Deskbook for the Contractor and ManagerPrentice-Hall, 1986 - 264 pages |
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Page 34
... practices during the planning stages of a project . Be sure to establish sound benchmarks . Prepare the accounts for ... practice much longer than that . It does have applicability to the construction industry . Management by objectives ...
... practices during the planning stages of a project . Be sure to establish sound benchmarks . Prepare the accounts for ... practice much longer than that . It does have applicability to the construction industry . Management by objectives ...
Page 56
... PRACTICES 2.6.1 Hiring Practices Two methods are used in hiring workers for construction projects - the in- formal method and the formal method . Informally , a contractor may ad- vertise for workers who have special skills . When these ...
... PRACTICES 2.6.1 Hiring Practices Two methods are used in hiring workers for construction projects - the in- formal method and the formal method . Informally , a contractor may ad- vertise for workers who have special skills . When these ...
Page 57
... Practices There are two types of firing practices : ( 1 ) the workers are laid off , ( 2 ) they are fired permanently . Let's briefly examine each . An employee is laid off when there is an expectation that he or she will be called back ...
... Practices There are two types of firing practices : ( 1 ) the workers are laid off , ( 2 ) they are fired permanently . Let's briefly examine each . An employee is laid off when there is an expectation that he or she will be called back ...
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