The Construction ManagerArmstrong 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 20
The accounting department also keeps a current record of job costs . If these records are in sufficient detail , they show when corrective action is needed , such as replacement of the superintendent or other supervisors , correction of ...
The accounting department also keeps a current record of job costs . If these records are in sufficient detail , they show when corrective action is needed , such as replacement of the superintendent or other supervisors , correction of ...
Page 151
I assume that no record of outstanding commitments will be kept , unless it is done at the job . ... commitments records on any but very large jobs are insignificant since orders are delivered within a month of being made .
I assume that no record of outstanding commitments will be kept , unless it is done at the job . ... commitments records on any but very large jobs are insignificant since orders are delivered within a month of being made .
Page 154
reports , written authorizations and records , leaving this information in the memory of the manager . The advantage of written records and specialized help is that one manager may extend his ability further , and not be required to ...
reports , written authorizations and records , leaving this information in the memory of the manager . The advantage of written records and specialized help is that one manager may extend his ability further , and not be required to ...
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accept accordance accounting acts additional agreed agreement allow amount applicable approval arbitration Architect assume authority become bidder bond building cash cause charged claims clause completion considered construction contract contractor copy cost damages decision delay detailed determine direct Documents drawings employees engineer equipment errors estimate example expense Figure firm foreman furnish give Government important invoices labor less loss machine materials methods necessary needed obtained operations organization owner paid party payment payroll percent performance person plans possible practice profit project manager purchase reason received records reference reports representative responsible result rules schedule separate sheet shown specifications standard Subcontractor superintendent trade union unit unless usually written