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This manual provides guidance on evaluating the condition of the concrete in a structure, relating the condition of the concrete to the underlying cause or causes of that condition, selecting an appropriate repair material and method for any deficiency found, and using the selected materials and methods to repair or rehabilitate the structure. Guidance is also included on maintenance of concrete and on preparation of concrete investigation reports for repair and rehabilitation projects. Considerations for certain specialized types of rehabilitation projects are also given.
From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together
This collection of documents, including many previously unpublished, details the role of the Army engineers in the American Revolution. Lacking trained military engineers, the Americans relied heavily on foreign officers, mostly from France, for sorely needed technical assistance. Native Americans joined the foreign engineer officers to plan and carry out offensive and defensive operations, direct the erection of fortifications, map vital terrain, and lay out encampments. During the war Congress created the Corps of Engineers with three companies of engineer troops as well as a separate geographer's department to assist the engineers with mapping. Both General George Washington and Major General Louis Lebéque Duportail, his third and longest serving Chief Engineer, recognized the disadvantages of relying on foreign powers to fill the Army's crucial need for engineers. America, they contended, must train its own engineers for the future. Accordingly, at the war's end, they suggested maintaining a peacetime engineering establishment and creating a military academy. However, Congress rejected the proposals, and the Corps of Engineers and its companies of sappers and miners mustered out of service. Eleven years passed before Congress authorized a new establishment, the Corps of Artillerists and Engineers.