hnd-人力资源管理-大一-报告

Table of Contents

1.0 Introduction (1)

2.0 Main body (2)

2.1 Current organizational structure (2)

2.2 Solution Approaches (3)

2.3 Factors impacted the new structure (5)

2.4 Relationships in the new structure (6)

2.5 The practice of authority,responsibility and delegation (7)

3.0 Conclusion (9)

4.0 Reference (10)

1.0 Introduction

Barbour 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 body

2.1 Current organizational structure

An 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 intervening management between staff and managers, in which staff are more directly involved in the decision making process, rather than closely supervised by 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 pared with Neil, David preferred to supervise staff with timesheets and give them less