The Construction Manager in the 80'sPrentice-Hall, 1981 - 431 pages |
From inside the book
Results 1-3 of 77
Page 261
... workers , the superintendent's initial decision comes at the completion of item 1-2 , when these workers are released . How many workers are to be assigned to 2-3 and how many to 2-4 ? In order to keep the same workers on 1-5 throughout ...
... workers , the superintendent's initial decision comes at the completion of item 1-2 , when these workers are released . How many workers are to be assigned to 2-3 and how many to 2-4 ? In order to keep the same workers on 1-5 throughout ...
Page 268
... workers or of supervisors . If there are few qualified workers , they can be kept on the job longer , and be best used , by putting a small force on for a longer time rather than moving in a large force and moving it out again . But if ...
... workers or of supervisors . If there are few qualified workers , they can be kept on the job longer , and be best used , by putting a small force on for a longer time rather than moving in a large force and moving it out again . But if ...
Page 280
... workers if the hall is the employer's sole source of workers . The Laborers Union follows this rule in many cities , collecting the initiation fee over a period of weeks or even months after a worker is placed . But as jobs are short ...
... workers if the hall is the employer's sole source of workers . The Laborers Union follows this rule in many cities , collecting the initiation fee over a period of weeks or even months after a worker is placed . But as jobs are short ...
Other editions - View all
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