人力資源管理REPORT.doc

Name:Zhang Qiman Unit Title:MPO Assessor:Su RongjiangREPORTThe Merger Of Barbour Brown Engineering LtdName: Zhang QimanClass: Business 2Contents1. Introduction 32. Finding.32.1 The structure of the organization32.2 A form of work grouping for the organization.42.3 The main situational variables organizational designs.42.4 The new structure of the organization.52.5 Exercised within the new structure.63. Conclusion71. Introduction This report introduced organizational structure of the Barbour Brown Engineering Ltd. Face of the new market situation; there are some problems of the organizational structure. It is difficult to adapt to future development and work together. The Barbour Engineering Ltd must address the design of organizational structure and problems to meet market development and demand. The company believes that continued research and development is the best way to build a business. If John Colbert Civil Engineering Contractors will merge with the Barbour Brown Engineering Ltd. This is a severe test for Barbour Brown Engineering Ltd. It will have to make a number of organizations re-work, and complete the organizational structure design and problem.2. Findings2.1 The structure of the organizationOrganizational structure is very important because the decisions taken about the structure of the organization have a material effect on performance. Issues such as centralization or decentralization can determine the success or otherwise of a companys strategy. The correct balance between these two types of structure has, in some organizations, been the key determinant of whether or not an organization achieves its objectives.Some organizations derive the strength of their operations from the rigidity of the roles, procedures and organizations rules. Others follow strategies require them to behave flexibly, with tactics and lower-level plans being a response to a short-term situation. The structure must have a good fit with the strategy the organization.David and Neil managers have a different organizational structure. David uses a line structure, but Neil use the flat structure. David will not adopt other peoples opinions and ideas, and he always do something according own decisions. As a manager, he did not trust staff, and never to communicate with the staff and adopt the ideas of staff. It is not uncomfortable inside their own mind . Neil is a very good manager. He has always respected the autonomy of workers and participate. And share their common views. Because he always believed in and listen to the views of the staff, so his staff always get many rewards. Therefore, Neils practice is a reasonable on the organization better than David.Each company can have a share in several sectors, which will help improve work efficiency. In departmentation by product, a production unit is set up for each service. This approach is mainly adopted by large organizations, but can work effectively in smaller ones. Top management can delegate wide authority to a division or plant that manufactures and sells a product or family of products. Work is divided by service: civil, structural and administration.2.2 A form of work grouping for the organizationA hybrid structure 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. Hybrid is the form of working grouping. Each department has different responsibilities in the structure based on the new development, some new department can help companies improve management. Tasks and activities of a similar nature will focus on the units and departments working into the sector. Functional activity refers to the combination of work and tasks into their respective functions. Advantage of this method is simple, logical decision, disadvantage is that features may not cover the important areas of the company. After the group or work in order to determine the main objective of the business division of method must be taken into account. Functions and tasks of the group is known as sect oral.Grouping by product is fine but the firm could consider either operating a shamrock organization, or a hybrid based on a line project team approach, with each partner responsible for a specific function and work division.Board of Director(David) (Neil)Civil Engineering officeJames Structure engineering office Jack AdministrationDavidEngineerings2.3 The main situational variables organizational designsTask, technology and size factors are affecting the organizational structure. The contingency approach suggests 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 any point in time.The success of the organization will be dependent on the business achieving a match between its situations.The nature and size of the task in a key determinant in shaping the organization. A complex task such as cancer research may require a more complicated organizational structure than say a farming business, which only grows and sells potatoes. Such as scope of productwill be wider and engineers will have more control over the site workers.The technology the organization 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. For example, enables movement to alternative location, creating reduction in size of administrative support.The size of the organization is a key variable in influencing the design and structure of the organization, with small organizations typically having few procedures as compared to the large business, which typically will have any written procedures, organization charts and formal processes. Such bigger organization enabling ability to compete more effectively for future projects and the reduction of support area, thus creating economies of scale.2.4 The new structure of the organizationThe three main senior directors had respective responsibilities. Neil was a marketing manager in charger of expanding marketing, concentrating on promoting the firm by business contracts, and keeping the highlevel quality in each project through conducting some accurate and useful ways. For example, Neil gave his staff the autonomy and flexibility to decide how the projects should be carried out, and discussed the project design and development with his staff team, leading this area to grow steadily. David, methodical by nature, acted as the general manager that mainly supervised administrative area on team leader structure team, team leader civil work and team leader site development. He allocated the work to their staff and set the staff specific tasks as this enabled him to keep a tight check on their performance due to he liked to control the staff, while he never sought advice from the personnel on the best way to divide up the work, causing employee resentment. In addition, David also managed finance in relation to team leader structure team and team leader site development. John managed site development including team leader structure team, civil team and team leader site development. He, a chartered civil engineer, employed two teams. Therefore, he was full of experience undertaking the site development.Appendix 1Project teams each team leader created for structural, site development, and civil work.Staff relationshipwould exist between the administrative support staff and the different teams. Within the company, between Neil, David and John and their designers, engineers, and other employees had this staff relationship.A function relationshipwould exist between finance and project teams. Between team leaders for engineers, design team and site development team.A lateral relationship between engineer team leaders2.5 Exercised within the new structureThe definition of 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 organization.The definition of responsibility: Responsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function. Neil, David and John had different responsibilities respectively within the new organization. Neil would be responsible for business development and expending marketing. He always insisted on a high quality of service and projects. So his main aim was that his firms could attract more and more clients through good reputation. David would be in charge of the area of administrative support. He offered support on finance and administration. If projects and team activities required funds support, approvals should be gotten from David. Meanwhile, David was in charge of controlling staff. He usually set some specific tasks as this enabled him to keep a tight check on their performance. John would manage site development in the new company. He was a civil engineer himself and led two teams. Hence he had rich experience managing this area.The definition of delegation: Delegation is the act of passing the responsibility to complete a task to another person.After the merger of the two firms, leaders should appoint more delegations. Especially, engineers should be able to delegate their supervisors on the sites that usually occurred many emergencies which were required to fix at once by clients. ConclusionOrganizational structure is very important be