Handbook of Construction Management and Organization |
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Page 67
It is the successful conclusion of the job that returns the investment with a profit that keeps a contractor in good financial health and pays his debts . It has been said that when a contractor gets into financial trouble , the only ...
It is the successful conclusion of the job that returns the investment with a profit that keeps a contractor in good financial health and pays his debts . It has been said that when a contractor gets into financial trouble , the only ...
Page 86
This percentage of the gross profit , or loss , is what the contractor has earned , or lost . If the billings in excess of costs figure is larger than the earned profit , that difference is referred to as unearned income .
This percentage of the gross profit , or loss , is what the contractor has earned , or lost . If the billings in excess of costs figure is larger than the earned profit , that difference is referred to as unearned income .
Page 568
Safety must be a basic component of the management philosophy , just as operating at a profit is , because the cost of accidents presents a serious drain of profit dollars . An aggressive company will examine each of its operations with ...
Safety must be a basic component of the management philosophy , just as operating at a profit is , because the cost of accidents presents a serious drain of profit dollars . An aggressive company will examine each of its operations with ...
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Common terms and phrases
accounting activities actual additional agreed agreement amount application bank basis become bond building capital changes charged complete concrete considered construction contract contractor cost COST AMOUNT cover detailed determine developed direct engineer equipment estimate expense experience facilities field Figure final financing funds handling important increase interest involved joint venture labor limited loan loss machine maintenance major manager materials matter ment method necessary needed normally operations organization owner paid payment percent performance period personnel plans plant possible practice prepared present problems procedures production profit proposal purchase rates reason received records repair reports responsibility result schedule specifications statement subcontractors supplies surety tion tractor underwriter UNIT UNIT COST usually various