Applying Social Science Theories in Research - 679 Words

Theories in the social sciences are usually created like theories in the hard sciences first by observation and empirical testing and then by drawing educated conclusions. After a series of empirical tests have been conducted and a sufficient body of research has been gathered, it may be possible to devise a theory based on the research. Alternatively, a social scientist might come up with the theory first and then go about observing the world through this theoretical lens. From there, the social scientist can create empirical research designs that test and substantiate the theory. There are therefore inductive and deductive methods of devising theories in the social sciences. The social scientist will observe a behavior or phenomenon and deem it worthy of research. A potential cause-and-effect hypothesis might emerge after an exploration of research questions. For example, a sociologist might notice that people living in one city are more likely to smile than people living in another city and wants to find out whether there are variables that might cause this difference. Some theories will be broader, and are then called paradigms. Paradigms differ from theories in that they are not usually testable directly using empirical methods. However, a research hypothesis can be built from within a paradigm. Social scientists also develop differently depending on whether they are grand or mid-range theories. Grand theories are often created after examining a broad set of data andShow MoreRelatedEssay on Political Science864 Words   |  4 Pagesof Political Science being an actual science. Furthermore, there are opposing viewpoints between political science scho lars as to the discipline being a social science or a synthesis of natural and social science. 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Symbolism in The Great Gatsby Essays - 790 Words

Symbolism The Great Gatsby by F. Scott Fitzgerald is bursting with symbols and motifs. Looking deeper into these symbols will uncover the abstract and intangible themes and messages portrayed throughout the novel. The green light at the end of Daisy’s dock as well as T.J Eckleburg’s eyes overlooking the Valley of Ashes and the discrepancy between not only the characters of East and West Egg but the social class and standard of living they abide by. By uncovering all of these symbols and exposing them in their true light, a better understanding of the messages F. Scott Fitzgerald is revealing can be obtained. The confusion within the Great Gatsby can deciphered and straightened out. The green light represents everything to†¦show more content†¦He even threw extravagant parties, inviting anybody from anywhere to gain the feeling of acceptance and popularity. The green light is symbolic of Gatsby’s dream, unattainable yet perpetual, that can be found inside ev eryone. The Valley of Ashes in it of itself is a separate world from the two Eggs. Described as bleak, grotesque and desolate, it serves as a reality check, that there are people out there less fortunate than the characters form East and West Egg. This is where George and Myrtle Wilson reside and it is also the resting place of the eyes of T.J Eckleburg. In chapter seven, T.J Eckleburg, a pair of eyes on a billboard ad, is described as â€Å"watchful vigil† which clearly attaches him with a religious meaning. The religious meaning being the eyes of God, especially pertaining to George Wilson. Each character in The Great Gatsby is guided by their personal ethic and, yet Nick has the final word and his judgment is superior. Since the events are through his eyes there is no objectivity. Although George Wilson invokes God by saying, â€Å"God sees everything† and â€Å"you can’t fool God† and indicts each character in the novel through the eyes of T.J Ecklebu rg. Nick is the only other character that besides George to recognize him this. His eyes are also a reminder of guilt, overseeing Tom’s affairs and Myrtle’s death which in turn leads to Gatsby’s death. Besides just the Valley of Ashes, the difference of West Egg and East Egg plays an important role inShow MoreRelatedSymbolism In The Great Gatsby1029 Words   |  5 Pagestheir social status. In The Great Gatsby, written by F. Scott Fitzgerald, the idea of wealth is seen throughout. Jay Gatsby, who lives next door to Nick Carraway; the Narrator of the story, wants to be with his dream girl Daisy. Gatsby is wealthy and throws parties to impress Daisy. Daisy however, is married to another man Tom Buchanan. Throughout the story the people with money use it to create their social status. 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Scott Fitzgerald uses various colors, objectsRead MoreEssay Symbolism in The Great Gatsby864 Words   |  4 PagesIn the novel, The Great Gatsby, there is lots of reflection on symbolism, and especially colored symbolism. In this novel symbolism is a very important factor, it shows the difference between the different characters and scenes in the novel. The color green influences the story a lot. Green shows many thoughts, ideas, attitudes, and choices that Gatsby has throughout the story. White too plays an even more important role in the novel as it is used to represent some of the characters, it also talksRead More Symbolism in The Great Gatsby Essay551 Words   |  3 PagesThe Great Gatsby Symbols Throughout the book the Great Gatsby, by F. Scott Fitzgerald, there are many examples of very simple things that have a deeper meaning or represent more than meets the eye. 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The green light stands for somethingRead MoreThe Great Gatsby Symbolism Analysis759 Words   |  4 Pages Fizgerald’s novel The Great Gatsby tells the story of Gatsby’s romance, tragedy and dramatic life, reflecting the glamor of the glitz and the loss of the Jazz era. In the novel, the author makes extensive use of symbolic techniques to express his profound thoughts and themes. The extensive use of symbolism not only enriches the connotation of the article but also reveals the theme in more depth and embodies the author’s mature artistic creation skills. The green light from the East Egg, whichRead MoreThe Great Gatsby Symbolism Essay1321 Words   |  6 Pagesdaily basis. Cars are a major expense and luxury for adults presently. For many, these cars are symbolic of their success in achieving their American Dream having money. The American Dream during the ‘roaring ‘20s’ is a major topic in the story The Great Gatsby by F. Scott Fitzgerald. 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Centralised And Decentralised Bargaining †Myassignmenthelp.Com

Question: Discuss About The Centralised And Decentralised Bargaining? Answer: Introduction: The sustainability of any business depends on the management of labour and employment in the workplace. Structure of labour management and employment relations construct the pathway of fewer amounts of conflicts in industrial relations of any organisation (Hirsch et al., 2014). Issue associated with labour management are the issues related with industrial relations and employment relations embedded in the core structure of an organisation. Progress of any organisation can occur effectively minimising the negative effects caused by different industrial and employment issues associated with each and every operation level of the organisation. Resolution system is a concept that manages industrial relations and notifies the employees of their job roles (Hessami and Baskaran 2015). Various organisations operate in various fields, consisting of different employees coming from different background. Therefore in order to manage the industrial and employment relations properly within an organ isation, one resolution system is not enough. Sometimes it is observed that resolution systems of an organisation incorporate many disputes that ultimately affect industrial relations and employment relations (McBride, Hebson and Holgate 2015). Due to discontent among employees certain negative impacts occur in the organisation, like strikes actions and others. These disputes in resolutions can be eliminated through different approaches (Townsend, Wilkinson and Burgess 2013). One of the common approaches is collective bargaining that allows both the employer and the employee to negotiate a satisfactory employment relationship and to reduce any kind of labour disputes. Purpose of this assessment is to find out the effectiveness of bargaining in industrial and employment relations. The advantages and disadvantages of two kind of bargaining process have been discussed in the following assessment. Concept of Bargaining in Employment Relations: Terms and conditions of employment relationships are built on the basis of negotiations (Pekarek and Gahan 2016). This process of negotiation between the employer and employee is called bargaining. Bargaining comes into play when there is a substantial amount of dispute in the resolution system of an organisation. Various conflicting interests are reconciled through collective bargaining (Dahl, Le Maire and Munch 2013). Bargaining process constructs the labour relations of an organisation by recognizing the goals and objectives of the organisation and realising general and mutual interests. The process of bargaining in an organisation depends on the structure of bargaining, since the information about indirect and direct members of labour accord are detailed in the structure (Addison, Portugal and Vilares 2015). The structure is also helpful roles and outcomes of the management and unions are reflected through it. Often it has been seen that employers and unions prefer the centralised model of bargaining and the employees prefer decentralised model of bargaining (McBride, Hebson and Holgate 2015). The bargaining is a process of negotiation, where employers and employees present in a group to negotiate various terms and conditions. Through the negotiation process scopes for compromise, discussion and mutual exchange increase (Cazes, Khatiwada and Malo 2012). In the process of resolving an issue, the bargaining process follows an exclusive format that starts with a proper presentation of demands of the employees, channels through analysis and discussions between the authority and union of employees and ends with the formation of an agreement which develops the regulations for management of employees for a certain period of time (Bailey and Peetz 2013). Bargaining is a dynamic process that keeps changing at certain intervals. The process is complementary as well as continuous. Both the parties of negotiation have some requirements from the other parties, like employees require better pay structure from the employers and the employers require better labour from the employees. The process elevates industrial democracy within an organisation, using understanding and collaboration between different operational bodies. Steps of Collective Bargaining Process: Bargaining process follows 5 general phases. These phases are preparation, discussion, proposal, negotiation and settlement (Van Wanrooy et al. 2013.). In preparation phase, negotiation team from both the parties have been developed the topics of negotiation have been finalised by examining the situations of respective parties and raising the issues. Discussion phase is associated with preparation of terms that will guide the negotiations (Traxler and Brandl 2012). Proposal phase is related with the beginning statements related with the issues and issue resolving proposals. In bargaining phase, both negotiation parties present their requirements and discuss how to resolve the conflicts providing benefits for both groups. Finally settlement phase comes, where one or several beneficial decisions have been taken and the issues are completely resolved. Centralised Bargaining: Bargaining process can be categorized into two sectors, centralised bargaining and decentralised bargaining (Boeri 2014.). Social bodies are the channels for conduction of centralised bargaining process. These social bodies are government, employer and trade union groupings and more. Individualism is a part of centralisation or centralised bargaining process ((Pries and Seeliger 2013). Reaching to an agreement with a collaborative and easy approach, cost reduction associated with the negotiation and ease of application of decisions is the procedures to obtain individualism (Brue, McConnell and Macpherson 2016). However, smaller enterprises are avoided in this approach as the financial pressure has been neglected in this bargaining process. Centralisation combines the employers and union of employees together in a more focused way (Cazes, Khatiwada and Malo 2012). To eliminate the disputes in wages, employment relations and industrial relations, the importance of greater responsibility is reflected through this process and it helps to set the terms and conditions for the organisation (Hirsch et al., 2014). Application of centralisation in condition of work, employment relations and wages by the government creates awards (Jimeno and Thomas 2013). An example of this approach can be given from the central bargaining system of Australia from 1904 to 1990 (Dahl, Le Maire and Munch 2013). Awards can be defined as legal agreements on the basis of least wages and good working conditions for the employees. This is the result of combination of submission of both employers and union of employees. Advantages of Centralised Bargaining: There are various advantages of centralized bargaining process. The process provides a fix in wages that elevates workers equality and degree of justice of work (Hessami and Baskaran 2015). Economy management can be well maintained by any organisation due to more control over wage system and balance in employment relations. Introduction of awards within almost every sector in the organisation reduces the disputes among employees (Addison, Portugal and Vilares 2015). Wide scale implementation of this process increases the cost efficient benefits to the organisation and makes the employee training more efficient and it also causes dilution in the power of individual employee (Faia and Rossi 2013). Powers of abusive employees are reduced through this process. Main advantage of the process of collective bargaining that it significantly reduces the amount of strikes performed in the organisation. In this case this bargaining provides the employees protection in their work sectors as the e nd of the bargaining results in an agreement creating benefits for both employers and employees. The process also provides stability and security to the employees as probability of unlawful termination reduces and the employees of an organisation have a well constructed support system. Disadvantages of Centralised Bargaining: Flexibility of this bargaining system is not appropriate comparing to its theoretical model. The bargaining process for large organisations and for small organisations is almost comparable, which reduces the distinguishable components (Townsend, Wilkinson and Burgess 2013). Individual businesses are not being provided with enough opportunities, so that the organisation can make improvements in their employment and industrial relations and increase their productivity and profitability. Favours are achieved only by the large organisations due to availability of enough resources and capital (Jimeno and Thomas 2013). Amount of incentives for management participation is since the decisions are made outside of the organisation (Traxler and Brandl 2012). Decentralised Bargaining: Decentralisation means the distribution of responsibilities and authorities to the management at low level by the management of high level (Pekarek and Gahan 2016). As an opposition of centralisation the decision is made by the managers associated with each department or division regarding the whole organisation (Boeri 2014). Any issues within the organisation can easily be found out since each department have the allowance to determine the issues and take decisions to counter them. Organised economies contain decentralisation. Involvement of lower level authorities allows the functional level managers to enhance their performance and increases their freedom of work. Due to the collaboration of high level managers with low level managers, reduction occurs in the decision making time for an organisation (Dahl, Le Maire and Munch 2013). Allowance of more people into the decision making system of an organisation creates opportunity for more innovative input in the functionality of an or ganisation. Expansion of business processes through merging and new acquisitions can be explained thoroughly by decentralisation. Relationship standards are improved between employer and employee through this process due to industry level dealings between these two (Van Wanrooy et al. 2013). Team construction and workplace democracy is enhanced and thus optimization occurs in employee participation within the organisation (Bailey and Peetz 2013). Major focus of this process is specifically the sector of individual working. The process reduces the amount of disputes in resolution since individual workplaces have individual modes of operation and any dispute that is developed is solved individually (Hirsch et al., 2014). Advantages of Decentralised Bargaining: Main advantage of decentralised bargaining process or decentralisation is that it constructs a flexible system that fixes the issues in employment conditions taking account of every workplace characteristics (Faia and Rossi 2013). Communication between employees and employers get enhanced due to the distribution of decision making ability to the low level authority. Decision making becomes easier and fast and can be adopted within the working sector of the organisation within a quick span of time (McBride, Hebson and Holgate 2015). It improves the overall motivation of the employees and their co-operation. Rewards are given to individual employee for their better productivity. Maintaining the employment, an enhancement in the competitiveness in global context is promoted. Disadvantages of Decentralised Bargaining: Decentralised bargaining creates inequality between different skilled employee groups. The difference between skilled and unskilled employee is clearly observed from here (Brue, McConnell and Macpherson 2016). Economy management becomes difficult as the control of government over the wages diminished. Sometimes the process cannot resolve the issues of disputes in industrial relations (Pries and Seeliger 2013). Wide dispersion of the authority throughout the organisation develops co-ordination problems. Financial burden increases in an organisation and the result of it can be seen from less involvement of small scale enterprise (Addison, Portugal and Vilares 2015). The main disadvantage is that uniform policies cannot be followed throughout the whole organisation as different department of an organisation needs to follow different set of policies. Conclusion: Therefore, the discussion clearly explains the concepts of bargaining regarding employment relations and industrial relations. Progress of any organisation depends on its employees as well as authorities. Therefore, it is very important that the employment relationship within an organisation remains balanced. Often it has been seen that many issues generates within an organisation regarding labour wages and others that result in a strike and affects the reputation and productivity of the company. These issues can be solved in the primary stages with the implementation of proper negotiation which can be termed as bargaining. Two types of bargaining process have been discussed in the report, which targets specific size of organisations. These bargaining processes form proper negotiation regarding every issue between the two negotiating bodies, employer and employee. In any negotiation, generally both the negotiating parties contain requirements, which are discussed and analysed accordi ng to the issues and ultimately a solution is developed which is beneficial for both the negotiating parties. Centralised and decentralised bargaining processes have several advantages and disadvantages. The small enterprises are benefited by centralisation whereas large enterprises are benefited by decentralisation. Advantages of centralisation are leadership and proper collaboration and decentralisation are responsibility and burden sharing. Difference between the controls of both processes is that the first process provides inadequate control and the second process provides considerable control over the organisation. Depending on the structure of an organisation the bargaining process should be built up. The ultimate goal of this process is to balance the employment relationship within an organisation so that no dispute remains within and the organisation does not have to face employee problems like strikes and other issues. References: Addison, J.T., Portugal, P. and Vilares, H., 2015. Unions and collective bargaining in the wake of the great recession. Bailey, J. and Peetz, D., 2013. Unions and collective bargaining in Australia in 2012.Journal of Industrial Relations,55(3), pp.403-420. Boeri, T., 2014. Two-tier bargaining.Browser Download This Paper. Brue, S.L., McConnell, C.R. and Macpherson, D.A., 2016.Contemporary labor economics. McGraw-Hill Education. Cazes, S., Khatiwada, S. and Malo, M., 2012.Employment protection and collective bargaining: Beyond the deregulation agenda(No. 994719703402676). International Labour Organization. Dahl, C.M., Le Maire, D. and Munch, J.R., 2013. Wage dispersion and decentralization of wage bargaining.Journal of Labor Economics,31(3), pp.501-533. Faia, E. and Rossi, L., 2013. Union power, collective bargaining, and optimal monetary policy.Economic Inquiry,51(1), pp.408-427. Hessami, Z. and Baskaran, T., 2015. Has Globalisation Affected Collective Bargaining? An Empirical Test, 19802009.The World Economy,38(12), pp.1880-1911. Hirsch, B., Merkl, C., Mller, S. and Schnabel, C., 2014. Centralized vs. decentralized wage formation: The role of firms' production technology. Jimeno, J.F. and Thomas, C., 2013. Collective bargaining, firm heterogeneity and unemployment.European Economic Review,59, pp.63-79. McBride, A., Hebson, G. and Holgate, J., 2015. Intersectionality: are we taking enough notice in the field of work and employment relations?.Work, employment and society,29(2), pp.331-341. Pekarek, A. and Gahan, P., 2016. Unions and collective bargaining in Australia in 2015.Journal of Industrial Relations,58(3), pp.356-371. Pries, L. and Seeliger, M., 2013. Work and employment relations in a globalized world: The emerging texture of transnational labour regulation.Global Labour Journal,4(1), pp.26-47. Townsend, K., Wilkinson, A. and Burgess, J., 2013. Is enterprise bargaining still a better way of working?.Journal of Industrial Relations,55(1), pp.100-117. Traxler, F. and Brandl, B., 2012. Collective Bargaining, Inter?Sectoral Heterogeneity and Competitiveness: A Cross?National Comparison of Macroeconomic Performance.British Journal of Industrial Relations,50(1), pp.73-98. Van Wanrooy, B., Bewley, H., Bryson, A., Forth, J., Freeth, S., Stokes, L. and Wood, S., 2013.Employment relations in the shadow of recession: Findings from the 2011 Workplace Employment Relations Study. Palgrave macmillan.

Analyze The Procurement Methods Samples †MyAssignmenthelp.com

Question: Discuss about the Analyze The Procurement Methods. Answer: Introduction The success of a construction project is usually determined from the initial stages through the procurement process chosen. The procurement process will influence the whole construction process and able to determine the success of the construction projects. This paper will analyze three key procurement methods namely design and construct procurement method, management procurement method and collaborative procurement. This paper will analyse the positive and negative impacts, which are accrued when these methods are adopted in construction projects. Additionally, it will look at the benefits and risks, which the different stakeholders experience when either of the methods is chosen. Procurement methods Design and construct procurement One of the key procurement method, which is gaining popularity in construction projects, is the design and constructs procurement method. As the name suggests, the procurement method can allow the commencement of the construction phase while the design process is still on the process (Victorian State Government, 2006). The adoption of this method is usually done to ensure that the completion of the project is completed in time. Moreover, under this procurement method, different details of the project are given in advance and therefore enhancing the stakeholders planning. Additionally, under this method, the contractor can bear most of the risks in design and implementation of the project. The terms of the contract sum are provided through competitive pricing, which the client can control (Infrastructure Australia, 2012). Under this method, different approaches, which are able to define the relationship and responsibilities of different stakeholders, are usually stated. The following diagrams are able to highlight the different approaches, which are used when this method is applied in a construction project. Advantages Under this method, the client can control only one firm which they enter into a contract with regarding the project. The firm has the responsibility for design and construction of the project. The few stakeholders involved can increase the operational efficiency when implementing projects (Mortledge, Smith, and Kashiwagi, 2006). This is able to enhance the commitment of the resources to one area and limit the time of contacting different people separately such as designers and contractor. Overlapping of activities is possible which enhances the implementation cycle. Time is usually saved when the different activities take place at the same time, and this enhances completion of the project within the stipulated timeline. Moreover, the contractor has a contribution on the design parameters, and this enhances the constructibility of the project. Additionally, the cost of implementation is under control when this method is used. The maximum price is usually determined in the procurement stage, and this ensures that any escalation is met within the set budget. Disadvantages Nevertheless, this method has some key flaws, which are experienced when its chosen to implement construction projects. The project specifications can easily change according to the needs of the client. Since the lump sum cost is fixed, it creates a hard implementation time when the specification changes (National Research Council (U.S.), National Academies of Sciences, Engineering, and Medicine (U.S.), 2016). This can lead to an expensive project than it was anticipated before. Also, this method requires comparison of different designs. This may take a lot of time and therefore take up implementation timeline. Moreover, the client is required to commit to a concept design before the detailed and complete designs are completed. This raises high chances for changes while the project is under implementation stage and making the project expensive (Construction Specifications Institute, 2005). Moreover, the client has to prepare all the contract documents in advance and through this met hod, difficulties may be experienced, where the documents are inadequate and insufficiently comprehensive due to client limitation to prepare them. Benefits to stakeholders Several stakeholders involved in these projects can enjoy when it is chosen to implement a construction project. First, the client has limited risks since the contractor has much of the control of the project. This means that the contractor and not the client will sort out financial escalation. Secondly, the client can receive the completed project on time. This is because overlapping of activities is possible and gives the contractors and subcontractors enough time to beat the project deadline (Construction, 2016). The method enhances proper construction method by the contractor since they were involved in the design stages. This gives them ample time for implementation and enhancing the cooperation of the different ideas. Problems to stakeholders Some of the stakeholders are able to experience some problems when this method is chosen. First, the client is required to prepare the contract document, an exercise, which the client may, not be experienced in doing (Gould Joyce, 2014). The client may experience this problem when preparing the documents. Secondly, the contractor is able to bear all the risks and therefore when the costs exceed the contractor can experience the losses. When changes occur, the cost of the project is able to change but the lump sum cost is unlikely to change and therefore the contractor bears that additional cost. Preferred projects The projects, which their design scopes are unlikely to change, suit this procurement method. In addition, projects whose building is functional rather than prestigious aspects are more stresses suit this method (Gould, 2012). Simple projects, where the technical knowledge is limited suit this method for implementation. Lastly, projects, which require quick implementation, need a procurement method like this to ensure quick implementation. Management procurement Another upcoming procurement method in the construction projects is the management procurement. Under this procurement method, the client can appoint an independent professional team and a management contractor. This team can act as the adviser to the client in the preconstruction stages and able to carry out the construction works during the construction stage (Gould Joyce, 2014). In addition, under this method, different approaches can as well be used. Some of these methods include management contracting, construction management and design and manage. The different stakeholders under this method relate according to the following diagram Management contracting- this method requires the appointment of an independent professional team which will advise the client and later carry out the construction works (Austroads, 2007). Early start of the project can be achieved through this approach. Construction management this approach requires a management contractor who is able to determine the different project aspects (Arain, 2016). Work contractor is also chosen and enhance the implementation of the project works. The management contractor can manage the other contractors. Design and manage A contractor is chosen to head the design and implementation stage of the construction project. The works contractor and consultant take different responsibilities under this approach. Advantages There are different pros, which are achieved using this method. First, the client is able to choose a single firm, which he or she deals with. This enhances the management and coordination from the client perspective (Mortledge, Smith, and Kashiwagi, 2006). Additionally, overlapping of activities is possible through this method and therefore enhancing early completion of the project. Constructability is usually enhanced since the contractor is involved in the design stage when this method is chosen. Competitiveness in tendering process ensures value for money to the client. Additionally, all roles and responsibilities to the different stakeholders are usually stipulated and therefore minimising conflict of interest. Lastly, the flexibility of design is usually possible to suit the client preferences. Disadvantages First, this method is not certain about the cost of the project, and it is only known at the end of the project completion. This means that cost escalation can be able to increase and making the implementation stage hard. Additionally, the client is much involved in the process and therefore requires client who has knowledge of the construction process (Gould, 2012). Additionally, the client is able to lose the control of the design, a responsibility which constructors can take. This means clients needs may not be addressed fully (Harris, Mccaffer Edum-Fotwe, 2013). Lastly, clear definition of the implementation timeline and all information of the project is required before the implementation stage commences, which may be hard to provide. Benefits to stakeholder The client has an easy time in control of the single firm chosen to manage the project. This enhances the collaboration and coordination between the client and implementation team (Fewings, 2013). The methods provide enough time for the contractor to complete the project on time through the overlapping of activities. Additionally, the client can achieve the value of money for the project through the competitive tendering and selection of the implementation team. Each role and responsibility of the stakeholders is to know and therefore enhancing their operation. Problems to stakeholder The client is able to lose the control of the design aspects of the project. This means that their needs may not well articulated as they need. Since the client is not in the design and management part, the end product may not suit their needs (Fewings, 2013). The cost risk is available to the works contractor and the client. Since the cost is uncertain, changes on the cost are likely to occur and therefore likely to suppress the set budget. Informed client about the construction process is a key element to this method. A problem may arise on the management team when the client does not understand these processes. Preferred projects Simple projects, which the clients can understand, are most preferred to be carried out through this method. Projects, which can easily change also, require this method for their implementation. Collaborative procurement Under this method, different stakeholders in the construction project come together. The risks involved in the project are share according to the different responsibilities, which the shareholders have in the project (Gould, 2012). This procurement method requires stakeholders who can share the same ideas and aspects concerning the project. Under this method, the flow of different elements can be represented as in the following diagram. Advantages Transparency level is usually high under this method, and this is a key pro, which this method can bring in procurement sector (Centre for Excellence and Innovation in Infrastructure Delivery, 2010). The different parties are able to collaborate and able to bring the value of money to the project. High resource utilisation is also achieved in this method. Effective implementation of the project is usually achieved through the high consultation in the project. Different ideas are presented enhancing the innovations and implementation of the project. Lastly, due to the high involvement of stakeholders, the projected uncertainty is usually low. Disadvantages This method requires a lot of time during the implementation stage. This may lead to the project timeline to be exceeded (Arain, 2016). The high involvement and coordination require the high trust to the members. This level may not be possible. Opportunistic behaviour may arise and therefore increasing the risk of implementation. Benefits to stakeholders The client can forecast on their needs of the project through the early involvement in design stages (Gould, Joyce, 2013). This enhances the client to prepare and manage their resources for the project implementation. The contractors have an easy time in implementation due to different ideas from stakeholders. The high quality project is achieved for the client through the collaborative ideas. Problems to stakeholders The client may not receive the project on time due to the increased collaboration process. Trust issues among the stakeholders are a problem, which may affect the contractors working (Harris, Mccaffer Edum-Fotwe, 2013). Increased implementation timeline is a risk to the contractor since additional costs may accrue. Preferred project Complex project requires this method to enhance their implementation. Additionally, high project requires this method to take the advantage of different input from different people. Conclusion Procurement methods are key in the implementation of the construction project. The choice of the procurement method depends on the details of the project. Each method has its pros and cons and the areas, which they will perfectly suit to bring the best out of the projects. The different stakeholders can derive different benefits on each method, which is chosen. Additionally, the risk is a key part of the construction process and therefore whichever method is chosen, some problems may be experienced. References (2016). Construction. https://trrjournalonline.trb.org/toc/trr/2573. ARAIN, F. M. (2016). Construction project management research compendium. Volume 6 Volume 6. https://search.ebscohost.com/login.aspx?direct=truescope=sitedb=nlebkdb=nlabkAN=1365770. AUSTROADS (2007). Guide to project delivery: part 2: project delivery planning and control, by R Brown and P Robinson, AGPD02/07, Austroads, Sydney, NSW. BALDWIN, A., BORDOLI, D. (2014). A handbook for project planning and scheduling in construction. https://public.eblib.com/choice/publicfullrecord.aspx?p=1666532. centre for excellence and innovation in infrastructure delivery (2010). 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