HND人力与组织管理报告.doc

1.0 Introduction22.0 Explain the firm current structure23.0 likely apply to firms structure34.0 The contingency impact on organizational structure44.1 Size44.2 Technology54.3 Task55.0 New structure of relationship66.0 how to practice its authority of new organization87.0 conclusion81.0 IntroductionThe report is described about David and Neils BBE Ltd and Johns Colbert Civil Engineering Contractors. Previous organization structure is effective in last period. But by Every Indication this structure gradually not adapt to new situation. So the firm structure needs to re-structure. David and Neil wish have to merge with Johns company. Because the two firm have pleasant collaborated together in the past and the two firms structurally can pretty good merge. The report includes five points: explain the firm current structure, explain and introduce recommend a more appropriate structure, find out factors for affect the organizational structure, lateral relationships within the proposed new structure and explain how the proposed new organization should practice its authority.2.0 Explain the firm current structureThis firms structure can be defined as hybrid. Thats hard to say an obvious structure in hybrid. This is a macro definition, that we should analyze the situation based on the specific problem. In the current case we can find David and Neil have two different kinds of tendentiousness, Neils structure is decentralized, and David More inclined to centralized structure. The next, I will describe these different structure and prove my point. Like I said earlier, David tends to the centralized structure. Functional structure often embodies as the leader report to the top. It is suitable for some simple and single organization. This structure It is easy to manage, and enhance brand image, And it is easy for the organization to achieve the goal. But sometimes it is to the disadvantage of coordination among all departmentsThe centralized structure, it can make a unified management staff. Professional career can be brighter, wide; it is easy to spread around the world in the form. But it will prevent the communication, slow response to the local market.Neil is apt to decentralized structure of management can be understood as the center the only thing to do is deal with the strategic direction Staff assigned to specific tasks, therefore, this structure can make clearer their team goals, the reaction rate faster. Development strategy and its subsidiaries will be more flexible. But it will limit the development of staff, sometimes; it may increase costs, because the department repeated. Also and this structure is not easy to controlSo what we can learn about from Case Studies. Form democracy point of view. David often alone go all the tasks are assigned to staff, do not like to listen to staff views, Neil regularly with staff to discuss different, so that employees can express their own ideas. And help achieve. The structure can make the firm more flexible, more able to adapt to a changing environment.In short, any structure is to provide a better Product or service.3.0 likely apply to firms structureThemergerenablesittoupgradeitsmanufacturingequipmentandbemorespecialized,whichcanwellimprovetheperformanceoftheproducts.Afterthemerger,iftheintegrationoftheotherresourcesbetweenthetwoorganizationsiseffective,themarketcompetitivenessneworganizationcanbegreatlyincreased.Althoughthetwoorganizationsweregoodpartnersbefore,theyafterallaretwodifferentorganizations.Theindependenceandtheredundancyofdifferentdepartmentswillleadtotheincreaseofthecost. Inmyopinion,thematrixstructuredividedaccordingtotheproductsorprojectsmaybeabetterpattern,whichcomeswiththeadvantageofmaneuver,flexibility,theabilitytoorganizeordisbanditselfandthepossibilitytowellintegratetheresources.Whatsmore,thematrixstructureisorganizedaccordingtoitsprojects,soboththetaskandthepurposeareclear,andthespecializedstaffsarewell-prepared.Therefore,inthisnewteam,itspossibletocommunicate,toinvolvein,torelatethemselveswiththework,andthustomaketheireffortstoovercomedifficultiesandsolveproblems.Withthesenseoftrustandhonor,theyaddtotheirsenseofresponsibility,thepassionfortheworkandpromotetherealizationoftheproject.Also,itstrengthenstheinformationcommunicationaswellasthecooperationamongdifferentdepartments,whichovercomesthelinearfunctionsofthedisjointedstructureofthephenomenonofthevariousdepartments- 4.0 The contingency impact on organizational structureContingencyapproachgivesusinformationthatweshouldadjusttheorganizationstructureintimetotheverychangeablenewsituation.Thereisnobestorganizationstructureoradministrationstructure,theoptimalcourseofactioniscontingencyupontheinternalandexternalsituation.So,bycontingencyapproachwecanexplainthechangesoftask,technologyandsizebasedonthestructure.4.1 SizeSizeisthemostimportantwaythataffectsthestructureoftheorganization.Duringtheexpansionofanorganization,itwillbemorecomplexandofficial,somorecontingencyisinneed.Inthecase,becausetheengineersareofficiallyauthorizedtocontroltheconstructionstaff,themergerwouldprimarilybebeneficial.Sofar,asdesigners,thisisareallyformalacceptanceforanengineerwhoisinchargeofthedesignonthespotofagiveproject.Mergerishelpfultoclarifythisrelation.Whatsmore,mergerallowstheorganizationtowidenitssizeaswellastodefinitethepurposeofthestaffswork.Furthermore,resultingfromthemerger,thesharingresourcesbecomemore.Bymeansofcommunicating,theycanturnoriginalityintopracticaldesignproject,whichenablestheabilitytocompetemoreeffectivelyforfutureprojectsandthereductionofsupportarea,thuscreatingeconomiesofseale.4.2 TechnologyTechnologyisthekeytosuccess.AcorporationnotonlyneedstofocusontheITandequipmentbutalsothetechnologyofproducingservice.Asaresultofnewtechnologyandcomputernetworks,designcommunicationtendedtobedonethroughphonecallsande-mail,whichdecreasethenumberofpeoplewhocametotheofficeormadeitpossibletolocatetheofficeatwheretherentisrelativelycheap.Thus,thecostcanbecutdown.Mergerontheotherhandenablesthestaffstosharetheexperiencetheygainedfromwork,whichimprovetheserviceandthetechnologystandard.Asaresult,thefeeusedfortrainingcanbesaved,which,also,cutsdownthecost.Andthestaffscangetmoretimeoftheirown. 4.3 TaskTask the nature and size of the task is a key determinant in shaping the organization. In the case: One main reason behind this was that more and more clients wanted cost savings that could be derived from the synergy that would result from dealing with one organization for design and development. The task can make growth and increased geographical spread in the different services offered and closer working partnership with major client.5.0 New structure of relationshipIn today, many company using the line relationship means. The employees can direct report work to boss, the bosss authority can also be passed directly to employees. This way is good line between boss and employees can make good communication/coordination between superiors and their subordinates. In the case, John has two teams, there is a lead a group, three qualified builders and a digger driver. They will work together for different site development in some big project. So need to bosss authority can pass to the staff through leader. staff reporting to the leader, leader can help directly them. Function relationships, means that some of the functions delegated to expert support and advice to managers and employees. In some cases, these experts will be appointed to deal with certain specific areas of work. In that case, John is a chartered civil engineer; he is an expert in the construction field. So, he is entitled to direct workers. Control team and engineers will be appointed, for his project design work. John entitled command workers, And the engineers will be appoint to control the team who work for his project design.The line staff relationship is the assistant of senior management with staff. They do not havethe right todirect but behalf of the top managers to convey their purpose and order to the staffs. In this case, john possess a small administration team, it is consist of handle reception, secretarial support, accounts and wagers. This team has no direct power, but John delegated these jobs to them.The lateral relationship is in the same organization staff and other staff. In case have many such as John, Neil and David between the three relations. Or again John and his small teams, those all can be defined as lateral relationship.Flow chart Administration officeCivil engineering officeStructural officeNeilJackManagement teamTeam twoTeam oneJamesEngineersSer viceDavidJohnBBE LedReceiveTeam leaderDigger driverQualified builderEngineersApprentices6.0 how to practice its authority of new organizationAuthority is from the leader who exercises the power, its the embodiment of status in management, its a power. Giving an order, and hoping it is executed. Under the condition of two companies merge red, which means the power of David, Neil, and John will change. The number of employee increase, organization structure, department and some other element will be reconstruction. So, three leaders should allocate their own corresponding power properly. After combination, all reconstruction work are from the leaders authorization or convey. John has authorized to set up a small management team, and order them to deal with the project. As a chartered civil engineer, he could command his term leader to instruct the workers. Responsibility means if one person has his own specific position, it will accompany with the specific duty. It reflected in the range of the work. The responsibility must be undertaken. The new company should fulfill their trust. David and Neil take charge of the strategy of company direction. John take in manage his engineer and management team. The team leader should conscientiously apply the instruction from John, The workers should run strictly according