HND人力资源报告.doc

Report for Manageing People and Organisation (DDE3D34)Outcome 4The Barbour Brown Engineering Ltd and the accomplishment of the new merger companyCandidate name:Grade and Class:Financial services 2010Student ID:121.0 Introduction32.0 Literature Review42.1 Flat structure42.2 Centralised structure & Decentralised structure42.3 Shamrock structure (or Hybrid structure based on a line project team approach)52.4 Contigency Approach62.5 Line, Staff, function and lateral relationship72.6 Authority, Responsibility and Delegation83.0 Case study83.1 Background of Barbour Brow Engeneering Ltd83.2 Solutions of current situations93.2.1 Suggested Organisation Structure93.2.2 Contigency Approach103.2.3 Relationship within Proposed New Structure103.2.4 Authority, Responsibility and Delegation within New Structure114.0 Conclusion115.0 Reference121.0 Introduction Barbour Brown Engineering Ltd was no defined structure. The company was built by Neil and David. To start with the company had seven people, Neil, David, Jack and James. In addition, there had three technicians. In the company, for products, they should was to provide a high quality service. For staff, the leaders made the staff were trained in the technology. In addition, David had used the timesheets to staff. In Barbour Brown Engineering Ltd, have more work achievements in the fourteen years. Neil being able to rely on the service of Johns firm had been a major benefit in gaining contracts, because this increased the firms ability to ensure a high quality of service during the development stage of projects. Their staff were trained in the latest technology. This enabled the firm to produce the designs to a high specification as efficiently as possible. In Barbour Brown Engineering Ltd, the internal was not in combination with the external, is an open question in the company. The company to cooperate with the John Colbert Civil Engineering Contractors was very successful in the four years. Because Barbour Brown Engineering Ltd have more benefits. The firm had reputations for high quality work. John Colbert Civil Engineering Contractors boss, John was old. The company had approached with Neil about a merger. So Barbour Brown Engineering Ltd should re-structure with John Colbert Civil Engineering Contractors. Re-structure is best opportunity to Barbour Brown Engineering Ltd.2.0 Literature Review 2.1 Flat structureFlat structure is a kind of structure pagoda, he is characterized by the control range is big, its advantage is to managers may authorize, ensure that the policy to implement. But Flat structure of the faults are also obvious: prone to management is out of control, and need high quality management control of the situation.2.2 Centralised structure & Decentralised structure Centralization is an organization in the brake important decision, never or seldom let middle or lower management personnel to participate in.Decentralization is refers to the decision-making right across the various management department or the hands of walkers.2.3 Shamrock structure (or Hybrid structure based on a line project team approach)The first leafOn behalf of the table core expert system, by a senior experts and technical personnel and management personnel form the nucleus of the employees. Most of these workers received a good professional training, is the enterprise senior management of power.The second leafThe existing contract relationship with the enterprise individual or organization form, often including some once worked for the enterprise, but now to provide services of experts. These men are around the enterprise planets, but in order to complete the project or the performance of the contract, in the decision-making aspects enjoys high autonomy.The third leafRepresents the great elastic Labour, such as and worker and temporary workers, etc. In the han di model, this part of the person is not only hire helper, the enterprise should make full close to them, and let them feel oneself is a member of the organization, thus high standard to finish the job. This part of the workers decision-making power is usually confined to their work scope.Shamrock organization The shamrock organization is an organizational structure where a core of essential executives and workers are supported by outside contractors and part-time help. 2.4 Contigency ApproachContingency theory takes the view that there is no one best way to structure, manage or control a business. The methods to be employed, it is argued, should be based on finding the best fit between the organisation and its environment. The particular situational factors such as size, technology or environment will determine the systems and structures employed. There have been criticisms of this theory, particularly in relation to how useful it is in practice. The same performance may be achievable with different systems and structures for a given set of situational factors.Task -scope of product/service will be wider and engineers will have more control over the site workers.Technology - enables movement to alternative location, creating reduction in size of administrative support.Size - bigger organisation enabliing ability to compete more effectively for future projects and the reduction of support area, thus creating economies of scale. 2.5 Line, Staff, function and lateral relationshipLine relationship: CEODavid Neil JohnHuman Resource Finance Marketing Structure team1 tean2Line relationship is that the managers control the different part. In the case, David control the Human Resource part and Finance part, Marketing and Structure belongs to Neil and John control the team1 and team2. Function relationship: NeilMarketing StructureDepartment1 Department2Between the Marketing department and other departments relationship is the functional relationship.Staff relationship: Jack James Engineer1 Engineer2 Engineer3 Engineer4Staff relationship is Jack and James between the lowest level employees relationship.Lateral relationship: David NeilHuman Resource Finance Marketing StructureLateral relationship is between the same level engineers or departments. For example, its between the David and Neil relationship.2.6 Authority, Responsibility and DelegationAuthority: 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.Responsibility: Responsibility is the obligation placed on a person who has a certain position in an organisation to perform a task, assignment or function.Delegation: Delegation is the act of passing the responsibility to complete a task to another person.3.0 Case study3.1 Background of Barbour Brow Engeneering LtdThe structure of Barbour Brown Engineering Ltd The Barbour Brown Engineering Ltd has three structures, top manager, middle manager and subordinate manager. The top manager is David and Neil. Davids work is divided by products and services. All new projects went to David in the first instance. And he set the staff specific tasks as this enabled him to keep a tight check on their performance. David is administration and civil work. Neils work is work to make decisions regarding the structural work. He concentrated on promoting the company by sourcing business contracts, and he not to get involved in work politics. Neil is created for the structural work. The middle manager is James and Jack. James was often delegated the task of giving out new projects to staff and he was allowed to authorize site visits when David was out of the office. Jack following Neils approach, Neil gave Jack the autonomy and flexibility to decide how the projects should be carried out. The subordinate manager is the staff of Barbour Brown Engineering Ltd. The staffs work is distributed by the top manager and the middle manager. Thus, the company is Flat strecture, and David is the centralized type and Neil decentralized of hybrid3.2 Solutions of current situationsNew organizational structure The Contingency theory takes the view that there is no one best way to structure, manage or control a business. The same performance may be achievable with different systems and structures for a given set of situational factors. The particular situational factors such as size, technology or environment. 3.2.1 Suggested Organisation StructureAfter the merger of the two companies should establish new management structure, and preferred clover or hybrid management structure.(1)Administration: This is the core staff in the shamrock organization. The manager is David. Because David lay great emphasis on the internal management and he in charge of the administration and civil work. The administration section to constitute the policy of the Barbour Brown Engineering Ltd. The administration section is basal section, and it set up the policy for the development section and the marketing section. Marketing: The manager is Neil. Because he pays attention to the external management. And Neil to participate in the projects, products and customer services. The marketing department is to offer the information of the projects, products and customer services give the administration department and development department. Development: The manager is John. Because the departments responsibility is exploit products. So the department should have more staff. John has experience of the human resources in his quondam company. The development department is to practice the policy and the information of the services by the administration department and marketing department. (2)Project-Based Matrix Structure:Employees are temporarily assigned to a specific project team and have a permanent functional unitCustomersFinanceMarketingConstructionDesigningSupplierConsultingProject1Project2Project3Project4A hybrid will include elements of both matrix and functional organizations. 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.3.2.2 Contigency ApproachTask The nature and size of the task is a key determinant in shaping the organization. Task: Engineering consultants had always preferred to be based in town centres. Because this was mainly to allow clients easy access to the engineers. Technology The technology the organization uses is a key factor in its success. Technology: As a result of new technology and computer networks, design communication tended to be done through phone calls and email. Size The size of the organization is a key variable in influencing the design and structure of the organization. Size: The two administrations were merged. Thus creating economies of scale. 3.2.3 Relationship within Proposed New StructureLine:Barbour Brown Engineering Ltd.Staff:Functional:Lateral:Administration Office Structual Office Civil Engineering OfficeJohn Neil DavidTeam One Team Two Jack Engineers JamesTeam leader digger driver qualified builder team leader digger driver qualified builder engineers apprenticesThus, the company is Flat structure, and David is the centralized type and Neil decentralized of hybrid3.2.4 Authority, Respo