人力与组织管理outcome4 hnd.doc

《人力与组织管理outcome4 hnd.doc》由会员分享，可在线阅读，更多相关《人力与组织管理outcome4 hnd.doc（6页珍藏版）》请在三一办公上搜索。

1、Report for Managing People and Organisation Outcome 4Name: Jianyu LU Student ID: 105438222Date: 2011/01/13Table of content1. Introduction2. Findingsa) The type of structure and hybrid structure of Barbour Brown Engineering Ltd.b) Additional description of the groupc) The using of theory to help to d

2、efine the structured) The line, staff and functional structure after mergere) The Authority, Responsibility and Delegation show the new structure3. Conclusion1. IntroductionThis report has mainly analysis the Barbour Brown Engineering Ltd. merger with John Colbert Civil Engineering Contractors and r

3、e-structures the internal structure. Also according to authority and contingency theory aspect need to rebuilt. In the report, I will explain the current.2. Findings The type of structure and hybrid structure of Barbour Brown Engineering Ltd.The types of structure have divided in two, Tall and Flat

4、structure. Tall structure, which could called narrow span, have many levels of authority relative to the organisations size. This method of control could make it easy on close supervision and fast communicate, but it may cause the delay of work process because of information must through several lev

5、els, up and down before prepare doing. Flat structure could also called wild spans, it has few levels but wilder spans of control, for instances one manager may control eight employees around. By using this type of structure, the staff and supervision will be more effective on communication, yet the

6、 problem of management will be arise cause of the limited of managers ability. Flat structure may be more science of organisation and more suitable for Barbour Brown Engineering Ltd. So the company were using Flat structure since merger.In the meanwhile, the hybrid structure was also in using. A hyb

7、rid 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. For instances, David opera

8、tes a centralised line structure, and Neil operating a de-centralised team approach. The function is work is divided by product and service, also the civil development and structural development, and an additional administration team. After merger, the additional administration department must unuse

9、d. Moreover, on civil aspect, two team including a team leader, digger driver and three qualified builders. When on large developments, the two team work together.In the case, we can find the changes on produce and service. In one hand, they tend to build a more effective team on working and develop

10、ment. On the other hand, the tendency of saving cost is obviously like the control of administration cost. Additional description of the groupThe departmentation includes functional structure, geographical structure, product or service and matrix structure. The functional structure, tasks and activi

11、ties of a similar nature will be grouped into departments or units with people working within the departments. In an organisation that manufactures a product the functional will likely comprise: production, purchasing, marketing, sales, distribution, finance and human resources. The advantage of thi

12、s method is easy and logical to decide and usually effective in practice and disadvantages is functions may not be so important as the area covered by the firm may be widespread and another grouping may be better.The geographical structure, an organisation set up on a location or geographical basis

13、will be where the service is most readily provided within a limited distance. Generally organisations offering maintenance and repair services will be organised in this way. Its advantages as lower cost of operation, local knowledge of market and customers; disadvantages like potential loss of contr

14、ol by head office.In departmentation by product, a production unit is set up for each good/service. This mainly adopted by large organisations, but can work effectively in smaller ones. Aids specialisation of staff and equipment. Coordination is facilitated and customers may get better service. But

15、difficulty of maintaining coordination among product areas and duplication of some activities in each product group.This approach of Matrix structure originated from the aerospace industry where this type of structure was used for specific projects. A flexible and adaptable system needs to achieve a

16、 project-orientated multi-disciplinary team. It helps better control of project and greater security; better customer relations and higher profit margins. However, it cause more complex internal operations and lower staff utilisation.In the case, grouping by product in fine but should more consider

17、either operating a shamrock organisation, or hybrid based on a line project team, with every strategic partner. The using of theory to help to define the structureContingency theory takes the view that there is no one best way to structure, manage or control a business. The methods to be employed, i

18、t is argued, should be based on finding the best fit between the organisation and its environment. The same performance may be lead different systems and structures for a given set of situational factors.The situational variables may include task, technology and size. The nature and size of the task

19、 is a key determinant in shaping the organisation. The 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. The size of the organisation is a key variable in inf

20、luencing the design and structure of the organisation, with small organisations typically having few procedures which typically will have many written procedures, organisation charts and formal processes.In analysis the case, the task assistant engineers will have more communicate with the site work

21、ers and confine of product/service will be wider. The effect of technology is enables movement to select location, creating reduction in size of administrative support. And the size is the bigger organisation enabling ability to complete more effectively for future projects and reduce the support ar

22、ea, as this for creating economies. The line, staff and functional structure after mergerWithin organisations difficulties can arise over who has authority in relation to particular activities and how management delegates authority. Where authority comes down from the bosses to their staff directly

23、a line relationship is said to exist, for instance, in the case, each line has it own responsibility for a given division and also support area, like Neil has his ability of marketing, John mainly work on site development and David offer administrative support.In an organisation there may be special

24、ists who advise and support managers and their staff. These specialists may act across the organisation. In some situations the specialist may have been assigned the direct authority for particular areas. In the case, a team leader leads projects, created for structural work, site development and ci

25、vil work.A functional relationship is said where the functional specialist supports or has authority or has authority over certain activities of a particular department. In the case, the relationship would exist between the finance and the project teams. And it may shows between the team leader of e

26、ngineering design and site development team as well.There is a other relationships that exist are the staff relationship and lateral relationships. The staff relationship would be be the support staff of administration with other teams, and the lateral relationship would arise from the engineering t

27、eam leaders.As the following diagram The Authority, Responsibility and Delegation show the new structureAn organisation that has formally appointed managers who then have subordinates reporting to them has a line structure. All individuals in such an organisation have a manager to whom they report t

28、o and from whom they receive instructions, support and approval. All of these people are in the same line relationship within the finance function. Line relationships are found within functions and departments, with line managers being responsible for everything that happens within their department.

29、Types of relationships include: Authority, it is the right to direct or guide the actions of others and extract from them responses to achieving the goals of the organisation. Responsibility is the obligation that a person who has a certain position in an organisation to perform a task, assignment o

30、r function. Delegation is the act of passing the responsibility to complete a task to another person.In the case, each team have responsibility for the organise and divided part of work, as Neil mainly develop market of the company and its team pay on structure build, also to the project design need

31、s. Team leaders has its owns work to delegate specific duties in their team.3. ConclusionAfter merger, the structures have a great change, the companys mainly business turn to civil engineering. The size of the company and beneficial parts has a dramatic improve. If they do well in these every points above, they will more likely a stable development in its future.