The Construction Manager in the 80's |
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Page 4
... and corporate officers in a variety of ways ; only the top 5,000 or so contractors have enough office people to provide an opContractors are often criticized for their failure to use modern business tion in their organization .
... and corporate officers in a variety of ways ; only the top 5,000 or so contractors have enough office people to provide an opContractors are often criticized for their failure to use modern business tion in their organization .
Page 63
The bulldozer cost is to a firm if rented ; if owner , to an account to which gas , repairs , and depreciaa tion are charged . The daily equipment cost report may be signed by the foreman ordering the work as well as by the operator .
The bulldozer cost is to a firm if rented ; if owner , to an account to which gas , repairs , and depreciaa tion are charged . The daily equipment cost report may be signed by the foreman ordering the work as well as by the operator .
Page 6
In an emergency affecting the safety of life , of the work , or of adjoining property , the Contractor is , without special instructions or authorization from the Engineer , hereby permitted to act at his discre . tion to prevent such ...
In an emergency affecting the safety of life , of the work , or of adjoining property , the Contractor is , without special instructions or authorization from the Engineer , hereby permitted to act at his discre . tion to prevent such ...
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accept accordance accounting acts actual agreed agreement allowed amount appeal applicable approval arbitration Architect assume authority become bidder bond building cash cause charged claim clause complete considered construction contract Contract Documents contractor copy cost court damages decision delay detailed determine direct drawings employees engineer equipment error estimate example Figure firm foreman furnish give Government important invoices labor less loss machine materials methods necessary needed obtain operations organization otherwise owner paid party payment payroll percent performance person plans practice profit project manager proposal purchase reasonable received records referred refuse reports responsible result schedule separate specifications standard subcontractor submitted superintendent tion trade union unit unless usually workers written