Course - HND in Construction and the Built Environment
Introduction
The development of the construction industry can be linked with that of human beings as both have a long history and various development phases. From mud huts to massive skyscrapers, the construction industry has evolved rapidly in the past. Managing construction and management related to it is a challenging task for professionals. Individuals that mastered construction were always in demand and received a respectable position in society, as from the era of kings to today's modern world, construction professionals have changed the dynamics of working and making magnificent buildings. To be very specific, professionalism in the construction industry started in the 17th to 18th century when the industrial revolution started. Modern science and scientific breakthroughs have allowed architects to experiment with a wider array of forms and materials. By the end of the 18th century, construction professionals were in demand as people were keen to make modern houses(Jones, 2022). Even companies and businessmen started searching for companies or organisations that could contract with them and provide them with the buildings they wanted. Since the construction industry has many facets in terms of having designers, surveyors, mechanical engineers, civil engineers, etc., it becomes important to establish these as professions and frame a structure to manage them. The rise of professionalism in the construction industry came into light as they perform specific tasks related to making buildings, demonstrating the traits of professionalism by following certain sets of procedures and evaluating the success by measuring the quality of the building that is constructed. Rather than just an industry and a pool of workers, the construction industry is now termed as a very significant sector for professionalism since the workers are supposed to achieve their targets and deliver as per their expertise(de Blois, Herazo-Cueto, Latunova and Lizarralde, 2011).
Unit 04 Construction Practice and Management
Learning Outcome 1: Describe the construction industry with reference to company structures and other activities
Learning Outcome 2: Explain different types of construction companies within the market and their relationships within the tendering process
Table of Contents
- Part -1
- Introduction
- Development of professionalism in construction industry
- Scope and linkage between all parties within a construction organisation
- Type of contractual work tendered by contractors
- Open tender
- Selective Tender
- Negotiated Tender
- Single-stage or two-stage tender
- Different types of construction companies in the market
- Owner -Builder
- Small Renovation Contractors
- General Contractors
- Professional Construction Manager
- Program Manager
- Real Estate Developer
- Sponsor -Builder
- Package Builders
- Sole trader/proprietorship
- Partnership
- LLC and corporation
- Conclusion
- Part -2
- Introduction
- Relationship between different construction organisations
- Development of company structures in construction industry
- Design Features of Functionality
- Departmental horizontal division
- Directional communication patterns
- Interdepartmental Organization Design
- Relationships between construction companies
- Contractual relationship
- Closer project-based relationship
- Full-partnership alliance
- Strategic relationship
- Development of structure and business ethos
- Factors that influence contract relationships between different organisations involved in tendering
- Availability of resources
- Manpower
- Technological and equipment advancement
- Budgeting and future scope
- Conclusion
- References
Assignment - The construction industry by size, structure and market.
Task 1 Explain how the construction industry has developed and encompassed professionalism within its structures.
Development of professionalism in construction industry
Solution: With the development of technology and science, the need for architects, electrical engineers, civil engineers, quantity surveyors, and project managers rises, and so does professional conduct, which is being established to manage the work of these professionals. These individuals possess in-depth knowledge as well as skills that help them to achieve project objectives. Since these professionals are highly educated, it is required that they are trained and understand their responsibilities while working on projects. Construction companies play a vital role in the betterment of construction professionals by providing them with duties to perform and training them to comply with professional rules. In the past, it was seen that construction works hard but fails to succeed, as in achieving the objectives of a project. The reason was very clear: construction professionals were neither trained nor educated about professional conduct they should perform while working in the construction industry. It can be said that the construction industry was very unstructured and volatile since no one was aware of their roles specifically and the duties they needed to perform(Humphrey, 2016). Collaboration of professionals by construction organisations helped construction professionals work as employees of the organisation and act professionally. After the industrial revolution, professionalism in the construction industry got a spark during the Second World War in 1942. During that period, various hospitals, bridges, airstrips, and roads were built, which raised the significance of professional character, which is required in professionals working in the construction industry. The most common traits or characteristics that are expected from professionals working in the construction industry are trustworthiness, commitment, displaying integrity and ethics, cooperating and competence(de Blois, Herazo-Cueto, Latunova and Lizarralde, 2011).
Back in the 19th century, it was expected that professionals working in the construction industry should have specialised and expert knowledge in their career, high work quality to exhibit, motivation and work morale at reasonable levels, and a high standard of professional ethics, work activities and behaviour. The development of professionalism in the construction industry started with defining the need for knowledge, expertise, and ethics in professionals. It is being developed as a core set of standards that define that professionals working in the construction sector must have specific knowledge and experience to deliver the projects as per requirements, and these professionals are divided on the basis of interaction with clients, designing the layout of the building, evaluating the requirements of materials required or maintenance that will be required for building. The level of involvement with the job environment basically defines the job role and their level of participation in work. By the end of the 20th century, construction projects or firms started emphasising on hiring reputed professionals and acquiring proper management processes. These professionals are expected to prepare designs, deal with time, money, technology, and equipment, and organise project resources to manage project activities. Completion of a project on time and within the allocated budget is the primary target for construction professionals. Apart from this, quality and cost control, as well as maintaining the safety measures at the workplace, is another professional trait which is required in construction professionals. In the modern world's construction industry, technical people, managers, skilled, semi-skilled, and unskilled people are required to finish projects on time and within a given budget(Fewings and Henjewele, 2019).
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Task 2: Demonstrate the scope and linkage between all parties within a construction organisation.
Scope and linkage between all parties within a construction organisation
As shown in image 1, it can be specified that scope and linkage between all parties within a construction organisation vary as per situation and condition. For example, if a client reaches out to a construction organisation and wants to construct a building, the client can either take the help of a sub-contractor or might not take help from a sub-contractor. There is a scope which depends on the client whether he might want to explore it or not. But within a construction organization, all parties are linked with the client, whether they like it or not. Taking help or assistance based on the scope definition as per the project construction organisation is taking So, in a construction organization, all parties, whether clients, design teams, construction management contractors, subcontractors, or package contractors, are interconnected. The client is linked with the design team as the design team will help the client decide which type or kind of building, they are looking forward to building. The construction management contractor provides the list of resources and requirements of budget that will be required for the completion of the project. Based on the design team report, the construction management contractor ensures that an effective and accurate list of resources and budget requirements is being prepared. This might change as per the demand of the client or their expectations. Sub-contractors are those that help clients to complete a specific part of a project being undertaken by another firm. These are very helpful when the main firm fails to achieve project milestones. Package contractors help clients to manage their maintenance and replacement related work(Fewings and Henjewele, 2019).
Scope between all parties within the construction organisation can be limited as well as extensive based on project objectives and client needs. For example, a client can reach out to the design team of a construction organization, but the scope of the design team is limited as they cannot reach out to their organization's construction management contractor until the client specifies to do so. So here, the scope of the design team of an organisation is limited up to the extent of fulfilling the client's needs. There can be a possibility that a client utilises another construction organization's services to acquire information about the requirements of resources and budget that will be required to complete the construction project. Again, here the client might not extend the scope as the client might not utilise the sub-contractors' services offered by the construction management contractor's organization. A client might hire another construction organisation to complete a few parts of the project that the main construction organisation fails to fulfil on time or as per the specified budget. Also, clients might deny using package contractors' services offered by a construction management contractor's organization. Here, the client made the scope limited to the design team, construction management contractor, sub-contractors, and package contractors since the client could get these services from different organizations. Although a client is linked to all of an organization's departments, the scope of their work will always be limited. There can be a possibility that a client takes the assistance of a design team, construction management contractor, sub-contractors, and package contractors from a single construction organization, but again, the scope of the parties will depend upon the client's interests and objectives(Hauer, 2009).
Over time, there has been a considerable change in the construction business, which has caused a movement in worker specialisations as well. More skilled and qualified personnel were needed as a result of the new construction code and health and safety rules. Together, the three parties were able to operate more effectively and efficiently since there was no longer a requirement for one person to handle everything. When more individuals collaborate on a project, time is saved. Additionally, if they continued to carry out the same duties over time, they would specialise and improve as a consequence of the experience they gathered. The productivity it can produce will allow the business to raise its earnings and grow to stay up with the market. The industry needs people who are knowledgeable about and skilled at implementing the new developments. Professionals and technical staff would attend training at a university or college to gain the necessary information. In contrast, experienced tradesmen like plumbers, carpenters, and electricians learned their trade via practical experience. In order to facilitate collaboration amongst all parties (professional, skilled, and technical), an organisational structure was required(de Blois, Herazo-Cueto, Latunova and Lizarralde, 2011).
Task 3: Identify the type of contractual work tendered by contractors
Type of contractual work tendered by contractors
There are mainly four types of contractual work which is tendered by contractors which are; open tender, selective tender, negotiated tender, and single-stage or two-staged tender.
Open tender
Open tenders are often referred to by government tenders as private clients mostly opt for selective tenders or negotiated tenders. The government places construction projects openly for bidding by all contractors, and based on the lowest bidder, the best contractor takes the project. As the name suggests, anyone can place their bid and, based on the most effective bidding, the project is provided to that construction organisation which can complete the project within a given time and budget. Most often, the government allots the projects to those construction organisations that claim to complete projects at a lower cost than the given budget by the organization. Private clients avoid open tenders as it brings many constructions organizations' bidding and that increases the effort for the client(Humphrey, 2016).
Selective Tender
Selective tender is one of the preferred tenders given by private clients to contractors since it includes specific terms and conditions to work. These are termed selective tender. These tenders can be related to making construction designs or hiring construction organisations to start working on projects. Selective tendering offers specific work to be completed on a project rather than handling the complete work of a construction project. As a result, this specific client may be having various construction projects completed by various organisations or contractors. Contractors can only select specific work to be completed on the project, and the rest of the client's work will be done by different parties. The scope of such projects is very limited, but at the same time, the success rates of such projects are termed very higher since selective tendering has brought short-term work to contractors or construction organizations(Ottosson, 2012).
Negotiated Tender
In negotiated tenders, contractors either accept projects on their terms or on their client's terms. These tenders mostly include those projects which need to be completed either in a short time span or on lower budgets. Based on a client's capacity and their requirements, contractors negotiate either to increase the deadline or to increase the budget. Clients may bring projects where the time is sufficient but the budget is low, or where the budget is high but the time is short. So, based on the contractors' ability, they either accept the tender or negotiate on different aspects. In any of the conditions, the negotiation outcome affects both parties in different ways(What are the Most Common Types of Tender and Tendering Process?, 2020).
Single-stage or two-stage tender
A single-stage or two-stage tender is as the name implies, as clients offer tenders in the form of projects that only require the completion of one stage or the completion of two stages of the project. It can be either designing the building that needs to be constructed or maintenance of the building etc. Since specific stages of the project need to be completed, contractors often ignore these types of tenders because they know that future occurrences of issues in the project will lead to unnecessary follow up in the completed projects. Irrespective of stage completion, contractors need to give their time and efforts if further projects go off track.
Task 4: Identify the different types of construction companies in the market.
Different types of construction companies in the market
Owner -Builder
Contractors are not regarded as owner-builders since their goals for the project are to complete it so they may rent or sell the building when it is done.
Small Renovation Contractors
These contractors take care of small-scale operations. Even though they don't frequently have a fixed office site, when they do, it's usually a modest one. Little money will be needed because the occupations largely entail routine house upkeep.
General Contractors
Small renovation contractors are the general contractors' bigger-scale equivalents. They frequently outsource some of the work since the projects they take on are of a much greater scale. They typically concentrate on new construction for houses or businesses.
Professional Construction Manager
A professional construction manager is an agent who represents an owner as an authority. For bigger projects, this might be either an individual or an organisation.
Program Manager
A professional construction manager is the same as a programmes manager. In this situation, the manager would be more involved in the organization's internal structure. They would have greater control over the contracts and business strategy.
Real Estate Developer
A real estate developer is one kind of owner-builder. However, a real estate developer may sell a building before it is ready. They may construct residences for their personal use.
Sponsor -Builder
A sponsor-builder will plan, develop, and manage the building's design, construction, rental, management, and maintenance activities(Shirazi, Langford and Rowlinson, 1996).
Package Builders
Package builders take care of building design and construction sooner. For the initial design work, they usually engage staff members including architects, engineers, and construction workers.
Sole trader/proprietorship
Sole trader construction companies solely work on trades or projects where other parties are not included in any work. A sole trade construction company manages the work from design to maintenance of the building.
Partnership
Partnership construction companies work together to complete projects. Here, construction companies join hands to take on bigger projects and focus on long-term aspects.
LLC and corporation
Few construction companies open their organisation either as a Limited Liability Company (LLC) or as a bigger corporation. Construction companies in an LLC only have specific work liability, whereas in a corporation, there is a larger aspect, as the construction company works as a company and assumes full project liability.
Conclusion
To conclude, it can be said that professionalism has emerged as an important element in the construction industry, and today's modern world is specifically focused upon utilizing the services of those construction companies that have skilled and experienced professionals. Architects, electrical engineers, civil engineers, quantity surveyors, and project managers are specifically looked upon when we talk about professionalism in the construction industry. It is also necessary to note that the development of professionalism in the construction industry has risen as people search for renowned and effective construction companies that work professionally. The construction sector is also counted among those sectors where its professionals need to be skilled, educated, trained and experienced in their respective domains.
Construction Industry FAQ: Companies, Activities & More
- Q: What is the construction industry?
- Q: What are the different types of construction companies?
- Q: What are the different activities involved in construction?
- Q: What are some other important aspects of the construction industry?
Building Success: Mastering Construction Practice and Management with HND in Construction and the Built Environment, Unit 4
Part -2
Introduction
Construction industry has emerged as important sector in every economy and so does importance of relationship with construction organizations have catch the attention. Construction companies have developed themselves as industry professionals and now they are emphasizing upon framing a relationship with other companies rather than working alone. In past it was often seen that bigger construction projects are often handed over to specific companies since other companies lacks in terms of either capability or business ethics. Later construction companies recognized that they can join hands with other companies as a partner or they can form a strategic alliance to give a head-to-head competition to monopolistic UK's constriction industry. While different companies join hands, they were able to complete the project as required and even they offered quality projects completed within deadline and budget. Establishment of business ethics within companies allowed them to join hands with different organisations and work ethically(Nasrun and Nawi, 2022).
Task 5: P5 Explain the relationship between different construction organisations
Relationship between different construction organisations
Maintaining positive relationships with other firms is essential in the construction sector since they can result in: - Successful project completion.
- Allegiance
- Incentive exchange
- Future expansion
- Contractual Arrangements
- Productivity
Building great relationships with other firms requires having a strong network and communication channels. These skills are essential since they allow for commercial dealings with other organisations and provide the appearance that the client is receiving a fair deal. A phenomenon called as "positive project culture" may come from this, in which workers are more driven to complete a project effectively, which may lead to profits.
As in any other area of business or life, the quality of one's connections will significantly affect the quality of one's business in the construction sector. Professionals and their customers profit from long-standing connections in the UK construction sector and other regions of the nation. The quality of the connection will depend on how well the partners communicate. When interacting with another professional, be sure the business and its representatives communicate regularly and correctly. To ensure that protocols and standards are being followed, stay in touch. Pay close attention to what they need and look for areas of common interest while working with new or current connections(B.K., 2006). Goals for the same company, complementary civic objectives, or even some shared personal interests are examples of these types of interests. Organizations that have discovered shared professional interests should suggest partnerships or collaborations that allow both parties to pursue those goals using the combined resources of the organisations in the hopes of achieving a mutually gratifying outcome(Haughey, 2012).
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Task 6:
Analyse how the construction industry has developed overall in terms of company structures, it's employees and contracted work.
Development of company structures in construction industry
The arrangement of job responsibilities as well as their operational and reporting links make up an organization's organisational structure. Such a corporate structure is typically organised in accordance with the departments, functions, or areas of responsibility that are most compatible with the design of the organisation. These include roles and responsibilities in marketing, purchasing, human resources, finance, pre-construction tasks, and construction operations(Shirazi, Langford and Rowlinson, 1996).
Design Features of Functionality
Functional departmentalization is an example of a traditional, hierarchical organisational structure. The distinct features include horizontal separation of the many divisions and functions, top-down communications, and well-defined lines of authority. For instance, in the construction industry, power and communication often pass from the business owner through the management group, project managers, or superintendents, and then to the ordinary employees.
Most construction organisations group jobs requiring comparable knowledge and abilities into functional organisational structures in order to foster departmental expertise and increase operational effectiveness, respectively(de Blois, Herazo-Cueto, Latunova and Lizarralde, 2011).
Departmental horizontal division
The size of a construction business affects the amount of horizontal separation. Although the owner of the business has broad management duties regardless of the size of the business, the owner's tasks and duties are typically more significant in a smaller construction firm. Additionally, larger organisations often have a higher level of horizontal separation, whereas smaller enterprises in the construction industry may merge jobs that are identical. For example, a smaller firm could integrate marketing and development with community affairs into a single department for business growth, but a bigger organisation would divide these tasks into two independent departments(Fewings and Henjewele, 2019).
Directional communication patterns
The potential for scenarios where departmental priorities, such as risk management and construction operations, take precedence over broader strategic corporate goals is a significant disadvantage of a departmentalized organisational structure. Additionally, it could become more difficult or perplexing to coordinate activities across departmental boundaries when a construction organisation expands in size. These issues could have their roots in departmentalized organisational structures' direction-oriented communication patterns. For instance, horizontal patterns often only involve employees of similar or equivalent level, whereas vertical patterns typically refer to a company's internal chain of command. If there isn't a robust horizontal communication structure, this might lead to superintendents or lower-level project managers continuously having to answer to many senior department heads(Griffith and Watson, 2003).
Interdepartmental Organization Design
Specific job responsibilities all have the same hierarchical structure, routes for communication, and decision-making processes. For example, in the construction operations department, authority may flow in a hierarchical structure from the operations department head through project executives, project managers, and project superintendents. However, the company's policies and usually its size define the extent of authority. In certain construction firms, the project superintendent may focus only on organising, scheduling, and planning a construction project, handing up all site monitoring duties to the project or site manager. However, there are times when the project manager or site manager must oversee and carry out higher-level decisions since the project supervisor may take on a more direct role in field supervision(de Blois, Herazo-Cueto, Latunova and Lizarralde, 2011).
Task M2: Analyse the relationships between construction companies through contracts and tendering.
Relationships between construction companies
Contractual relationship
In a contractual relationship, different construction companies come together to complete a project, and after the completion of that project, that relationship gets over. This kind of relationship is formed on the basis of various terms and conditions, and different construction companies are only liable for their parts. Once their parts are completed, the relationship gets over itself. Contractual relationships in construction companies are specifically formed when bigger companies want to complete short-term projects with the help of other companies. This allows bigger companies to save their time and focus upon bigger picture of project while smaller construction organizations get an experience as well as opportunity to work upon short-term projects(Gusakova and Pavlov, 2021).
Closer project-based relationship
There are various construction companies that take a few stages or part-based tenders in a contractual form where they are only supposed to work upon supporting part of the construction. For example, the pavement of a path, the installation of wiring and lights, the installation of tiles or fitments of furniture. So, the main organisation will have a close project-based relationship with other contractors since they will be finalising the project.
Full-partnership alliance
Within a full-partnership alliance, construction companies join hands as partners and share their resources with each other whenever they work on any projects. This type of relationship between construction companies is very prominent since few companies excel in terms of having skilled manpower, while a few possess a good market reputation, which helps them in arranging finance. Within full-partnership, companies work as normal, as partners, and enjoy the benefits of unlimited resources(Gusakova and Pavlov, 2021).
Strategic relationship
Within strategic relationships, construction companies come together for the completion of long-term contracts. Since a single construction company cannot complete the project alone, it joins hands with other companies to work together on the project. Since the relationship is only for specific terms, it is not termed as a partnership, but rather a strategic relationship between various construction companies(B.K., 2006).
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Task 7: Critically evaluate how construction companies have developed their structure and business ethos.
Development of structure and business ethos
The importance of corporate ethics is underscored by the magnitude of the construction sector. Large teams will make it more challenging to manage and maintain a happy workforce in firms. This is less likely to occur when a company has a strong business ethic since it enables the creation of divisions like human resources to address employee requirements. to have confidence that the job they are doing there will continue without endangering the environment. Because their needs are being addressed immediately, it keeps workers engaged and makes them feel secure at work. Business ethos, which may represent the principles of the firms, can help employees discover organisations they want to work with. More and more construction firms are aiming to become more sustainable because it is what the working population currently desires((The Importance of Ethics in Construction - KWA Construction, 2019).
One method to ensure high-quality work in any profession, including construction, is to practise honesty. Sincerity is a crucial element of the workplace culture and environment, which is largely promoted by the management of the company. It also has an impact on Total Quality Management (TQM) in the construction sector. Self-interest seldom prevails over honesty and integrity in business, especially building. The success of a construction project is primarily due to the honesty and integrity of the project management. In most developing countries, the construction sector is beset by unethical behaviours including dishonesty, bribery, fraud, carelessness, conflicts, and bid difficulties. The performance quality of the facility has been significantly impacted negatively by these unethical methods, which asks for honesty and integrity. To ensure high-quality building and enhanced performance, the construction sector has undergone reformation on a global scale. Accountability, like honesty, is another moral business behaviour that enhances the performance and building quality of construction projects. Because of their professional ethics, the individuals working on a construction project are considered liable to their clients. The question of responsibility emerges as these specialists employ their own knowledge and experience to give their clients higher-quality building. Contractors involved in a building project have accountability duties as well. Project stakeholders battle over requirements, which lowers the building's performance standards. adoption of a comprehensive strategy that motivates all parties involved to act morally and professionally It results in high-quality outcomes through responsibility(Fewings and Henjewele, 2019).
No matter the field, it is crucial for professionals to keep the public's interests in mind. People act responsibly as a result. This feeling of social obligation drives people to match their own goals with those of society, even in the construction sector. In the construction sector, guaranteeing building performance calls for a holistic approach. These teams would generally come under the final team's purview for acceptance of quality improvement, including the design team, construction team, and implementation team. While the design organisation, for example, is in charge of generating a high-quality design to ensure building quality performance, contractors, on the other hand, are saddled with the responsibility of building a high-quality product. Management must develop a thorough policy framework for quality-related issues. Employees take part in training and development activities to guarantee that quality policy is implemented. By coordinating and synchronising tasks at multiple levels, it would be able to ensure high-quality building performance. Three teams should work together on building projects to ensure quality(Fewings and Henjewele, 2019).
Transparency in the construction sector is essential to completing projects on time and at a better standard. Construction projects are no different. Lack of transparency has been cited as one of the main factors contributing to increased corruption in the construction sector. As a direct result of this corruption, the sector has seen increased fatality rates, environmental damage, resource mismanagement, misdirected usage, and financial losses.
The four most important characteristics of transparency are as follows:
the capacity to react swiftly to risks and expenses.
calculating the cost-to-quality ratio.
principal justifications for denying or accepting a project, as well as improvements to reputation management systems.
Task 8: Compare the factors that influence contract relationships between different organisations involved in tendering.
Factors that influence contract relationships between different organisations involved in tendering
Availability of resources
When two or more organizations involved in a tendering possess the same set of resources might be termed as close competitors since any one of them need to be selected. These organizations will fight to prove their worth in terms of their superiority or technical advancement. If two or more organizations offer different and unique resources and then a strategic relationship will be formed between them. It is always termed that organizations that possess different set of strategic advantage will get a chance to be selected in tendering process. Such organizations carry a positive relationship with other such organizations(Gusakova and Pavlov, 2021).
Manpower
In a tendering process, construction companies that offer skilled manpower at cheaper rates always get an advantage over other companies. In such a scenario, other organisations will look at such a company as their biggest rival or competitor in the market. Since manpower is the most crucial part of tendering, every other company is being overlooked as a rival.
Technological and equipment advancement
When an organisation that is technologically advanced takes part in the tendering process, it always offers a chance to other companies to join hands with this company and form a strategic relationship. Since other organisations focus upon enhancing their manpower or capital capacity, technologically advanced companies are always looked upon as strategic partners by other companies. There is also a possibility that other organisations which have formed strategic alliances need to add such companies which offer technological advancement for project completion.
Budgeting and future scope
When different organisations enter into the tendering process, there is a high possibility that various organisations will join hands as partners or form strategic alliances. While they do so, it is always focused on what the financial capability of other organisations is and, in the future, what the key advancements will be able to offer to other construction companies. If the future scope of a company is limited, then they are only taken as contractual-based partners in projects. Since they cannot offer support in the long run, they are only considered as support hands rather than partners. This in turn reduces the effectiveness of such organisations since they work with a specific mindset that they will contribute to a specific timeframe.
Conclusion
The UK's construction companies have evolved way more than they were in the past, but still, there is a long way to go. Companies need to grow and develop themselves as professionally developed companies, and rather than functioning alone, they should focus upon their relationships with other companies. Healthy competition is important, but that should not hinder the ability of construction companies to miss bigger opportunities. Improving business ethics and relationships with companies will open many doors for companies. Companies need to understand that improving relationships with other companies will allow them to improve their efficiency, overall profits, and productivity. There are different ways companies can use to improve their business image by working more ethically and engaging in more effective projects with other companies. It is not important to look at the duration of projects; rather, companies should look at projects and their impact on the effectiveness of companies' operations. It might be possible that short-term projects give them more effective ways to learn rather than spending their whole efforts on one long-term project. The basic focus of companies should be on improving their relationships and business image.
FAQ: Construction Company Types & Tendering Process
- Q: Who are the key players in construction projects?
- Q: What is the tendering process?
- Q: How do these companies interact in the tendering process?
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