人力4 吕泽华

MPO outcome 4 reportDE3D34The merger between two companiesName Lv zehuaID NO. 105087756Tutor name Wu xianjieDate 29/ 12/2010NO. Of words: 1537Introduction:The original structure of Barbour Brown Engineering Ltd what there are some problems; it needs to re- structure. At that moment, John Colbert’s’ firm want to have a merger with Barbour Brown Engineering Ltd, so it a good time to re- structure after merger. The report include the original structure, variables of task, size technology, the new structure, relationship, how the organization trade.1. The structure of original organizationsBarbour Brown Engineering Ltd selected a line structure to organize and manage the firm’s operations. The reason is that David as a manager of the firm, every employee is required to report to him and receive instructions from him. In addition to this, a flat structure is applied in the firm. And, the only two levels of the employees (manager and staff) in the firm can support such idea. In this structure, all decisions are made by David, which facilitates management of the organization and unified command. All the staff report to David and receive his instructions, support and approval. When subordinates in the management of David with the centralized management approach. However, almost all decisions are made by David. Others do not have any rights in the company's decision-making, which will reduce the quality of decision-making and staff motivation and flexibility. Neil and David different is more flexibility in the management, use of a decentralized management approach. It can increase staff motivation and creativity to improve performance. Mainly in Discuss the project design and development with the team, Encourage Jack to attend management meeting, if necessary, he gave Jack the autonomy and flexibility to decide how the projects should be carried out, and Offer advice and assistance on design elements. John Colbert Civil Engineering Contractors, it applied a structure of departmentation for company management. There are 3 teams in the firm, which are 2 construction teams and an administration team. Every construction team comprised a team leader, digger driver and three qualified builders. And for the administration team, they handle reception, secretarial support, accounts and wages. Such work division can support the idea of departmentation.2. the technology, task and size changes after the mergerAnd David Neil is not harmony, especially David's friend James. James is no certificate of engineering works, so that some do not meet his satisfaction. Neil always consult the staff, so that some employees more closely with him. Brown brought the merger between the Company and John Colbert Barber Engineering firm. Some of the benefits of civil servants have more control of the construction workers. Strain point of view, an effective organization must adjust the way work with the environment, and the type of consistent business environment structure.Task:Task is a key determinant in shaping the organization. In the past four years, David and Neil's original task was to design high-quality products. Development primarily by the John company. Items from the original design into the development of civil and structural engineering. This means that engineers have the right to be improved. Theyhave formal rights to manage the construction personnel. Also help ensure the quality of the projects.Technology:The technology in 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. More tasks they can do meals more technologist they have, technology is the most important part of the firm and it will make more profit for this new organization.Size:The size of the organization is a key variable in influencing the design and organizational structure, usually have some minor organizational procedures, relative to large enterprises, and usually have a lot of written procedures, organizational charts and formal procedures. More tasks need more technical support, also need more of the technology sector, if it contains more parts, which means that the company's large-scale, more procedures, perhaps in their work to increase the number of their products.3. The structure of new organizationAfter the merger, the organizations will become more complex; the structure of new organization is hybrid structure. It is the structure departmentation of functional and product and service. A hybrid structure may be adaptable to changing business circumstances. It divided into five parts: purchasing, connect, training, finance and administration.Each part of department owns themselves leader. Each projects are necessary to allocate a leader to superior and carried out it until ends .The leader is responsible for finishing the projects, this is a good system for setting out principle what is one leader for one project.Jack became office manager. What is the work of the group received the traditional methods of high efficiency jack and higher bonuses to motivate staff. In the Connect department, Neil in the promotion of business experience and the establishment of the contract, so he's the best candidate who is leading the junction. In the finance Department, John is small, but highly efficient management team to deal withreception, secretarial services, accounting and wages. When the two governments have merged into one team, it can reduce management costs. In the administration department, the former head of the executive branch into a new administrative leader in the new organization. For the purpose of the management to address the whole issue between some departments. The material is crucial department; it was about the company's reputation. To hire a responsible leader, management of materials. Training is an important department; David may know someone in the field of training. This isa good reason David was the leader of the training department.4. The relationship of new organizationIn the new organization have four relationships, line relationship, lateral relationship, staff relationship and functional relationship.Lateral Relationship:There are leaders for five departments, they obtain different status.Administration department may be the most respected group. The reason is their assessments are close link to other departm ents’ activities. For the different engineering departments, their status depend on the project the received and the contribution they offer to the firm.Functional Relationship:The department of administration is close to other departments so that some problem is easily to deal. The department of financial should control the cost and the wage of staffs. The wage of staff is depending on the number of labor. The design department has the authority to advise some different ideas to working department make the project perfect.Staff Relationship:In the engineering departments, there are three levels between staffs –engineer, technician and apprentice technician.Administration department’s staff may receive more respective than other departments’ employees. When other staffs need a sum of money to support their project, they must to meet administer to get such amount of money.Line Relationship:Each partner having responsibility for a given area/division and also support area, e.g. Neil, marketing; John, site development and David, administrative support. Here a diagram for this: Project team, with a team leader, created for structural work (one team), site development (two teams) and civil work (three teams).5. Authority, responsibility and delegationAuthority:Authority is the power to direct or guide the actions of others, and extract their reaction. As executive director, David, Neil and John manage the entire company. They instructed staff to support and authorize the work. They also manage other departments. In the additional management, they are responsible for managing design, development and management.Responsibility:All the managers are allowed to delegate tasks to their subordinate, which also includethe right of adjustment. Moreover, managers received the rights of supervise and appraisal. By such rights, managers can handle their staffs’ performance easier. Lastly, the right incentive proposal could be formulated by managers. This is because different departments’ problems vary a lot.Delegation:The delegation is the responsibility of the task through to completion of the actions of others. Neil has a firm belief in the staff, so that he could delegation and John directly to the two groups, each group member in professional team. Jack can make his own department staff to handle their own problems. David and Neil should be in control personnel. John pays more attention to the work of higher authorities. Conclusion:In a good structure they can have a clearer distribution of responsibilities.They can solve internal problems without pre-merger. Make help for the future development. Team and department relationship with the level of relations, not only the staff is incentive by bonuses and dividends, but also improving staff morale and improving job performance of them.Reference:/Q//question/index。