The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
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Page 50
... construction . The accounting system is then tailored for the other departments or branches . Manufacturing and engineering firms seldom have adequate cost control on their construction . For this reason they usually prefer to have ...
... construction . The accounting system is then tailored for the other departments or branches . Manufacturing and engineering firms seldom have adequate cost control on their construction . For this reason they usually prefer to have ...
Page 126
... construction cases , and in most instances , it was immediately evident that one of the two attorneys had no case , either because the facts were not to his liking or because the attorney was not informed . From the cases on the record ...
... construction cases , and in most instances , it was immediately evident that one of the two attorneys had no case , either because the facts were not to his liking or because the attorney was not informed . From the cases on the record ...
Page 309
... Construction Handbook a more formal background of knowledge exists to draw from . This management handbook is useful for added readings in construction management courses . For the contractor , it is useful as a reference for matters on ...
... Construction Handbook a more formal background of knowledge exists to draw from . This management handbook is useful for added readings in construction management courses . For the contractor , it is useful as a reference for matters on ...
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accept agreement American Arbitration Association amount approval arbitration architect attorney authority bid shopping bills bond building calculated cash charged claim clause complete concrete Contract Documents contractor copy cost account cost control cost reports cost-plus court decision delay delivery detailed determine drawings electrical employees engineer equipment error estimate example Figure firm foreman furnish give hire home office invoices job cost job superintendent labor cost liability liquidated damages low bid low bidder machine markup materials ment methods needed obliged obtain operations organization overhead owner paid party payment payroll percent percentage performance bond person personnel plans profit project manager purchase order reason received refuse responsible schedule separate sheet shop drawings specifications sub's subcontractor supervised suppliers surety surety bond tion trade union unit prices usually vendor workers