The Construction ManagerPrentice-Hall, 1974 - 400 pages Armstrong and Kotler's study guide with flashcards, better known as The Driver's Manual, is delivered in one compact binder. |
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Page 46
... foreman to plan well in advance the number of men he needs and to adjust the size of his work force . This approximation does not need to conform exactly with cost item estimates . 5. PO indicates the purchase order for materials needed ...
... foreman to plan well in advance the number of men he needs and to adjust the size of his work force . This approximation does not need to conform exactly with cost item estimates . 5. PO indicates the purchase order for materials needed ...
Page 55
... foreman's efficiency . Never use a bad report in a discussion with a foreman unless he also gets the good ones . He will rightfully feel that his good work is unnoticed ( which is true ) and only his poor work noted . The manager who is ...
... foreman's efficiency . Never use a bad report in a discussion with a foreman unless he also gets the good ones . He will rightfully feel that his good work is unnoticed ( which is true ) and only his poor work noted . The manager who is ...
Page 258
... foreman rates . If more than five carpenters are employed , one must be designated a foreman , but no further requirements that foremen be appointed or that there be nonworking foremen were made . Usually they require , as do nearly all ...
... foreman rates . If more than five carpenters are employed , one must be designated a foreman , but no further requirements that foremen be appointed or that there be nonworking foremen were made . Usually they require , as do nearly all ...
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Common terms and phrases
acceptance accordance accounting acts additional agreed agreement allowed amount applicable approval arbitration Architect assume authority bidder bond building cause charged claims clause completion considered construction Contract Documents Contracting Officer Contractor copy cost covered damages decision delay designated detail determine direct drawings employees engineer equipment errors estimate example expense Figure final firm foreman furnish give Government important invoices labor less loss manager materials means methods necessary needed notice obligations obtained operations organization otherwise Owner paid parties payment percent performance person plans profit project manager proposal reasonable received records reference reports representative responsible result schedule separate sheet specifications standard Subcontractor submitted superintendent trade union unit unless usually written