{"id":78891,"date":"2024-10-17T18:26:50","date_gmt":"2024-10-17T18:26:50","guid":{"rendered":"https:\/\/pdfstandards.shop\/product\/uncategorized\/asce-9780784404898-2000\/"},"modified":"2024-10-24T19:38:27","modified_gmt":"2024-10-24T19:38:27","slug":"asce-9780784404898-2000","status":"publish","type":"product","link":"https:\/\/pdfstandards.shop\/product\/publishers\/asce\/asce-9780784404898-2000\/","title":{"rendered":"ASCE 9780784404898 2000"},"content":{"rendered":"

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PDF Pages<\/th>\nPDF Title<\/th>\n<\/tr>\n
6<\/td>\nContents <\/td>\n<\/tr>\n
16<\/td>\nPreface to the Second Edition <\/td>\n<\/tr>\n
20<\/td>\nPreface to the First Edition <\/td>\n<\/tr>\n
24<\/td>\nList of Abbreviations <\/td>\n<\/tr>\n
28<\/td>\nChapter 1: Introduction
Definitions of Engineering <\/td>\n<\/tr>\n
31<\/td>\nDefinitions of Management
Similarity of Engineering and Management <\/td>\n<\/tr>\n
32<\/td>\nDefinition of Engineering Management
Steps of Engineering Management
Leadership, Management, and Production: Deciding, Directing, and Doing <\/td>\n<\/tr>\n
34<\/td>\nLeadership Management and Production Defined
The Traditional Pyramidal Segregated Organizational Model <\/td>\n<\/tr>\n
39<\/td>\nThe Shared Responsibility Organizational Model
The Focus of This Book: Management <\/td>\n<\/tr>\n
41<\/td>\nThe Engineer as Builder <\/td>\n<\/tr>\n
42<\/td>\nCommon Sense and Common Practice <\/td>\n<\/tr>\n
43<\/td>\nExercises <\/td>\n<\/tr>\n
52<\/td>\nChapter 2: Management of Self
The New Work Environment: Culture Shock?
No Partial Credit <\/td>\n<\/tr>\n
54<\/td>\nLittle Tolerance for Tardiness
Assignments Are Not Graded
Schedules Are More Complicated
Higher Grooming and Dress Expectations <\/td>\n<\/tr>\n
55<\/td>\nTeamwork Is Standard Operating Procedure
Expect and Embrace Change
Employment or Graduate School? <\/td>\n<\/tr>\n
57<\/td>\nFull-Time Graduate Study
Full-Time Employment <\/td>\n<\/tr>\n
58<\/td>\nLearn From Potential Employers
Time Management
Time Is a Resource <\/td>\n<\/tr>\n
59<\/td>\nRoles, Goals and Then, and only Then, Time Management
Time Management: The Great Equalizer <\/td>\n<\/tr>\n
60<\/td>\nTime Management Tips <\/td>\n<\/tr>\n
72<\/td>\nA Time Management System
Key Ideas About Management
The First Few Months: Make or Break Time
Recognize and Draw on Generic Qualities and Characteristics <\/td>\n<\/tr>\n
74<\/td>\nNever Compromise Personal Reputation <\/td>\n<\/tr>\n
75<\/td>\nLearn and Respect Administrative Procedures and Structure
Do All Assignments Well in Accordance with Expectations <\/td>\n<\/tr>\n
76<\/td>\nGet Things Done
Trim Your Hedges <\/td>\n<\/tr>\n
77<\/td>\nKeep Your Supervisor Informed
Speak Up
Dress Appropriately <\/td>\n<\/tr>\n
78<\/td>\nSeek Opportunities To Develop Communication Skills <\/td>\n<\/tr>\n
80<\/td>\nSeize Opportunities for You and Your Organization
Choose To Be a Winner <\/td>\n<\/tr>\n
82<\/td>\nSumming It Up
Managing Personal Professional Assets: Building Individual Equity
Personal Professional Assets
Annual Accounting <\/td>\n<\/tr>\n
83<\/td>\nCareful Management of Personal Professional Equity
Continuing Education <\/td>\n<\/tr>\n
84<\/td>\nInvolvement in Professional Organizations: Taking and Giving <\/td>\n<\/tr>\n
86<\/td>\nLicensing
Licensing Process <\/td>\n<\/tr>\n
89<\/td>\nThoughts on Taking the Fundamentals Examination While in Engineering School
Comity <\/td>\n<\/tr>\n
90<\/td>\nLicense Renewal
Exercises <\/td>\n<\/tr>\n
92<\/td>\nChapter 3: Communicating To Make Things Happen <\/td>\n<\/tr>\n
95<\/td>\nListening <\/td>\n<\/tr>\n
96<\/td>\nBe Attentive
Verify Understanding <\/td>\n<\/tr>\n
98<\/td>\nUse What Is Learned
Three Distinctions Between Writing and Speaking
Single-Channel vs. Multi-Channel
One-Directional vs. Two-Directional <\/td>\n<\/tr>\n
100<\/td>\nConveying vs. Convincing
Report Writing Tips: A Chance To Shine
Define and Write to Likely Audience or Audiences <\/td>\n<\/tr>\n
101<\/td>\nAsk About Written Report-Writing Guidelines and Standards <\/td>\n<\/tr>\n
103<\/td>\nStart Writing on Day 1
Outline and Incubate <\/td>\n<\/tr>\n
104<\/td>\nRetain Some of the Outline in the Report
Write “Easy” Parts First
Write in Third Person <\/td>\n<\/tr>\n
105<\/td>\nEmploy a Gender-Neutral Style
Write in an Active, Direct Manner Rather Than a Passive, Indirect Manner
Use Rhetorical Techniques
Avoid Tin Ear <\/td>\n<\/tr>\n
106<\/td>\nAdopt a Flexible Format for Identifying Tables, Figures, and References
Use Lists <\/td>\n<\/tr>\n
107<\/td>\nDesign a Standard Base Map or Diagram
Use Format Writing <\/td>\n<\/tr>\n
108<\/td>\nEstablish Report Milestones
Produce an Attractive and Appealing Report
Cite All Sources <\/td>\n<\/tr>\n
109<\/td>\nRead One More Time
Concluding Thoughts
Speaking Tips: How To Make an Effective Presentation <\/td>\n<\/tr>\n
110<\/td>\nConquer Reluctance to Speak
Define the Audience and the Setting <\/td>\n<\/tr>\n
111<\/td>\nPrepare the Script
Prepare the Graphics <\/td>\n<\/tr>\n
113<\/td>\nPractice Out Loud <\/td>\n<\/tr>\n
115<\/td>\nArrange For and Verify Audio-Visual Equipment <\/td>\n<\/tr>\n
117<\/td>\nSuggest a Proper Introduction
Deliver the Speech <\/td>\n<\/tr>\n
118<\/td>\nPrompt Post-Speech Questions and Answers <\/td>\n<\/tr>\n
119<\/td>\nFollow-Up
Take Extra Care with International Audiences <\/td>\n<\/tr>\n
120<\/td>\nBody Language <\/td>\n<\/tr>\n
122<\/td>\nChapter 4: Management of Relationships with Others <\/td>\n<\/tr>\n
124<\/td>\nTypes of People <\/td>\n<\/tr>\n
125<\/td>\nMaslow’s Hierarchy of Needs <\/td>\n<\/tr>\n
126<\/td>\nTheories X and Y <\/td>\n<\/tr>\n
128<\/td>\nDefinitions
Perspective
Applications of Theory X and Theory Y Knowledge <\/td>\n<\/tr>\n
129<\/td>\nProbable Dominance of Theory Ys
Delegating <\/td>\n<\/tr>\n
130<\/td>\nReasons To Practice Effective Delegation
Reluctance To Delegate <\/td>\n<\/tr>\n
131<\/td>\nDelegation Isn’t Always Down <\/td>\n<\/tr>\n
132<\/td>\nDelegation Tips <\/td>\n<\/tr>\n
133<\/td>\nThree Possible Outcomes
Managing Meetings <\/td>\n<\/tr>\n
135<\/td>\nReasons To Meet
When Not To Call a Meeting <\/td>\n<\/tr>\n
136<\/td>\nA Dozen Tips for Successful Meetings <\/td>\n<\/tr>\n
141<\/td>\nDealing with Difficult People and Situations at Meetings <\/td>\n<\/tr>\n
143<\/td>\nMiscellaneous Thoughts
Appreciating and Working with Support Personnel <\/td>\n<\/tr>\n
144<\/td>\nEssential Members of the Organization
Challenges Unique to Working with Support Personnel <\/td>\n<\/tr>\n
146<\/td>\nTips for the Entry-Level Technical Professional <\/td>\n<\/tr>\n
148<\/td>\nSelecting Co-Workers and Managing Your Boss
Carefully Select Co-Workers and Your Boss
Seek a Mutually Beneficial Relationship <\/td>\n<\/tr>\n
150<\/td>\nAvoid Being a Yes Man\/Woman <\/td>\n<\/tr>\n
151<\/td>\nCaring Isn’t Coddling <\/td>\n<\/tr>\n
152<\/td>\nCoaching
Coaching Defined
Coaching Tips <\/td>\n<\/tr>\n
153<\/td>\nConcluding Thought
Team Playing <\/td>\n<\/tr>\n
154<\/td>\nEffective Conference Attendance
Learning About the Conference <\/td>\n<\/tr>\n
155<\/td>\nBefore the Conference <\/td>\n<\/tr>\n
156<\/td>\nAt the Conference <\/td>\n<\/tr>\n
159<\/td>\nAfter the Conference
Looking Ahead <\/td>\n<\/tr>\n
160<\/td>\nChapter 5: Project Management
Broad Definition of Project <\/td>\n<\/tr>\n
161<\/td>\nProject Management Defined <\/td>\n<\/tr>\n
162<\/td>\nAll Things Are Created Twice <\/td>\n<\/tr>\n
166<\/td>\nThe Centrality of Project Management <\/td>\n<\/tr>\n
169<\/td>\nRelevance of Project Management to the Entry-Level Technical Professional
Project Time and Task Management <\/td>\n<\/tr>\n
170<\/td>\nChronological List <\/td>\n<\/tr>\n
172<\/td>\nGantt (Bar) Chart
Critical Path Method <\/td>\n<\/tr>\n
183<\/td>\nReview of Earlier Questions <\/td>\n<\/tr>\n
184<\/td>\nKey Ideas
Project Management Software <\/td>\n<\/tr>\n
185<\/td>\nProject Plan
Project Team Kickoff Meeting <\/td>\n<\/tr>\n
186<\/td>\nClient Kickoff Meeting
Project Plan Format <\/td>\n<\/tr>\n
187<\/td>\nProject Plan Avoidance Syndrome
Project Monitoring and Control <\/td>\n<\/tr>\n
189<\/td>\nProject Post-Mortem
Client Input <\/td>\n<\/tr>\n
190<\/td>\nTeam Meeting
Closure: Common Sense and Self Discipline?
Exercises <\/td>\n<\/tr>\n
196<\/td>\nChapter 6: Total Quality Management <\/td>\n<\/tr>\n
197<\/td>\nQuality Defined
Quality as Opulence
Quality as Excellence or Superiority <\/td>\n<\/tr>\n
198<\/td>\nQuality as Meeting Requirements <\/td>\n<\/tr>\n
199<\/td>\nStakeholders <\/td>\n<\/tr>\n
200<\/td>\nTotal Quality Management Defined <\/td>\n<\/tr>\n
202<\/td>\nPrinciples of Total Quality Management <\/td>\n<\/tr>\n
205<\/td>\nComments on Some of Deming’s “14 Points for Management” <\/td>\n<\/tr>\n
207<\/td>\nTools and Techniques <\/td>\n<\/tr>\n
208<\/td>\nMetrics <\/td>\n<\/tr>\n
209<\/td>\nWritten Guidelines <\/td>\n<\/tr>\n
211<\/td>\nFlow Charting <\/td>\n<\/tr>\n
212<\/td>\nFishbone Diagrams
Pareto Analysis
Brainstorming Sessions <\/td>\n<\/tr>\n
215<\/td>\nStrength, Weaknesses, Opportunities, and Threats Process
Benchmarking <\/td>\n<\/tr>\n
217<\/td>\nPartnering <\/td>\n<\/tr>\n
219<\/td>\nStakeholder Input
Results of Total Quality Management <\/td>\n<\/tr>\n
220<\/td>\nMalcolm Baldrige National Quality Award
Closing Thoughts <\/td>\n<\/tr>\n
221<\/td>\nExercises <\/td>\n<\/tr>\n
222<\/td>\nChapter 7: Design
The Design Function <\/td>\n<\/tr>\n
224<\/td>\nInteraction
“Back-of-Envelope” Sketches and Calculations <\/td>\n<\/tr>\n
225<\/td>\nContrasting Planning and Design
Hard and Soft Results
The Disproportionate Impact of the Design Function <\/td>\n<\/tr>\n
227<\/td>\nDesign in Terms of Deliverables <\/td>\n<\/tr>\n
228<\/td>\nDrawings
Technical Specifications
Non-Technical Provisions <\/td>\n<\/tr>\n
232<\/td>\nDesign as Risky Business <\/td>\n<\/tr>\n
233<\/td>\nDesign as a Creative, Satisfying Process <\/td>\n<\/tr>\n
234<\/td>\nCreating a Creative Atmosphere
The Word “Engineer” and Creativity <\/td>\n<\/tr>\n
235<\/td>\nConcluding Statement <\/td>\n<\/tr>\n
236<\/td>\nChapter 8: Decision Economics <\/td>\n<\/tr>\n
238<\/td>\nBroad Applicability of Decision Economics Tools
Distinction Between Economic Analysis and Financial Analysis <\/td>\n<\/tr>\n
239<\/td>\nSteps in the Decision Economics Process
Step 1: Determine Physical and Economic Lives of Project Components <\/td>\n<\/tr>\n
242<\/td>\nStep 2: Diagram Revenue and Construction, Manufacturing, Replacement, and Operation and Maintenance Expenditures <\/td>\n<\/tr>\n
246<\/td>\nStep 3: Select Interest Rate <\/td>\n<\/tr>\n
247<\/td>\nStep 4: Put Costs and Benefits on a Comparable Basis and Calculate Benefit-Cost Ratio or at Least Cost
Step 5: Consider Intangible Benefits and Costs
Step 6: Recommend Best Alternative
Discounting Factors <\/td>\n<\/tr>\n
248<\/td>\nSingle-Payment Simple-Interest Factor <\/td>\n<\/tr>\n
250<\/td>\nSingle-Payment Compound- Amount Factor <\/td>\n<\/tr>\n
253<\/td>\nSingle-Payment Present-Worth Factor <\/td>\n<\/tr>\n
255<\/td>\nSeries Compound-Amount Factor <\/td>\n<\/tr>\n
258<\/td>\nSeries Sinking-Fund Factor
Series Present-Worth Factor <\/td>\n<\/tr>\n
261<\/td>\nCapital-Recovery Factor <\/td>\n<\/tr>\n
263<\/td>\nGradient-Series Present-Worth Factor <\/td>\n<\/tr>\n
267<\/td>\nSummary of Discounting Factors
Benefit-Cost Analysis
Alternatives with Variable Costs but Identical Benefits <\/td>\n<\/tr>\n
270<\/td>\nAlternatives with Variable Costs and Benefits <\/td>\n<\/tr>\n
273<\/td>\nAlternatives With Variable Costs and Benefits and with Significant Intangibles
Concluding Thoughts
Sensitivity of B\/C to Interest Rate <\/td>\n<\/tr>\n
283<\/td>\nThe Sensitivity of B\/C to Economic Life <\/td>\n<\/tr>\n
284<\/td>\nSensitivity of Costs to Load, Capacity, or Other Measures of Service <\/td>\n<\/tr>\n
286<\/td>\nAnalytic and Empirical Approach <\/td>\n<\/tr>\n
287<\/td>\nComputer Simulation Approach <\/td>\n<\/tr>\n
290<\/td>\nEmpirical Approach
Concluding Statement
Rate of Return or Return on Investment <\/td>\n<\/tr>\n
293<\/td>\nLife Cycle Analysis <\/td>\n<\/tr>\n
294<\/td>\nExercises <\/td>\n<\/tr>\n
304<\/td>\nChapter 9: The Organization of Organizations <\/td>\n<\/tr>\n
305<\/td>\nThe Concept of a Team <\/td>\n<\/tr>\n
307<\/td>\nLegal Forms of Business Ownership
Sole Proprietorship
Partnership <\/td>\n<\/tr>\n
308<\/td>\nCorporation
Organizational Structures <\/td>\n<\/tr>\n
309<\/td>\nFunctional Organizational Structure <\/td>\n<\/tr>\n
312<\/td>\nRegional Organizational Structure <\/td>\n<\/tr>\n
313<\/td>\nClient Organizational Structure <\/td>\n<\/tr>\n
315<\/td>\nMatrix Organizational Structure <\/td>\n<\/tr>\n
319<\/td>\nNeat on Paper, Messy in Practice <\/td>\n<\/tr>\n
320<\/td>\nTo Reorganize or not To Reorganize: That Is the Question
Single vs. Dual Ladder Advancement Systems <\/td>\n<\/tr>\n
327<\/td>\nVirtual Teams <\/td>\n<\/tr>\n
328<\/td>\nExercises <\/td>\n<\/tr>\n
332<\/td>\nChapter 10: Business Accounting Methods
Why Do Accounting? <\/td>\n<\/tr>\n
333<\/td>\nThe Balance Sheet: How Much Is It Worth?
Personal Balance Sheet <\/td>\n<\/tr>\n
335<\/td>\nBusiness Balance Sheet <\/td>\n<\/tr>\n
337<\/td>\nThe Income Statement \u2013 Introduction <\/td>\n<\/tr>\n
338<\/td>\nPersonal Income Statement
Business Income Statement <\/td>\n<\/tr>\n
342<\/td>\nRelationship Between the Balance Sheet and the Income Statement
Financial Ratios <\/td>\n<\/tr>\n
343<\/td>\nLiquidity Ratios
Leverage Ratio <\/td>\n<\/tr>\n
345<\/td>\nActivity Ratios
Profitability Ratios <\/td>\n<\/tr>\n
346<\/td>\nThe Impact of Time Utilization Rate and Expense Ratio on Profitability in the Consulting Business <\/td>\n<\/tr>\n
347<\/td>\nProfitability and the Determining Factors <\/td>\n<\/tr>\n
349<\/td>\nSensitivity Analyses <\/td>\n<\/tr>\n
352<\/td>\nThe Multiplier <\/td>\n<\/tr>\n
353<\/td>\nThe Income Statement as Part of the Business Plan for a Consulting Firm <\/td>\n<\/tr>\n
354<\/td>\nProject Overruns: Implications for Profitability and Personnel <\/td>\n<\/tr>\n
359<\/td>\nExercises <\/td>\n<\/tr>\n
362<\/td>\nChapter 11: Legal Framework
The Entry-Level Professional and Legal Considerations <\/td>\n<\/tr>\n
365<\/td>\nLegal Terminology
Changing Attitudes: Added Burden on the Technical Professional
Liability: Incurring It <\/td>\n<\/tr>\n
371<\/td>\nLiability: Examples of Failure and Lessons Learned
Collapse of Hotel Walkway <\/td>\n<\/tr>\n
373<\/td>\nCollapse of Supermarket Roof <\/td>\n<\/tr>\n
374<\/td>\nCollapse of Scoreboard
Collapse of Bridge Section During Construction <\/td>\n<\/tr>\n
375<\/td>\nOther Failures
Liability: Minimizing It
Insurance: Financial Protection <\/td>\n<\/tr>\n
376<\/td>\nPreventive Practices <\/td>\n<\/tr>\n
383<\/td>\nDanger Signals
Damage Control <\/td>\n<\/tr>\n
384<\/td>\nMaintaining Perspective on Liability Minimization <\/td>\n<\/tr>\n
385<\/td>\nExercises <\/td>\n<\/tr>\n
386<\/td>\nChapter 12: Ethics <\/td>\n<\/tr>\n
387<\/td>\nEnviable Reputation of Engineering and Allied Professions <\/td>\n<\/tr>\n
389<\/td>\nDefining Ethics
Teaching Ethics <\/td>\n<\/tr>\n
392<\/td>\nAcademia: A Corner on Ethics? <\/td>\n<\/tr>\n
393<\/td>\nLegal and Ethical Domain <\/td>\n<\/tr>\n
395<\/td>\nCodes of Ethics
Limited Power <\/td>\n<\/tr>\n
397<\/td>\nBureaucracy
Self-Serving
Difficulty Obtaining Consensus
Evolution <\/td>\n<\/tr>\n
398<\/td>\nConflicting Provisions
Codes of Ethics of Professional Societies
Engineering Societies <\/td>\n<\/tr>\n
399<\/td>\nNon-Engineering Societies <\/td>\n<\/tr>\n
400<\/td>\nCodes of Ethics of Other Professional Organizations
Business Codes of Ethics <\/td>\n<\/tr>\n
401<\/td>\nGovernment Codes of Ethics
Federal Government Executive Branch <\/td>\n<\/tr>\n
403<\/td>\nOther Federal Entities
State Government
Local Government <\/td>\n<\/tr>\n
404<\/td>\nApplying Codes of Ethics
Advice of Experienced Personnel <\/td>\n<\/tr>\n
405<\/td>\nA Nine-Step Process
A Systematic Group Process <\/td>\n<\/tr>\n
407<\/td>\nApplication of Moral Imagination <\/td>\n<\/tr>\n
408<\/td>\nLooking Ahead: Less Ethics or a Different Kind?
Three Possible Future Directions <\/td>\n<\/tr>\n
411<\/td>\nKey Ideas
Seeing Sermons <\/td>\n<\/tr>\n
412<\/td>\nExercises <\/td>\n<\/tr>\n
418<\/td>\nChapter 13: Role and Selection of Consultants <\/td>\n<\/tr>\n
419<\/td>\nWhy Retain a Consultant? <\/td>\n<\/tr>\n
421<\/td>\nCharacteristics of Successful Consultants <\/td>\n<\/tr>\n
422<\/td>\nConsultant Selection Process <\/td>\n<\/tr>\n
423<\/td>\nCost vs. Quality
Fee-Based Selection <\/td>\n<\/tr>\n
425<\/td>\nThe Ideal Selection Process <\/td>\n<\/tr>\n
428<\/td>\nNegative Consequences of Fee-Based Selection
Qualifications-Based Selection
Steps in the Selection Process <\/td>\n<\/tr>\n
434<\/td>\nWelcome Exceptions
Closing Thoughts on the Consultant Selection Process <\/td>\n<\/tr>\n
436<\/td>\nChapter 14: Marketing Technical Services <\/td>\n<\/tr>\n
437<\/td>\nThe Financial Motivation for Marketing Technical Services <\/td>\n<\/tr>\n
438<\/td>\nDefinitions of Marketing and Some Observations
Marketing Research and a Case Study <\/td>\n<\/tr>\n
442<\/td>\nResearch
Case Study <\/td>\n<\/tr>\n
445<\/td>\nConcluding Observations
Suggested Working Model for Planning and Implementing a Marketing Program <\/td>\n<\/tr>\n
448<\/td>\nTools and Techniques <\/td>\n<\/tr>\n
454<\/td>\nClosing Thoughts
Exercise <\/td>\n<\/tr>\n
456<\/td>\nChapter 15: The Future and You
The Changing World of Engineering and Other Technical Work <\/td>\n<\/tr>\n
457<\/td>\nWho Will be Available To Do Engineering and Other Technical Work?
Who Will the Future Engineers and Other Technical Professionals Serve? <\/td>\n<\/tr>\n
458<\/td>\nWhat Kinds of Needs Will 21[sup(st)] Century Engineers and Other Technical Professionals Fulfill?
How Will the Way Engineers and Other Technical Professionals Work Change? <\/td>\n<\/tr>\n
459<\/td>\nRecap of the Changing World of Technical Work
The Future\u2014Can You Spare a Paradigm? <\/td>\n<\/tr>\n
461<\/td>\nAnticipative and Reactive Modes
Definition of Paradigm
Examples of Paradigms <\/td>\n<\/tr>\n
463<\/td>\nSome Characteristics of Paradigms <\/td>\n<\/tr>\n
464<\/td>\nExamples of Paradigm Shifts <\/td>\n<\/tr>\n
467<\/td>\nSome Possible Future Paradigms <\/td>\n<\/tr>\n
468<\/td>\nIndividual and Organizational Implications
The Elements of Leadership <\/td>\n<\/tr>\n
469<\/td>\nHonesty and Integrity
The Vision and Mission: Preach, Teach, and Reach <\/td>\n<\/tr>\n
470<\/td>\nSet Goals, Establish Strategies and Tactics To Achieve Them, and Follow Through <\/td>\n<\/tr>\n
471<\/td>\nAlways a Student <\/td>\n<\/tr>\n
473<\/td>\nCourageous <\/td>\n<\/tr>\n
474<\/td>\nCalm in Crisis and Comfortable with Chaos <\/td>\n<\/tr>\n
475<\/td>\nCreative, Synergistic, Imaginative, Innovative <\/td>\n<\/tr>\n
478<\/td>\nReferences <\/td>\n<\/tr>\n
500<\/td>\nAppendix A: Special Features of Civil Engineering <\/td>\n<\/tr>\n
502<\/td>\nAppendix B: Ethics Ordinance for the City of Valparaiso, IN <\/td>\n<\/tr>\n
508<\/td>\nBibliography <\/td>\n<\/tr>\n
514<\/td>\nIndex
A
B <\/td>\n<\/tr>\n
515<\/td>\nC <\/td>\n<\/tr>\n
516<\/td>\nD
E <\/td>\n<\/tr>\n
517<\/td>\nF
G
H
I <\/td>\n<\/tr>\n
518<\/td>\nJ
K
L
M <\/td>\n<\/tr>\n
519<\/td>\nN
O
P <\/td>\n<\/tr>\n
520<\/td>\nQ
R <\/td>\n<\/tr>\n
521<\/td>\nS <\/td>\n<\/tr>\n
522<\/td>\nT
U
V <\/td>\n<\/tr>\n
523<\/td>\nW
X
Z <\/td>\n<\/tr>\n
524<\/td>\nAbout the Author <\/td>\n<\/tr>\n<\/table>\n","protected":false},"excerpt":{"rendered":"

Engineering Your Future<\/b><\/p>\n\n\n\n\n
Published By<\/td>\nPublication Date<\/td>\nNumber of Pages<\/td>\n<\/tr>\n
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