Deskbook for the Contractor and ManagerPrentice-Hall, 1986 - 264 pages |
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Page 41
... authority . In every instance his assignments created lines of authority , and this is the paramount reason for establishing organization . 2.3.2 Line , Staff , and Line and Staff Organization We have mentioned that the primary purpose ...
... authority . In every instance his assignments created lines of authority , and this is the paramount reason for establishing organization . 2.3.2 Line , Staff , and Line and Staff Organization We have mentioned that the primary purpose ...
Page 46
... authority and responsibility . The owner / contractor has ultimate authority . ( See each organizational chart . ) Yet he or she does not possess all the skills and knowledge necessary to do all the things required to make the company ...
... authority and responsibility . The owner / contractor has ultimate authority . ( See each organizational chart . ) Yet he or she does not possess all the skills and knowledge necessary to do all the things required to make the company ...
Page 242
... authority to act on behalf of the Owner only to the extent provided in the Contract Documents , unless otherwise ... authority to reject Work which does not conform to the Contract Documents . Whenever , in his opinion , he considers it ...
... authority to act on behalf of the Owner only to the extent provided in the Contract Documents , unless otherwise ... authority to reject Work which does not conform to the Contract Documents . Whenever , in his opinion , he considers it ...
Contents
MANAGEMENT OF THE COMPANY | 26 |
ACCOUNTING RECORD KEEPING AND FINANCIAL REPORTS | 60 |
PROFIT PLANNING CHECKING AND MANAGING | 104 |
Copyright | |
6 other sections not shown
Common terms and phrases
accept accounts Agreement AIA DOCUMENT AMERICAN amount applicable Architect assets authority Bidder bond budget building calculated capital cash chapter claims completion construction Contract Documents contractor corporation costs covered damages defined depreciation designated determine direct earnings employees entered equipment established estimated example expected expenses Figure final fixed goals income increase INSTITUTE interest labor less liability limited loss materials means ment method notice obligations obtain operation organization overhead Owner parties payment percent performance period person prepared present probably problem production profit progress reasonable received records reference responsible safety schedule shows skills specific standards statement Subcontractor Subpart tion tractor variable workers written