人力資源管理報(bào)告

1、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

2、 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 t

3、imeously 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

4、 .However，there are many successful cooperation projects between BBE and John Colbert Civil Engineering Contractors,which concentrated 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 se

5、rvice.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 orga

6、nizational 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 operating structure must be understand, of whi

7、ch 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,B

8、BE was employed in line structure which provides routes for upwards and downwards communication and links departments to an ultimate source of authority.And flat structure refers to few or no levels of interveningmanagementbetweenstaffand managers, in which staff are more directly involved in thedec

9、ision makingprocess, rather than closely supervisedby managers. No matter line or flat structure,the goal is to provide better products and services.組織是一組個(gè)體的操作在一起以一種系統(tǒng)化的方式來實(shí)現(xiàn)一組目標(biāo)。巴伯布朗工程有限公司的目的是提供高質(zhì)量的產(chǎn)品和服務(wù)。做任何調(diào)整,當(dāng)前操作結(jié)構(gòu)必須理解,其中號(hào)是運(yùn)行在一個(gè)機(jī)械體系,這往往是更嚴(yán)格的結(jié)構(gòu)和被認(rèn)為是更合適的穩(wěn)定條件。與機(jī)械系統(tǒng)相比,有機(jī)系統(tǒng)是一個(gè)更加靈活的結(jié)構(gòu)被認(rèn)為是更適合于變化的條件。此外,于

10、是被用于線結(jié)構(gòu)提供線路進(jìn)行通信和鏈接向上,并向下一個(gè)部門最終來源的權(quán)威。和扁平結(jié)構(gòu)是指沒有或者很少水平的干預(yù)管理員工之間的和經(jīng)理,職員更直接參與決策的過程,而不是嚴(yán)格監(jiān)督管理者。 無論行或平面結(jié)構(gòu),其目的是提供更好的產(chǎn)品和服務(wù)。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 m

11、iddle 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

12、 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

13、, David preferred to supervise staff with time sheets 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

14、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 deve

15、loping constantly, so an appropriate re-structure should be carried out now. 在號(hào)、工作對(duì)核心業(yè)務(wù)的土木工程是將產(chǎn)品和服務(wù)。雙方領(lǐng)導(dǎo)人大衛(wèi)和尼爾是負(fù)責(zé)任管理和結(jié)構(gòu)設(shè)計(jì)。在中層管理詹姆斯成為了最資深的新項(xiàng)目和impower網(wǎng)站訪問。杰克,一個(gè)更好的結(jié)構(gòu)工程師,被委派為確定工藝流程。包括其他兩個(gè)工程師,六個(gè)技師,五個(gè)學(xué)徒和辦公室主管,顯然平面結(jié)構(gòu)可能會(huì)呈現(xiàn)在這公司。在過去的操作的號(hào),尼爾總是給杰克的自主性和靈活性來決定工藝流程的項(xiàng)目,并鼓勵(lì)他參加管理會(huì)議,討論其規(guī)劃和開發(fā)項(xiàng)目。比起尼爾,大衛(wèi)首選監(jiān)督員工考勤表和賦權(quán)給他們少

16、關(guān)于網(wǎng)站訪問。因此,目前經(jīng)營平面結(jié)構(gòu)可能松散被描述為“混合式”和一個(gè)集中的行結(jié)構(gòu)由大衛(wèi)和操作與Neil操作一個(gè)分散進(jìn)行團(tuán)隊(duì)的方法。通過Naylor責(zé)任的管理,大衛(wèi)是負(fù)責(zé)管理內(nèi)部員工而尼爾是外部業(yè)務(wù),因此大衛(wèi)和尼爾不能得到有效和高效的回應(yīng)對(duì)方。過去14年里,并不存在一個(gè)特定結(jié)構(gòu)即使公司不斷發(fā)展,所以一個(gè)適當(dāng)?shù)闹亟M現(xiàn)在應(yīng)該進(jìn)行。2.2 Solution ApproachesThere would be many benefits if a merger between Barbour Brown Engineering Ltd and John Colbert Civil Engineering

17、Contractors occur ed. 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

18、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

19、staff of the organization which involves highly trained experts, technicians and managers.As David has sufficient experience in administration 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 sa

20、me 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

21、 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

22、 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. Additi

23、onally, 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

24、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

25、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

26、 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,

27、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

28、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

29、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

30、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 partn

31、er 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 s

32、taff 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 staf

33、f 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

34、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 DelegationDelegat

35、ion 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

36、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 peo

37、ple 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 wh

38、ich 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

39、-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 Qualifi

40、cations 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