hnd人力资源管理报告(共8页).doc

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1、精选优质文档-倾情为你奉上Table of Contents1.0 IntroductionBarbour 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 co

2、mpany 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 leader cannot engage his work with Neil who was work for marketing.So that，many project w

3、as missed because of their discordance .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

4、require a more 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

5、 Main body2.1 Current organizational 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

6、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

7、 conditions. In addition,BBE 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 interveningbetweenand managers, in which staff are more directly involve

8、d in theprocess, rather than closely by managers. No matter line or flat structure,the goal is to provide better products and services.组织是一组个体的操作在一起以一种系统化的方式来实现一组目标。巴伯布朗工程有限公司的目的是提供高质量的产品和服务。做任何调整,当前操作结构必须理解,其中号是运行在一个机械体系,这往往是更严格的结构和被认为是更合适的稳定条件。与机械系统相比,有机系统是一个更加灵活的结构被认为是更适合于变化的条件。此外,于是被用于线结构提供线路进行通

9、信和链接向上,并向下一个部门最终来源的权威。和扁平结构是指没有或者很少水平的干预管理员工之间的和经理,职员更直接参与决策的过程,而不是严格监督管理者。 无论行或平面结构,其目的是提供更好的产品和服务。In BBE, work about core civil engineering business was divides by products and services. The leaders,David and Neil are administration and structural designment. In the middle management James as the

10、most senior gave out new projects and impower site visits. Jack, a better-quality structural engineer, was delegated to decide the 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 t

11、he past operations of BBE,Neil always gave Jack the autonomy and flexibility to decide the of the projects, and encourage him to attend management meetings to discuss the planning and development of projects.Compared with Neil, David preferred to supervise staff with time sheets and give them less e

12、mpowerment 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 duties of management, David was responsible for managing internal employee

13、s 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 structure even though the firm was developing constantly, so an appropriate re-structure should be carried out now. 在号、工作对

14、核心业务的土木工程是将产品和服务。双方领导人大卫和尼尔是负责任管理和结构设计。在中层管理詹姆斯成为了最资深的新项目和impower网站访问。杰克,一个更好的结构工程师,被委派为确定工艺流程。包括其他两个工程师,六个技师,五个学徒和办公室主管,显然平面结构可能会呈现在这公司。在过去的操作的号,尼尔总是给杰克的自主性和灵活性来决定工艺流程的项目,并鼓励他参加管理会议,讨论其规划和开发项目。比起尼尔,大卫首选监督员工考勤表和赋权给他们少关于网站访问。因此,目前经营平面结构可能松散被描述为“混合式”和一个集中的行结构由大卫和操作与Neil操作一个分散进行团队的方法。通过Naylor责任的管理,大卫是负

15、责管理内部员工而尼尔是外部业务,因此大卫和尼尔不能得到有效和高效的回应对方。过去14年里,并不存在一个特定结构即使公司不断发展,所以一个适当的重组现在应该进行。2.2 Solution ApproachesThere would be many benefits if a merger between Barbour Brown Engineering Ltd and John Colbert Civil Engineering Contractors occur ed. Via the merger,BBE might have an opportunity of re-location,

16、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 structures will be introduced as the following.Shamrock Organization structures is

17、anwhere a core of essential executives and workers are supported by outsideand part-time help.Civil officeStructure Site Office DevelopmentThe leaf in the middle represents the core staff of the organization which involves highly trained experts, technicians and managers.As David has sufficient expe

18、rience 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 same time ,civil office provided financial budgets for structure office, and distributes jobs for site development depar

19、tment. 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 marketing, project designing and customer care. So the left leaf could stand for structure office and its manager is

20、Neil. This office is responsible for marketing and customer care. Additionally, the of structure office influence civil office making decision about finance, and site development department designing specific construction objectives.The right leaf describes the consultancy(professional/high-tech).Jo

21、hn 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. Additionally, the scale of site development department determines the jobs distribution for civil office and the degree of contracts signed

22、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 both matrix and functional organization.PresidentStructureOfficeCivilOfficeSite developmentOfficeMarketingManagerAdministrationManager

23、ConstructionTeam leadersMultiplex CinemaComplexOffice block for the Scottish ExecutiveThe third organization structure is matrix structure. This type of structure is more flexible and adaptable, and used for specific projects to achieve a project-orientated multi-disciplinary team. Advantages:l Bett

24、er control of project;greater securityl Better customer relations and higher profit marginsl Shorter project development timel Aids the development of managers as the work includes wider responsibilitiesSo, the new company should be divided into different functional departments.2.3 Factors impacted

25、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,particularly in relation to how useful it is in practice.The same performance may be achievable with different systems and structures

26、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 would have more opportunities to gain more large scope of project and engineers would have more authority to control site construction

27、.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 have a new location which is near JCCEC and combine the adminstration departments of the two companies to saving costs.l SizeThe size

28、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 more roundly service,which lead to economics of scale.2.4 Relationships in the new structurePresidentCivil office Structure office Sit

29、e developmentSecretarial supportReceptionWagesAccountsResearch and Development DepartmentMarketingCustomer ServiceTeam ATeam BLine partnership exists among each partner 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

30、 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 staff of site development,which is created for site construction.Staff relationship would exist between the staff of civil office and t

31、he different teams.A functional relationship would exist between the staff of marketing and the wages department.A lateral relationship would develop between the staff of research and development department and customer care.2.5 The practice of authority,responsibility and delegationIn the new organ

32、isation ,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 or guide the actions of others and extract from them responses that are appropriate to achieving the goals of the organisationl Respon

33、sibilityResponsibility is the obligation placed on a person who has a certain position in an organisation to perform a task,assignment or function.l DelegationDelegation is the act of passing the responsibility to complete a task to another person.Responsibility as noted above for the partners is no

34、t 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 goals.In the new organisation.Authority should be a key point for the design of work.According to Likerts Management Systems Model, Da

35、vid 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 people in a partcipative way.which made the projects run efficiently.Leader should give staff authorities by judging their levels and man

36、agers style.Team leaders practice the authority to delegate concise duties within their team.3.0 ConclusionIn the past fourteen years,Barbour Brown Engineering Ltd which works for civil and structural engineering designs run constantly but have limitations about strusture.Now,it is going to have a m

37、erger 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-structure,the proposed new organisation should be divided into three parts according to diferent functions and the three leaders who

38、must practise authority,reponsibility and delegation,would be the manager of each three parts.4.0 ReferenceManaging People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publishing House P 15Managing People and Organisations wrote by Scottish

39、Qualifications Authority and published by the China Modern Economic Publishing House P265Managing People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publishing House P266Managing People and Organisations wrote by Scottish Qualifications Aut

40、hority and published by the China Modern Economic Publishing House P250Managing People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publishing House P292Managing People and Organisations wrote by Scottish Qualifications Authority and publish

41、ed by the China Modern Economic Publishing House P280Managing People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publishing House P281Managing People and Organisations wrote by Scottish Qualifications Authority and published by the China Mo

42、dern Economic Publishing House P300Managing People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publishing House P292Managing People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publ

43、ishing House P285Managing People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publishing House P286Managing People and Organisations wrote by Scottish Qualifications Authority and published by the China Modern Economic Publishing House P288专心-专注-专业