Summary ; REMEMBERING THE PERSONAL RELATIONSHIP ; PUTTING THE BATTLE PLAN IN PLACE: TECHNOLOGICAL MARKETING IN THE 21ST CENTURY ; The Internet as Delivery ; The Presentation Components: The Marketing Forces ; The Introduction ; Company Background ; Objectives ; Project History ; The Personnel ; Real-Time Communication ; SUMMARY ; DISCUSSION QUESTIONS ; CASE STUDY - BATTLING THE HOME FIELD ADVANTAGE ; 10. PUTTING STRATEGIC MANAGEMENT INTO ACTION ; REFERENCES ; INDEXshow more

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