HND人力与组织.doc

Name of University: Name of Program: HND-SQAReport Title: Managing People and OganisationsStudent Name: Student Class: Student Number: Tutor Name:Submission Date: Contents1.Introduction32.Type of Organisational Structure Currently Adopted by the Organisation33.An Alternative Form of Structure to Current Situation34.Analysis of Suggested Structure Using the Contingency Approach45.Line, Staff, Functional and Lateral Relationships within the Proposed New Structure56.Authority, Responsibility and Delegation within Proposed New Structure77.Conclusion78.Reference81. IntroductionThis report is written about David and Neils Barbour Brown Engineering Ltd and Johns Colbert Civil Engineering Contractors. David and Neil had a meeting and the main area for discussion was the businesss need to re-structure. And the company of David and Neil want to have a merge with Johns company. The two firms have collaborated together in the past. And the report includes five points: identify the structure that best describes the organisation at present with reasons, describe a form of structure that would be more applicable for the organisation, describe how the main situational variables of task, technology and size have helped determine the new organisation structure, identify the different line, staff, functional and/or lateral relationships within the proposed new structure and describe how authority, responsibility and delegation should be exercised within the new structure.2. Type of Organisational Structure Currently Adopted by the OrganisationThe firm of David and Neils structure is a flat structure in the case. Because span of control is simply the number of subordinates that an executive supervises. The number of subordinates that a manager can manage must be determined by every organisation. In view of the numerous variables that affect the management situation, it is unlike that there will be an agreed limit to the numbers of subordinates that can be effectively supervised by a manager.A hybrid structure will include elements of both matrix and functional organisations. 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. The success of the organisation will be dependent on the business achieving a match between its situation and its strategy.In this case, David manages the firm in the way of the centralised line structure, he unify managed all the staffs in the firm, but it is difficult to control and it is tired. And Neil manages the firm in the way of the de-centralised team, and all the staff can do the work consciously. This way of managing is comfortable but it is difficult to control. Page 258 and 292John Colbert Senior was about to retire and the firm believed that continued success and growth could best be accomplished by creating a business that would cater fully for both the design and development of civil and structural engineering projects. The firm only did the civil engineering project ago, but now, they also do the structural engineering project and administration project. John also has a small, but efficient, administration team that handles reception, secretarial support, accounts and wanes. Again, savings could be made by reducing the administration costs currently incurred by having two administration sections.3. An Alternative Form of Structure to Current SituationIn departmentation by product, a production unit is set up for each good/service. This approach is mainly adopted by large organisations, but can work effectively in smaller ones.The advantages of the dissection work by product or service are:1. Aids specialisation of staff and equipment.2. Coordination is facilitated and customer may get better service.3. Responsibility for profit can be introduced by setting a standard for a product department with the manager responsible for most of the functions involved.4. Managers are given a wider responsibility. Page 278 and 285 The firm should take the way of the line project team in the case. Within organisations difficulties can arise over who has authority in relation to particular activities and how management delegates authority. Where authority comes down from the boss to their staff directly a line relationship is said to exist, i.e. the authority of the manager flows down the line of command. The manager is said to be the line manager for the particular group of staff.4. Analysis of Suggested Structure Using the Contingency ApproachContingency theory:Contingency 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. Page 300 The contingency approach suggest that an effective organisation must adjust its structure in a way that is consistent with the type of environment in which it operates as well as the technology it uses and any other context related factors such as the business environment. Thus the structure will adapt in response to the prevailing circumstances at ant point in time.Task:The nature and size of the task is a key determinant in shaping the organisation. A complex task such as cancer research may require a more complicated organisational structure than say a farming business, which only grows and sells potatoes. Page 292“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 organisation for design and development.” , so the range of the goods or service should be broadened. And according to the second paragraph, when working on large developments the two teams would work on site together, for instance in road development, one team would concentrate on road production whilst the other team concentrated on bridges or pathways, depending on the design specification. It means that two teams would do the work belong to them themselves, so the controlling force of the engineer will increase, that the clients would to be easier to access the engineers.TechnologyThe technology the organisation uses is a key factor in its success. This is in relation not just to information technology but the complete approach to producing an item or delivering a service. Page 293“As a result of new technology and computer networks, design communication tended to be done through phone calls and e-mail. It was very rarely that clients visited the offices.” So the office of the firm in the case can be based out of town, that it can reduce the expenses from the rent.SizeThe size of the organization is a key variable in influencing the design and structure of the organization, with small organization typically having few procedures as compared to the large business, which typically will have many written procedures, organization charts and formal processes. Page 293In the case, the merger would primarily be beneficial because the engineers 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 help clarify this relationship. Although both firms had reputations for high quality work, increasing competition and the need to make efficiency savings was making it more and more important that the two businesses looked to new possibilities for managing and developing. John also has a small, but efficient, administration team that handles reception, secretarial support, accounts and wanes. Again, savings could be made by reducing the administration costs currently incurred by having two administration sections. Neil was aware that the merger, should it go ahead, would create some redundancies. So when the two firms merger, they will be stronger in many sides.5. Line, Staff, Functional and Lateral Relationships within the Proposed New StructureLine relationships:A line position is directly involved in the day-to-day operations of the organization, such as producing or selling a product or service. Line positions are occupied by line personnel and line managers. Line personnel carry out the primary activities of a business and are considered essential to the basic functioning of the organization. Line managers make the majority of the decisions and direct line personnel to achieve company goals. An example of a line manager is a marketing executive. /management/Int-Loc/Line-and-Staff-Organizations.html This issue had increased in priority when Neil explained that John Colbert Civil Engineering Contractors had approached him about a merger. Neil was aware that the merger, should it go ahead, would create some redundancies. Although not always keen to make major changes, David did agree that, since their business needed re-structured, the merger would provide the ideal reason for making changes to the current method of working, and the proposal to merge should go ahead.Staff relationship:Staff authority is the right to advise or counsel those with line authority. For example, human resource department employees help other departments by selecting and developing a qualified workforce. A quality control manager aids a production manager by determining the acceptable quality level of products or services ata manufacturing company, initiating quality programs, and carrying out statistical analysis to ensure compliance with quality standards. Therefore, staff authority gives staff personnel the right to offer advice in an effort to improve line operations. /management/Int-Loc/Line-and-Staff-Organizations.htmlCurrently John, a chartered civil engineer employed two teams. Each team comprised a team leader, digger driver and three qualified builders. So John has the authority to manage the staff as an engineer. Functional relationshipFunctional authority is referred to as limited line authority. It gives a staff person power over a particular function, such as safety or accounting. Usually, functional authority is given to specific staff personnel with expertise in a certain area. For example, members of an accounting department might have authority to request documents they need to prepare financial reports, or a human resource manager might have authority to ensure that all departments are complying with equal employment opportunity laws. Functional authority is a special type of authority for staff personnel, which must be designated by top management. /management/Int-Loc/Line-and-Staff-Organizations.htmlIn the case, John is a chartered civil engineer employed two teams. Each team comprised a team leader, digger driver and three qualified builders. They are this relationship. Lateral relationshipsLateral relationships are those that exist between staff at the same level in the organization. These are important for the coordination of the various functions of the organizations and are often where us and them problems occur. Neil agreed with John that. From a business perspective, a merger of the two companies could be beneficial. Although not always keen to make major changes, David did agree that. 6. Authority, Responsibility and Delegation within Proposed New StructureAuthorityAuthority is the right to direct or guide the actions of others and extract from them responses that are appropriate achieving the goals of the organization. Page 288In the case, David and Neil had their usual Friday meeting. This week the main area for discussion was the businesss need to re-structure. This issue had increased in priority when Neil explained that John Colbert Civil Engineering Contractors had approached him about a merger. After the two firms merged, David and Neil has the authority of the organization. ResponsibilityResponsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function. Page 288Although both firms had reputations for high quali