Deskbook for the Contractor and ManagerPrentice-Hall, 1986 - 264 pages |
From inside the book
Results 1-3 of 36
Page 15
... goals . The modern contractor of the 80s will have both short- and long - range goals . The best plan is to embed the immediate needs in the long- range goal . The short - term goals may be treated as milestones . The technique ...
... goals . The modern contractor of the 80s will have both short- and long - range goals . The best plan is to embed the immediate needs in the long- range goal . The short - term goals may be treated as milestones . The technique ...
Page 23
... goals must be defined , and these will be either long- or short - range . Defining goals is the first stage ; planning for their reali- zation is the second and more difficult stage . Controlling of operations also is difficult but is ...
... goals must be defined , and these will be either long- or short - range . Defining goals is the first stage ; planning for their reali- zation is the second and more difficult stage . Controlling of operations also is difficult but is ...
Page 89
... goals . Budgets are also prepared for long - term goals . These budgets are complicated , since many require the inclusion of probability , discounting , internal rates of return , and other statistical methods . In the next chapter we ...
... goals . Budgets are also prepared for long - term goals . These budgets are complicated , since many require the inclusion of probability , discounting , internal rates of return , and other statistical methods . In the next chapter we ...
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