hnd-人力资源管理-大一-报告

Table of Contents1.0 Introduction12.0 Main body22.1 Current organizational structure22.2 Solution Approaches32.3 Factors impacted the new structure52.4 Relationships in the new structure62.5 The practice of authority,responsibility and delegation73.0 Conclusion94.0 Reference101.0 IntroductionBarbour Brown Engineering Ltd is a new joint partnership,which is set by David Barbour and Neil Brown and mainly work for civil and structural engineering designs.The company consists of engineers, technicians, apprentices and an office supervisor.The company is famous high quality design ,finishing work timeously within the quoted price.Though over the past fourteen years the company was developing continuously, a problem existed was that David who work as an administration leader cannot engage his work with Neil who was work for marketing.So that，many project was missed because of their discordance .However，there are many successful cooperation projects between BBE and John Colbert Civil Engineering Contractors,which oncentrated on the development stage of projects via the design specification made by Neil. Now,there is a noticeable trend that customers require a more substantial and fast service.And John has an intention to retire,so John proposed Neil about a merger between BBE and JCCEC to increase competitiveness and make savings. After taking a panoramic view of the situation of the two companies, David and Neil agreed that it was time to re-structure.2.0 Main body2.1 Current organizational structureAn organization is a group of individuals operating together in a systematic way to achieve a set of objectives. Barbour Brown Engineering Ltd is aimed to provide high quality products and services.To make any adjustment, the current operationing structure must be understand, of which BBE was running in a mechanistic system,which tends to be is more rigid in structure and was considered more appropriate to stable conditions. Compared with the mechanistic system, the organic system is a more fluid structure considered to be more appropriate to changing conditions. In addition,BBE was employed in line stucture which provides routes for upwards and downwards communication and links departments to an ultimate source of authority.And flat stucture refers to few or no levels of interveningmanagementbetweenstaffand managers, in which staff are more directly involved in thedecision makingprocess, rather than closely supervisedby managers. No matter line or flat structure,the goal is to provide better products and services.In BBE, work about core civil engineering business was divides by products and services. The leaders,David and Neil are responsible for administration and structural designment. In the middle management James as the most senior gave out new projects and impower site visits. Jack, a better-quality structural engineer, was delegated to decide the technological process of the projects. Including other two engineers, six technicians, five apprentices and an office supervisor, obviously flat structure could be presented in this firm.In the past operations of BBE,Neil always gave Jack the autonomy and flexibility to decide the technological process of the projects, and encourage him to attend management meetings to discuss the planning and development of projects.Compared with Neil, David preferred to supervise staff with timesheets and give them less empowerment about site visits.Hence, flat structure presently operated could loosely be described as hybrid with a centralized line structure operated by David and with Neil operating a de-centralized team approach.Via Naylors duties of management, David was responsible for managing internal employees while Neil was for external business, as a result David and Neil cannot receive effective and efficient response from each other. Over the past 14 years, there did not exist a specific structure even though the firm was developing constantly, so an appropriate re-structure should be carried out now. 2.2 Solution ApproachesThere would be many benefits if a merger between Barbour Brown Engineering Ltd and John Colbert Civil Engineering Contractors occured. Via the merger,BBE might have an opportunity of re-location, and administration costs would be reduced and engineers would gain more authority to manage the construction workers. As well, there must be a new defined organization structure, so the three appropriate organization structures will be introduced as the following.Shamrock Organization structures is anorganizational structurewhere a core of essential executives and workers are supported by outsidecontractorsand part-time help.Civil officeStructure Site Office DevelopmentThe leaf in the middle represents the core staff of the organization which involves highly trained experts, technicians and managers.As David has sufficient experience in adminstration work, middle leaf could stand for civil office and its manager is David. This office is responsible for reception, secretarial support and finance. At the same time ,civil office provided financial budgets for structure office, and distributes jobs for site development department. The left leaf consists of the contractual fringe and may include individuals who once worked for the organization but now supply services to it. Neil always devoted himself to marketing, project designing and customer care. So the left leaf could stand for structure office and its manager is Neil. This office is responsible for marketing and customer care. Additionally, the actual strength of structure office influence civil office making decision about finance, and site development department designing specific construction objectives.The right leaf describes the consultancy(professional/high-tech).John had two construction team. So the right leaf could stand for site development and its manager is John. This department is responsible for site construction. Additionally, the scale of site development department determines the jobs distribution for civil office and the degree of contracts signed by structure office. Another organization structure is a hybrid structure which is based on a line project team approach. A hybrid structure will include elements of both matrix and functional organization.PresidentStructureOfficeCivilOfficeSite developmentOfficeMarketingManagerAdministrationManagerConstructionTeam leadersMultiplex CinemaComplexOffice block for the Scottish ExecutiveThe third organization structure is matrix structure. This type of structure is more flexible and adaptable, and used for specific projects to achieve a project-orientated multi-disciplinary team. Advantages:l Better control of project;greater securityl Better customer relations and higher profit marginsl Shorter project development timel Aids the development of managers as the work includes wider responsibilitiesSo, the new company should be divided into different functional departments.2.3 Factors impacted the new structureContingency theory takes the view that there is no one best way to structure,manage or control a business.There have been criticisims 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.l TaskThe nature and size of the task is a key determinant in shaping the organisation.Evidence:After re-structure,the company would have more opportunities to gain more large scope of project and engineers would have more authority to control site construction.l TechnologyThe technology is in relation not just to information technology but the complete approach to producing sn item or delivering a service.Evidence:The BBE have a new location which is near JCCEC and combine the adminstration departments of the two companies to saving costs.l SizeThe size of organisation is a key variable in influencing the design and structure of the organisation.Evidence:The new company have more departments than before to provide a more roundly service,which lead to economics of scale.2.4 Relationships in the new structurePresidentCivil office Structure office Site developmentSecretarial supportReceptionWagesAccountsResearch and Development DepartmentMarketingCustomer ServiceTeam ATeam BLine partnership exists among each partner who have responsibility for a given area or division and also support area.In the new company,Neil is the line manager for staff of structure office,which is created for structural work.David is the line manager for staff of civil office,which is created for civil work.John the line manager for staff of site development,which is created for site construction.Staff relationship would exist between the staff of civil office and the different teams.A functional relationship would exist between the staff of marketing and the wages department.A lateral relationship would develop between the staff of research and development department and customer care.2.5 The practice of authority,responsibility and delegationIn the new organisation ,each team have the authority fot the division and design of work,which is appropriate to the project design needs.l AuthorityAuhority 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 organisationl ResponsibilityResponsibility is the obligation placed on a person who has a certain position in an organisation to perform a task,assignment or function.l DelegationDelegation is the act of passing the responsibility to complete a task to another person.Responsibility as noted above for the partners is not defined in the current structure of BBE. After re-structure,the responsibility of each department should be precise and consice ,which is to work togethet for same goals.In the new organisation.Authority should be a key point for the design of work.According to Likerts Management Systems Model, David is a job-centred manager,who manage people in a benevolent authoritative way,which made complaints among staff and Neil is a people-centred manager,who manage people in a partcipative way.which made the projects run efficiently.Leader should give staff authorities by judging their levels and managers style.Team leaders practice the authority to delegate concise duties within their team.3.0 ConclusionIn the past fourteen years,Barbour Brown Engineering Ltd which works for civil and structural engineering designs run constantly but have limitations about strusture.Now,it is going to have a merger with ohn Colbert Civil Engineering Contractors which had been cooperated with BBE.The merger would cause greater benefits to each companies.In the process of re-structure,the proposed new organisation should be divided into three parts according to diferent functions and the three leaders who must practise authority,reponsibility and delegation,would be the manager of each three parts.4.0 ReferenceManaging People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publishing House P 15Managing People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publishing House P265Managing People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publishing House P266Managing People and Organisations wrote by Scottish Qua