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 3
... usually be interviewed by the man who hires you and sets your salary . If he introduces you to his boss , it may be only a walk - in , which indicates that you are probably the best candidate to date . If he makes no offer , it does ...
... usually be interviewed by the man who hires you and sets your salary . If he introduces you to his boss , it may be only a walk - in , which indicates that you are probably the best candidate to date . If he makes no offer , it does ...
Page 9
... usually no doubt that he must have the responsibility for tax returns , and he usually handles the money . He may or may not have the duty of making cost reports of work in progress . His work , as that of most staff employees ...
... usually no doubt that he must have the responsibility for tax returns , and he usually handles the money . He may or may not have the duty of making cost reports of work in progress . His work , as that of most staff employees ...
Page 171
... usually of a size that may be worked into any leftover space . In this situation , each of the contractors concerned furnishes shop drawings . The electrician furnishes catalog cuts of the fixtures showing the recessed distance ; the ...
... usually of a size that may be worked into any leftover space . In this situation , each of the contractors concerned furnishes shop drawings . The electrician furnishes catalog cuts of the fixtures showing the recessed distance ; the ...
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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