ELECTIVE CONSTRUCTION MANAGEMENT
Introduction
There are various issues that are emerging on the construction site, between the management contractor and trade contractor. In day to day working both the contractors experiences the organisational as well as personnel issues. The aim of the report is to highlight those issues, provide the feedback on their relationship, and identify the factors which inhibit the good and bad relationship among them.
Organisational and personnel issues
The issues which are being identified can be categorized in the organisational issues and the personnel issues. The personnel issues identified were that there are different types of people in the same team, which develops the problem of difference in opinion and the way of doing the work. In addition to this, it has also been identified that people with an extremely incompatible team result in developing the power struggle. In addition to this, they also face the issue of no documentation on roles, responsibilities and the hierarchical system. The personnel issue recognised from the trade contractors is that they are not being paid on time. Their payment is dependent on the detailed documentation of every change made and the time, labour and capital included in the development of the construction site, which is very difficult to be recorded every time (Feltham et al., 2015).
The organisational issues identified between the management contractor and trade contractor are the communication gap, no use of updated technology, an increase in the client involvement and increase in the documentation. It has been discovered at the construction site that with the increase in construction technology worldwide, no technological changes have been applied on the work site, which increases the cost of labour and capital. In addition to this, there is a communication gap between the management contractor and trade contractor. The management contractor deals with the client and the trade contractor deals with the management contractor, however, the requirements of the client are not being properly informed to the contractors due to the lack of documentation and communication gap between the two. Furthermore, with the emergence of technology and increase in the use of mobile phones and internet, the involvement of client has increased as they require a report at each level and even intervene for the small changes which led to micromanagement (Zheng et al., 2016).
Feedback
Based on the current relationship among management contractor and the trade contractor, it can be analysed that there are issues on personnel and also organisational level. For decreasing the communication gap and managing the involvement of clients in the work site, regular meetings should be held with proper agenda in the near future, the approximate cost of the work, with the work completed till date. This meeting plan should be developed with the Gantt chart and financial plan of the construction so that the client and all the managers are informed about it (Hwang amp Ng, 2016).
The arrangement of traders As it has been recognised that there is an increase in the work pressure for the traders, as they have to manage the trade, the documentation and also the construction workers. The specialist traders should be employed for better services and to decrease the effect of work pressure on the construction results. With the appointment of the specialist traders, the work with special attention can be done by them and other work can be handled by the trade contractor. In addition to this, there should be a division of roles and responsibilities of the traders to decrease the work pressure.
Technological advancement the company should integrate the technological changes as it is the necessity of the industry. In addition to this, the increase in the use of technology helps in being competitive in the industry. However, the company should adopt more technological changes and should also streamline existing practices. Moreover, technological changes should be implemented slowly but gradually.
Work hierarchy with the other changes, the company managing the construction site should define the key responsibilities area of each contractor and trader so that the work pressure can be decreased. In addition to this, to decrease the power control, the hierarchical system should be developed (MacCormack amp Mishra, 2015).
Factors inhibiting good relationship
The factors which inhibit the good relationship among the management contractor and the trade contractor are the communication plan, respect, the developed boundaries and the positive feedback from the client, increase the commitment of employees and increase in the use of technology which also decreases the work pressure. The developed communication plan shows that both the contractors communicate with each other for the decision making which reduces the potential issues from the client. This results in better feedback from the client which can also be recorded as the factor inhibiting the good relationship. In addition to this, the development of boundaries and the hierarchical plan shows that there are defined roles and responsibility for each person, which also decreases the work pressure and power control. Finally, this results in an increase in the competitiveness of the workers, which is also a good relationship factor (Akuoko, 2012).
Factors inhibiting bad relationships
There exist various factors which can showcase the bad relationship among the management contractor and the trade contractor. No availability of extra incentives for the trade contractors even with the increase in the work pressure is one of the factors showing the bad relationship. Furthermore, the continuous increase in the stress level of the workers, which is majorly affecting the construction, is also one of the factors. In addition to this, the uncontrolled power of some of the contractors on other contractors and workers also exhibit the factor which inhibits the bad relationship (Gul, 2012).
Conclusion
In conclusion of the report, it can be inferred that there are different personnel and organisational issues which affect the relationship of management contractor and the trade contractor. These factors are the difference in opinion, no defined responsibilities and the hierarchical system, communication gap, no use of updated technology, increase in the client involvement and increase in the documentation. These issues can be improved with the help of regular meetings, communication plans, technological advancement and development of the hierarchical system.
References
Akuoko, K. A. (2012).Examining the Dynamics of Project Key Success Factors Implications for Organizational Leadership in Arizonas Mines(Doctoral dissertation, University of Phoenix).
Feltham, G. A., Hofmann, C., amp Indjejikian, R. J. (2015). Performance aggregation and decentralized contracting.The Accounting Review,91(1), 99-117.
Gul, S. (2012).The role of conflict amp negotiation in the complexity of projects(Doctoral dissertation, University of Southampton).
Hwang, B. G., amp Ng, H. B. (2016). Project network management risks and contributors from the viewpoint of contractors and sub-contractors.Technological and Economic Development of Economy,22(4), 631-648.
MacCormack, A., amp Mishra, A. (2015). Managing the performance tradeoffs from partner integration Implications of contract choice in RampD projects.Production and Operations Management,24(10), 1552-1569.
Zheng, X., Le, Y., Chan, A. P., Hu, Y., amp Li, Y. (2016). Review of the application of social network analysis (SNA) in construction project management research.International journal of project management,34(7), 1214-1225.
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