The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
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Page 203
... firm and pays off the creditors proportionately . The bankrupt firm is relieved of its indebtedness and may start over again . The firm is not relieved of certain obligations which are not normal business debts , such as claims for ...
... firm and pays off the creditors proportionately . The bankrupt firm is relieved of its indebtedness and may start over again . The firm is not relieved of certain obligations which are not normal business debts , such as claims for ...
Page 204
... firm from the open market in this situation : It may be refused credit ( depending on how widespread is the knowledge of the firm's position ) , and failure to buy from dealer or subcontractor who is already a creditor may cause that ...
... firm from the open market in this situation : It may be refused credit ( depending on how widespread is the knowledge of the firm's position ) , and failure to buy from dealer or subcontractor who is already a creditor may cause that ...
Page 275
... firm which buys an open - shop firm is much less likely to have trouble . The contractor planning such an operation should be informed on such matters . It is desirable that the firm establishing the new open - shop operation should ...
... firm which buys an open - shop firm is much less likely to have trouble . The contractor planning such an operation should be informed on such matters . It is desirable that the firm establishing the new open - shop operation should ...
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Common terms and phrases
accept accounting actual agreed agreement allow amount appeal apply approval arbitration architect assume authority bidder bills bond building calculated cash cause charged claim clause complete considered construction contract contractor copy cost court damages decision delay detailed determine direct Documents drawings employees engineer equipment error estimate example Figure firm foreman furnish give important invoices labor less loss materials methods necessary needed obtain operations organization owner paid particular party payment payroll percent performance person plans possible practice preparation profit project manager purchase purchase order reason received records reference refuse reports responsible result schedule separate sheet shown specifications standard subcontractor superintendent tion trade union unit unless usually workers writing written