Transformation in the organisation and management of traditional contracting system in the UK

This paper examines transformational changes in the UK traditional contracting systems based on its organisation and management. The paper is based on a literature review, two case studies of local authority projects, statistical analysis, and extensive interview of a contractor's top management team. The findings indicate a shift in the traditional contractor's contractual role from active participation in construction activities to a mere management role. This is due to the allocation of responsibilities as well as the transfer of financial and technical risks to subcontractors. Secondly, the findings show organisational similarities between traditional and management contracting systems which are an indicative explanation as to why management contracts are diminishing in UK practice. Thirdly, the structure of the industry supports these forms of transformation and the present economic climate will exacerbate the trend. The study can serve as a learning opportunity on the importance of management systems over point of responsibilities as well as promoting innovative systems of contracting.