IntroductionThe construction industry in the United Kingdom is one of the industries known to produce much waste to the environment. The industry uses the highest tonnage of solid material resources than any other sector over 400 million tonnes. In addition, the demolition & excavation (CD& E) sector produces more waste in England than any other sector. Yet the industry is significant to the United Kingdom economy as it accounts for between 9 and 10 percent of the Gross domestic Product (GDP). In view of this, the United Kingdom government has taken steps to ensure that firms involved in construction effectively manage their waste.
Since 2006 several policies have been implemented to effect this. For instance, the Waste Strategy for England 2007 highlights the good potential to increase resource efficiency in construction and minimize waste. With the changes in the construction industry regulations construction firms have to adjust their processes in order to fulfil the new requirements. According to Hussey (2000, p. 1), change is one of the most crucial aspects of effective management. The need for change in organisations is necessitated by the fact that the business environment is turbulent – requiring new operations strategies, compliance to new laws and so forth.
Whatever the magnitude, change has to be managed effectively and astutely. Hussey (2000, p. 1) notes that badly managed change situations can lead to serious consequences. One of such consequences is the frustration of otherwise sound strategies. Here, it is possible that many of the plans may not be implemented often because the change process is poorly managed. The corollary of thus can be extra costs, missed opportunities, and often times damage to the existing activities of an organisation.
The second aspect is that the costs of implementation of projects may rise. This arises as a result of delays, spoilt work and emergency action to reduce the impact of delay. This can be very costly in large constriction projects. The third point is that benefits expected from the change process may be lost is the change is poorly implemented. For instance, competitors may have an advantage over contracts, which may affect the overall performance of one firm. Against a background of the above information, this paper aims to highlight the changes that have taken place within a construction company dubbed ABC Construction.
The paper evaluates the changes the company has had to under go since the Government’s Waste Strategy for England 2007 was implemented. The paper also discusses other changes including the Site Waste Management Plans (SWMPs) requirements and how they have affected the operations ofABC Construction. Generally, the paper highlights how effectively ABC Construction has managed the changes it has had to undergo (such as various applications of total quality management) and whether the changes have been successful in meeting the company’s objectives.
Based on these, the paper recommends the necessary changes that need to be implemented within the company in future. Changes in the construction industry in the United Kingdom over the last five years Changes that occur during a project can be gradual or radical depending on the extent of severity. Gradual changes, also known as incremental changes, happen slowly over a prolonged period and their intensity is low. On the other hand, radical changes are sudden and dramatic and have marked effects.
Gradual changes often occur during the design development stage, where many decisions are made and refined progressively. In contrast, radical changes occur more often at the end of a particular project and thus require post design development (Engineering and Physical Sciences Research Council, EPSRC, 2004, p. 7). The changes discussed in this paper are mainly gradual as they are pre-meditated and are spread over a long span