Deskbook for the Contractor and ManagerPrentice-Hall, 1986 - 264 pages |
From inside the book
Results 1-3 of 36
Page 14
... become employees . If the contractor is properly prepared , inter- views conducted during the hiring will be more thorough , making the selection process shorter and more successful . Periodic evaluations of employees will become easier ...
... become employees . If the contractor is properly prepared , inter- views conducted during the hiring will be more thorough , making the selection process shorter and more successful . Periodic evaluations of employees will become easier ...
Page 28
... become increasingly important . Consider , for example , the hiring policies . The workers must be screened for their skills in doing the work required . But they must also mani- fest the personality characteristics of the company . In ...
... become increasingly important . Consider , for example , the hiring policies . The workers must be screened for their skills in doing the work required . But they must also mani- fest the personality characteristics of the company . In ...
Page 58
... become extremely well qualified in some specialty or may become a subcontractor . You may find need for the skill . The humane treatment you offer may be some of the best advertising you will ever obtain . 2.7 REFERENCES AND SOURCES ...
... become extremely well qualified in some specialty or may become a subcontractor . You may find need for the skill . The humane treatment you offer may be some of the best advertising you will ever obtain . 2.7 REFERENCES AND SOURCES ...
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