Deskbook for the Contractor and ManagerPrentice-Hall, 1986 - 264 pages |
From inside the book
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Page 28
... 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 fact they must com ...
... 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 fact they must com ...
Page 122
... important , and in some cases more important , the company must cover all fixed costs on an annual basis before it makes any profit . Therefore , accept- ance of a BEP contract is desirable , since it aids in reaching more quickly the ...
... important , and in some cases more important , the company must cover all fixed costs on an annual basis before it makes any profit . Therefore , accept- ance of a BEP contract is desirable , since it aids in reaching more quickly the ...
Page 132
... important factor remains : all ratios must be greater than zero . A ratio that produces a flat zero signals a caution flag . A ratio that produces a negative value signals a red flag : trouble exists in some area . 4.8.1 Some ...
... important factor remains : all ratios must be greater than zero . A ratio that produces a flat zero signals a caution flag . A ratio that produces a negative value signals a red flag : trouble exists in some area . 4.8.1 Some ...
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