Chapter 1: The Environment in which Technical People Work (Wilhelm Nel)
1.1 The engineer, technologist and scientist defined
1.2 The role of engineers in society
1.3 Engineering skills and knowledge
1.4 Engineers as (project) managers, executives and supervisors
1.5 The organisational and other life cycles
1.6 Characteristics of the environment in which engineers work
1.7 Conclusion
1.8 The way forward
Chapter 2: Principles of General Management (Jannie Lourens)
2.1 Management
2.2 T he planning function
2.3 T he organising function
2.4 T he controlling function
2.5 Leadership
2.6 Empowerment and self-managing work teams
2.7 Application of general management principles when managing projects
Chapter 3: Human Resource Management (Marius Meyer)
3.1 Introduction
3.2 Human resource planning
3.3 Recruitment
3.4 Selection
3.5 Training and development
3.6 Performance management
3.7 Conclusion
Chapter 4: The Impact of Employment Relations and Labour Legislation on an Organisation
(Ahmed Cachalia)
4.1 Introduction
4.2 R ole-players in employment relations
4.3 The contract of employment and the Basic Conditions of Employment Act
4.4 The grievance procedure
4.5 Discipline management
4.6 The Commission for Conciliation Mediation and Arbitration (CCMA), Labour Court and Labour Appeal Court
4.7 Strikes and lock-outs
4.8 Other important aspects of the Labour Relations Act
4.9 Other important labour legislation that governs and protects the employment relationship
4.10 Conclusion
Chapter 5: Managing People and Teams (Marius Meyer)
5.1 Introduction
5.2 Human relations
5.3 Guidelines for sound human relations
5.4 Conflict
5.5 Teamwork
5.6 Diversity management
5.7 Conclusion
Chapter 6: Engineering Contracts and Law (Marumo Lekoto)
6.1 Introduction
6.2 Obligations, the concepts of contract and requirements for validity
6.3 Performance, personal rights, creditors and debtors
6.4 Agreement
6.5 Circumstances affecting consensus
6.6 Contractual capacity
6.7 Formalities
6.8 Performance must be objectively possible
6.9 The conclusion of the contract, its performance and its object must be lawful
6.10 The parties to a contract, parties commonly associated with engineering and construction contracts
6.11 Terms of a contract
6.12 Interpretation of contracts
6.13 Breach of contract
6.14 Remedies for breach of contract
6.15 The transfer and termination of obligations arising from a contract
6.16 Differentiating between the contract for the letting and hiring of work, and the contract
for the letting and hiring of services
Chapter 7: Operations Management (David Kruger)
7.1 Introduction
7.2 The transformation process
7.3 Manufacturing versus service industries
7.4 Operations design
7.5 Capacity planning
7.6 Flexible manufacturing systems
7.7 Just-in-time (JIT)
7.8 Inventory management
7.9 Productivity improvement
Chapter 8: Total Quality Management (Winton Myers)
8.1 Introduction
8.2 Case study: Granite Rock Company
8.3 The voice of the customer
8.4 Employeesf involvement in quality improvement
8.5 Continuously strive for zero defect
8.6 Design and build quality into the product
8.7 Focus on the process
8.8 Suppliers are partners in quality
8.9 Quality is free
8.10 The ISO quality system standards
Chapter 9: An Introduction to Safety Management (Carl Marx)
9.1 Introduction
9.2 Theory and concepts
9.3 Safety and the law
9.4 Ethics
9.5 System safety
9.6 Safety audits
9.7 Risk assessment
9.8 Accident investigations
9.9 Accident statistics
9.10 Conclusion
Chapter 10: Maintenance Management (Krige Visser)
10.1 Introduction
10.2 Models in maintenance
10.3 Maintenance planning
10.4 Organising the maintenance resources
10.5 Controlling maintenance performance
10.6 Maintenance approaches and strategies
Chapter 11: Marketing and Diffusion of Innovation (Wilhelm Nel)
11.1 Introduction
11.2 The role of marketing
11.3 The role of technical people in the marketing process
11.4 Customer satisfaction and profitable customer relationships
11.5 Marketing principles
11.6 Product life cycles
11.7 Marketing new products
11.8 The consumer decision-making process
11.9 Conclusion
Chapter 12: The Engineer, User of Information and Communication Systems (Wilhelm Nel)
12.1 Introduction
12.2 Data, information and knowledge
12.3 Information needs and responsibilities
12.4 Information systems
12.5 Uses, advantages and disadvantages of information systems
12.6 IT in design and product development
12.7 IT in production and manufacturing
12.8 I CT in engineering management
12.9 E-business
12.10 Conclusion
Chapter 13: Principles of Project Management (Ad Sparrius)
13.1 Introduction
13.2 What is a project?
13.3 Project stakeholders
13.4 The project life cycle
13.5 Integrative management
13.6 The work breakdown structure as a consolidated management framework
13.7 Project time management
Chapter 14: Introduction to Accounting, Economics, Financial Management and Budgeting
(Wilhelm Nel)
14.1 Introduction
14.2 Macroeconomics and microeconomics
14.3 Valuation and wealth creation
14.4 Utilising resources
14.5 What goods and how many should be produced?
14.6 The difference between management accounting and financial accounting
14.7 Financial statements
14.8 Profit and cash flow
14.9 Budgeting
Chapter 15: Cost Estimating, Cost Engineering and Cost Management (Wilhelm Nel)
15.1 Introduction
15.2 The nature of costs
15.3 Cost-volume-profit (CVP) analysis
15.4 Cost estimating and cost evaluation
15.5 Capital cost estimating methods
15.6 Learning curves and (labour) cost estimating
15.7 Pricing
Chapter 16: Time Value of Money and Project Selection (Wilhelm Nel)
16.1 Introduction
16.2 Interest and the time value of money concept
16.3 Project selection
16.4 The selection of new product development projects
Chapter 17: Business and Technology Strategy (Jannie Lourens)
17.1 The role of the scientist, technologist or engineer in strategic management
17.2 What is strategic management?
17.3 Strategy
17.4 Strategic management
17.5 Strategic planning and strategic thinking
17.6 Strategic planning model
Chapter 18: Managing Technology and Innovation (Wilhelm Nel)
18.1 Introduction and the role of innovation
18.2 Defining technology management
18.3 How technologies and industries evolve
18.4 Technology strategy
18.5 The innovative organisation
18.6 Developing new products
18.7 Managing knowledge and intellectual property
Chapter 19: An Overview of Environmental Management and Sustainable Development
Concepts for Management Practices (Alan Brent)
19.1 Introduction
19.2 Sustainability concerns and the move towards Sustainable Development
19.3 Sustainable Development and its influence on business and industry
19.4 Changes in business practices towards meeting the sustainability challenge
19.5 The importance of ISO 14000 and EMS standards for normal management practices
19.6 Environmental auditing
19.7 Environmental accounting
19.8 Environmental risk assessment
19.9 Life cycle assessment
19.10 Life cycle engineering
19.11 EIA as the only mandatory tool under environmental legislation
19.12 Corporation and sector technology strategies to address current and future sustainability challenges
19.13 Funding opportunities for sustainability-orientated technologies
Chapter 20: Entrepreneurship (Jopie Coetzee)
20.1 Introduction
20.2 What is an entrepreneur?
20.3 New business opportunities
20.4 Forms of business ownership and modalities of start-up
20.5 Legal considerations for a new venture
20.6 Source of finance
20.7 T he business plan
20.8 Starting up a new business venture
20.9 The business network in South Africa
Chapter 21: Ethics for Engineering Professionals (Martin Prozesky)
21.1 Introduction
21.2 Ethics for multicultural societies and workplaces
21.3 Why be ethical?
21.4 Workplace ethics
21.5 Professional ethics for engineers and others who work with them
21.6 Ethics in engineering
21.7 Skills for handling dilemmas
Index