Deskbook for the Contractor and ManagerPrentice-Hall, 1986 - 264 pages |
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Page 52
... result in incom- plete or incorrect bids and could result in either litigation or loss to the company . 2.4.3 Coordinating Through Communication Paths There are several methods of communicating that produce desired results . Each has ...
... result in incom- plete or incorrect bids and could result in either litigation or loss to the company . 2.4.3 Coordinating Through Communication Paths There are several methods of communicating that produce desired results . Each has ...
Page 53
... result from this method . If absolute con- trol is desired , the system is the strongest one possible . Subcontractors , for example , communicate directly with the general contractor . Dealers and sup- pliers do likewise . Foremen and ...
... result from this method . If absolute con- trol is desired , the system is the strongest one possible . Subcontractors , for example , communicate directly with the general contractor . Dealers and sup- pliers do likewise . Foremen and ...
Page 252
... result from the Contractor operations under the Contract , whether such operations be by himself or by any Subcontractor or by anyane d rectly or indirectly employed by any of them , or by any one for whose acts any of them may be ...
... result from the Contractor operations under the Contract , whether such operations be by himself or by any Subcontractor or by anyane d rectly or indirectly employed by any of them , or by any one for whose acts any of them may be ...
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