《高校專業英語系列教材:國際工程承包和管理實務英語》讓學生學習國際工程承包管理中英語語言素材，接觸國際工程管理方面的第一手語料，能夠掌握國際工程承包管理的基本常識，熟悉國際工程英語的基本特點及語言運用的範式，從而在進入工程管理及相關行業的時候，能夠儘快進入角色，發揮專業所長。
基本介紹
- 書名：高校專業英語系列教材:國際工程承包和管理實務英語
- 出版社：西南交通大學出版社
- 頁數：213頁
- 開本：16
- 作者：戴若愚
- 出版日期：2009年12月1日
- 語種：簡體中文
- 定價：28.50
圖書目錄,文摘,
圖書目錄
Chapter1 Introduction
1.1 International Construction Market，Opportunities and Risks
1.2 Project Delivery Process in International Construction
1.3 Communication，a Priority
Chapter 2 Chinese International Contractors
2.1 General
2.2 Chinese Government's Economic and Technical Aid before 1979
2.3 Emergence of Chinese International Construction Enterprises
2.4 Development of Multinational Enterprises
2.5 Categories of Contracts won By Chinese International Contractors
2.6 Major Problems and Dilemma
Chapter 3 Cross—Culture Communication in International Construction Engineering
3.1 Cross—culture Communication，Basic Concepts
3.2 Culture Shock &；amp； Adjustment/Adaptation
3.3 Cross—culture Communication Problems with Chinese Expatriates
Chapter 4 Tendering Methods and Procedure
4.1 Selection and Qualification of Contractors before/at Tendering
4.2 Tender Documents
4.3 Evaluation of Tenders and Award of Contract
4.4 Marketing Activities in Pricing Tender
Chapter 5 Types and Forms of Contract
5.1 Essential of a Valid Construction Contract
5.2 Types and Forms of Contract
5.3 FIDIC Conditions of Contract
Chapter 6 Parties to the Contract
6.1 The Employer
6.2 The Contractor
6.3 The Engineer
Chapter 7 Insurance，Bonds，and Guarantees
7.1 Insurance
7.2 Bonds &；amp； Guarantees
Chapter 8 Claims
8.1 Types of Claim
8.2 Causes of Claim
8.3 Preparation of Claim
8.4 FIDIC，Contractor's Claim
Chapter 9 Conflicts，Resolutions，and Arbitration
9.1 Conflicts and Disputes in Construction Projects
9.2 Resolution of Disputes
9.3 Nature and Procedure of Arbitration
Chapter 10 Communication in Writing on Construction Site
10.1 Project Correspondences
10.2 Minutes of Meetings（Decision Memoranda）
10.3 Project Reports
Answers to the Exercises
Bibliograghy
1.1 International Construction Market，Opportunities and Risks
1.2 Project Delivery Process in International Construction
1.3 Communication，a Priority
Chapter 2 Chinese International Contractors
2.1 General
2.2 Chinese Government's Economic and Technical Aid before 1979
2.3 Emergence of Chinese International Construction Enterprises
2.4 Development of Multinational Enterprises
2.5 Categories of Contracts won By Chinese International Contractors
2.6 Major Problems and Dilemma
Chapter 3 Cross—Culture Communication in International Construction Engineering
3.1 Cross—culture Communication，Basic Concepts
3.2 Culture Shock &；amp； Adjustment/Adaptation
3.3 Cross—culture Communication Problems with Chinese Expatriates
Chapter 4 Tendering Methods and Procedure
4.1 Selection and Qualification of Contractors before/at Tendering
4.2 Tender Documents
4.3 Evaluation of Tenders and Award of Contract
4.4 Marketing Activities in Pricing Tender
Chapter 5 Types and Forms of Contract
5.1 Essential of a Valid Construction Contract
5.2 Types and Forms of Contract
5.3 FIDIC Conditions of Contract
Chapter 6 Parties to the Contract
6.1 The Employer
6.2 The Contractor
6.3 The Engineer
Chapter 7 Insurance，Bonds，and Guarantees
7.1 Insurance
7.2 Bonds &；amp； Guarantees
Chapter 8 Claims
8.1 Types of Claim
8.2 Causes of Claim
8.3 Preparation of Claim
8.4 FIDIC，Contractor's Claim
Chapter 9 Conflicts，Resolutions，and Arbitration
9.1 Conflicts and Disputes in Construction Projects
9.2 Resolution of Disputes
9.3 Nature and Procedure of Arbitration
Chapter 10 Communication in Writing on Construction Site
10.1 Project Correspondences
10.2 Minutes of Meetings（Decision Memoranda）
10.3 Project Reports
Answers to the Exercises
Bibliograghy
文摘
著作權頁：
The local branch office may contract the project wholly or partially to a project team'who is from the same enterprise.Altematively,the head office may directly contract the project to a project team with a percentage for overhead charges.Subcontracting,on the other hand,is to contract the project to other companies at a percentage for overhead charges.These companies may be Chinese,local,or from other countries.In both cases,the head office will maintain overall control of the project performance and provide the necessary assistance to the project team such as the working capital,major equipment allocation,etc.
6 Major Problems and Dilemma
Different from other international construction firms,the first track record the Chinese counterparts presented to the local market was the economic-aid projects they executed,most of which left very deep impression upon the local people thus greased the entry for the Chinese firms.Instead of thorough investigations and evaluations of the markets and the strengthes of the firms themselves,the entries into the local markets were more like a continuation of the economic-aid projects,empirical not so rational.Many factors were neglected when they decided to participate in an internationai competitive bid,and the general patterns of behavior in market competition formulated and developed this way are more or less represented by the following:low tender price,and high expectation on recovery/profit from claim;low site management level,and high reliance on site staffs self-motivated performance;negligence of contract details,and randomness in the variation of clauses of the contract,all of wluch are detrimental to the implementation as proved by later execution of construction projects.As the norm/pattern persisted,Chinese firms suffered more and more losses in contrast with the big number of projects obtained.Many episodes of project termination by the employers were heard,and many Chinese contractors Withdrew from international market and diminished.
The local branch office may contract the project wholly or partially to a project team'who is from the same enterprise.Altematively,the head office may directly contract the project to a project team with a percentage for overhead charges.Subcontracting,on the other hand,is to contract the project to other companies at a percentage for overhead charges.These companies may be Chinese,local,or from other countries.In both cases,the head office will maintain overall control of the project performance and provide the necessary assistance to the project team such as the working capital,major equipment allocation,etc.
6 Major Problems and Dilemma
Different from other international construction firms,the first track record the Chinese counterparts presented to the local market was the economic-aid projects they executed,most of which left very deep impression upon the local people thus greased the entry for the Chinese firms.Instead of thorough investigations and evaluations of the markets and the strengthes of the firms themselves,the entries into the local markets were more like a continuation of the economic-aid projects,empirical not so rational.Many factors were neglected when they decided to participate in an internationai competitive bid,and the general patterns of behavior in market competition formulated and developed this way are more or less represented by the following:low tender price,and high expectation on recovery/profit from claim;low site management level,and high reliance on site staffs self-motivated performance;negligence of contract details,and randomness in the variation of clauses of the contract,all of wluch are detrimental to the implementation as proved by later execution of construction projects.As the norm/pattern persisted,Chinese firms suffered more and more losses in contrast with the big number of projects obtained.Many episodes of project termination by the employers were heard,and many Chinese contractors Withdrew from international market and diminished.
