The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
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Page 29
... Superintendent Electrical Superintendent Foremen Foremen Foremen Foremen Journeymen Journeymen Journeymen Journeymen Figure 1-9 JOB ORGANIZATION CHART scheduling and subcontractors without consulting the superintendent , but these ...
... Superintendent Electrical Superintendent Foremen Foremen Foremen Foremen Journeymen Journeymen Journeymen Journeymen Figure 1-9 JOB ORGANIZATION CHART scheduling and subcontractors without consulting the superintendent , but these ...
Page 30
... superintendent's time , which reduces efficiency . Adequate records of purchases and subcontracts are seldom maintained by the job superintendent , so the field superintendent must return to the office for information . Too often , on ...
... superintendent's time , which reduces efficiency . Adequate records of purchases and subcontracts are seldom maintained by the job superintendent , so the field superintendent must return to the office for information . Too often , on ...
Page 239
... superintendent know of the payment . If discovered , it is not a provable loss to the general contractor , so how is a crime to be proven ? A contractor who keeps direct personal relationships open with subs has the best opportunity of ...
... superintendent know of the payment . If discovered , it is not a provable loss to the general contractor , so how is a crime to be proven ? A contractor who keeps direct personal relationships open with subs has the best opportunity of ...
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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