Essays on The Purpose of the Strategy for Sustainable Construction Case Study

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The paper “ The Purpose of the Strategy for Sustainable Construction” is a thoughtful example of the case study on   engineering and construction.   The construction industry in the United Kingdom is one of the industries known to produce much waste for 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 fulfill 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 organizations is necessitated by the fact that the business environment is turbulent – requiring new operations strategies, compliance with 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 such consequence 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 this can be extra costs, missed opportunities, and often times damage to the existing activities of an organization. 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 the delay. This can be very costly in large constriction projects. The third point is that the 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.


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Pheng, L. S. & Teo, J. A. 2004, “Implementing total quality management in construction firms,” Journal of Management in Engineering, Vo. 20, No. 1 , pp. 8-15.

DEFRA, 2007, Changes due to the Waste Strategy for England 2007, available from (9th January 2011).

Tiit Elenurm, 2007, "International competitiveness and organizational change drivers anticipated by Estonian managers in the context of European integration", Baltic Journal of Management, Vol. 2, No. 3, pp. 305 – 318.

Sustainable Build, 2010, “Reducing and Managing Waste” Available from (10th January 2011).

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EPSRC, 2004, “Managing Changes in Construction Projects,” (10th January 2011).

DEFRA, 2008, “Non-statutory guidance for site waste management plans,” available from (10th January 2011).

Hutchin, T. 2001, Unconstrained organisations: managing sustainable change: unlocking the potential of people within organisations, Thomas Telford, London.

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