HNDManagingPeopleandOrganisations报告第二篇.doc

Managing People and Organizations Contents1.1 Introduction 21.2 The organisation of BBE and John Colbert Civil Engineering Contractors before merger 21.3 The organisation of BBE and John Colbert Civil Engineering Contractors after merger 31.4 The new organisation structure (task, technology and size) 41.5 The relationship within the proposed new structure 41.6 Authority, responsibility and delegation within the new structure 51.7 Conclusion 61.1 IntroductionBarbour Brown Engineering Ltd is going to re-structure, and John Colbert Civil Engineering Contractors want to make a merger with the company. So I will analysis the organization structure about the two companies and what will happened. After that, I will provide my opinions.1.2 The Organization Structure before mergerThe organization structure of BBENeilDavid Administration team Jacks team James team ApprenticesQualified techniciansApprentices Qualified techniciansThe organisation structure of John Colbert Civil Engineering Contractors JohnTeam leader 2 Team leader 1Administration team3 qualified buildersDigger driverDigger driver3 qualified buildersBoth Barbour Brown Engineering Ltd and John Colbert Civil Engineering Contractors are flat organisation structures before merger. This kind of structure is suit for small organisations because of the few layers of the management. Supervisors having to delegate and ensure clear policies and laid down. Fewer levels of management which include benefits such as lower costs and there will be more communication between managements and workers. However, this structure may loss of control by the supervisor and the need for high-quality managers as their workload tends to be so high that bottlenecks may occur.In this case study, we can know that there are 17 people at all in this company. Respectively is Neil, David, Jack, James, two engineers, six technicians and five apprentices. And David delegate the right to James as Neil gave Jack the right to decide the project. As for John Colbert, John is the top of manager, there are two main teams and each team include a team leader, digger driver and three qualified builders.They work on site together when have large project. Also there is an administration team in the organisation.In my opinion, the BBE is the production within the functional departmentation. Production is responsible for making the products and having in place the appropriate manufacturing processes. In this case study, there are two main teams in BBE,the team of Jack and James. The own team has its own projects and provide different services. And I think the John Colbert Senior is the same departmentation as BBE is production departmentation. The staff of the company just like one team but responsible defferent aspects of the site development. For example, in road development, one team would concentrate on road production whilst the other team concentrated on the bridges or pathways, depending on the design specification.1.3 The organisation structure after mergerOver the past four years BBE and John Colbert Civil Engineering Contractors had worked together on a number of projects and they were about work on two major developments. David and Neil thought that their company to re-structure and John Colbert Civil Engineering Contractors had approached him about a merger. Then in my opinion the structure after merger would be hybrid organization structure.A hybrid structure will include elements of both matrix and functional organisations. It is a further development of the matrix structure. The advantage of this approach is that it may be adaptable to changing business circumstances. Disadvantages are that it may lead to staff being confused about what their responsibilities are. As we know from the case there are four main teams and two administration teams in the new organisation and and all manger would be authorized by David (Neil) or John. It is flexible for them to complete a large project together but responsible different aspects of the site development. The departmentation of the new organisation is also functional departmentation which is production. The member of the staff in the new organization have his own responsible for the project but when have large project, they will work together to deal with that, such as road development,bridges or pathways, etc.The best organisation structure is the matrix structure. This approach originated from the aerospace industry where this type of structure was used for specific projects. A more flexible and adaptable system was needed to achieve a project-orientated multi-disciplinary team. In this approach the degree of the project managers authority and relationships to functional departments must be specified. We can know from the case study that John employed two teams. Each team comprised a team leader, digger driver and three qualified builders. When have large developments the two team would work together,but be responsible for different aspects of the site development.All of people know that each coin has two sides, the advantages of matrix structure: 1) It is better control of project and better solution to clients needs;greater security.2) This approach is better customer relations and higher profit margins and better for complex projects.3) This structure is better integration across functional departments, shorter project development time.4) More effective departmental communication and more efficient use of resources; aids the development of managers as the work includes wider responsibilities.The disadvantages of matrix structure:1) Its more complex internal operations. Potential conflict of management and project goals. Conflict over priorities.2) Conflict affect corporate management. Two basis over the individual.3) Responsibilities may not defined. Less focused, so not always project cost-effective.4) Slower response to clients.1.4 The new organisation structure (task, technology and size)Contingency theory takes the view that there is no one best way to structure, manage or control a business. From the case study we can know that in the past, engineering consultants had always preferred to be based in town centres in order to allow clients easy assess to the engineers. However, there are some new technology and computer networks,design communication tended to be done through phone calls and e-mail. Also the kinds of products will be expand, they can provide more products and services, engineers would have the formal authority to manage the construction staff. It is sure that the size of the organisation is larger than before merger. All the teams of BBE or John Colbert will work together, so the new organisation will have four main teams and two administration teams, when have a large development project they will work together. According to these, we can define the new organisation is Hybrid organisation structure. 1.5 The relationship within the proposed new structure Line relationship: Direct relationships between superiors and subordinates.In this case, Neil delegate Jack the autonomy and flexibility to decide how the project should be carried out, for David, he authorized Jack when David out he has the right to Jackauthorize site visit. NeilDavidJamesFunctional relationships: Relationships between specialist positions and other areas. Functional specialist supports or has authority over certain activities of a particular department.JamesJohn NeilJohn Staff relationships: Relationships between senior members of staff and other staff. These describe the relationship between the assistants of senior staff and other staff.JackJamesJamesNeil Lateral relationships: Relationships between staff at the same level in the organisation. The are important for the coordination of the various functions of the organization and are often where us and them problems occur.DavidJohnNeil1.6 Authority, responsibility and delegation within the new structureAfter merger , authority, responsibility and delegation would have some change.Authority: Authority is the right to direct or guide the actions of others and extract from them responses that are appropriate to achieving the goals of the organisation. So Neil, David and John in the same level have the same power. As we know, before merger, David treated James, who had been with the firm longest, as being most senior. When David or Neil unavailable, James has some authority on a site visit. However ,now, each engineer would have the formal authority to manage the construction staff. At the moment, as designers, there was an informal acceptance that the design engineer was in charge of a given project on site. A merger would he