HND人力资源报告.docx

HND人力资源报告.docx

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HND人力资源报告

ReportforManageingPeopleandOrganisation（DDE3D34）

Outcome4

TheBarbourBrownEngineeringLtdandtheaccomplishmentofthenewmergercompany

Candidatename:

GradeandClass:

Financialservices2010

StudentID:

1.0Introduction

BarbourBrownEngineeringLtdwasnodefinedstructure.ThecompanywasbuiltbyNeilandDavid.Tostartwiththecompanyhadsevenpeople,Neil,David,JackandJames.Inaddition,therehadthreetechnicians.Inthecompany,forproducts,theyshouldwastoprovideahighqualityservice.Forstaff,theleadersmadethestaffweretrainedinthetechnology.Inaddition,Davidhadusedthetimesheetstostaff.

InBarbourBrownEngineeringLtd,havemoreworkachievementsinthefourteenyears.NeilbeingabletorelyontheserviceofJohn’sfirmhadbeenamajorbenefitingainingcontracts,becausethisincreasedthefirm’sabilitytoensureahighqualityofserviceduringthedevelopmentstageofprojects.Theirstaffweretrainedinthelatesttechnology.Thisenabledthefirmtoproducethedesignstoahighspecificationasefficientlyaspossible.

InBarbourBrownEngineeringLtd,theinternalwasnotincombinationwiththeexternal,isanopenquestioninthecompany.ThecompanytocooperatewiththeJohnColbertCivilEngineeringContractorswasverysuccessfulinthefouryears.BecauseBarbourBrownEngineeringLtdhavemorebenefits.Thefirmhadreputationsforhighqualitywork.JohnColbertCivilEngineeringContractors’boss,Johnwasold.ThecompanyhadapproachedwithNeilaboutamerger.

SoBarbourBrownEngineeringLtdshouldre-structurewithJohnColbertCivilEngineeringContractors.Re-structureisbestopportunitytoBarbourBrownEngineeringLtd.

2.0LiteratureReview

2.1Flatstructure

Flatstructureisakindofstructurepagoda,heischaracterizedbythecontrolrangeisbig,itsadvantageistomanagersmayauthorize,ensurethatthepolicytoimplement.ButFlatstructureofthefaultsarealsoobvious:

pronetomanagementisoutofcontrol,andneedhighqualitymanagementcontrolofthesituation.

2.2Centralisedstructure&Decentralisedstructure

Centralizationisanorganizationinthebrakeimportantdecision,neverorseldomletmiddleorlowermanagementpersonneltoparticipatein.

Decentralizationisreferstothedecision-makingrightacrossthevariousmanagementdepartmentorthehandsofwalkers.

2.3Shamrockstructure（orHybridstructurebasedonalineprojectteamapproach）

Thefirstleaf

Onbehalfofthetablecoreexpertsystem,byaseniorexpertsandtechnicalpersonnelandmanagementpersonnelformthenucleusoftheemployees.Mostoftheseworkersreceivedagoodprofessionaltraining,istheenterpriseseniormanagementofpower.

Thesecondleaf

Theexistingcontractrelationshipwiththeenterpriseindividualororganizationform,oftenincludingsomeonceworkedfortheenterprise,butnowtoprovideservicesofexperts.Thesemenarearoundtheenterpriseplanets,butinordertocompletetheprojectortheperformanceofthecontract,inthedecision-makingaspectsenjoyshighautonomy.

Thethirdleaf

RepresentsthegreatelasticLabour,suchasandworkerandtemporaryworkers,etc.Inthehandimodel,thispartofthepersonisnotonlyhirehelper,theenterpriseshouldmakefullclosetothem,andletthemfeeloneselfisamemberoftheorganization,thushighstandardtofinishthejob.Thispartoftheworkers'decision-makingpowerisusuallyconfinedtotheirworkscope.

ShamrockorganizationTheshamrockorganizationisanorganizationalstructurewhereacoreofessentialexecutivesandworkersaresupportedbyoutsidecontractorsandpart-timehelp.

2.4ContigencyApproach

Contingencytheorytakestheviewthatthereisnoonebestwaytostructure,manageorcontrolabusiness.Themethodstobeemployed,itisargued,shouldbebasedonfindingthebestfitbetweentheorganisationanditsenvironment.Theparticularsituationalfactorssuchassize,technologyorenvironmentwilldeterminethesystemsandstructuresemployed.Therehavebeencriticismsofthistheory,particularlyinrelationtohowusefulitisinpractice.Thesameperformancemaybeachievablewithdifferentsystemsandstructuresforagivensetofsituationalfactors.

Task-

scopeofproduct/servicewillbewiderandengineerswillhavemorecontroloverthesiteworkers.

Technology-enablesmovementtoalternativelocation,creatingreductioninsizeofadministrativesupport.

Size-biggerorganisationenabliingabilitytocompetemoreeffectivelyforfutureprojectsandthereductionofsupportarea,thuscreatingeconomiesofscale.

2.5Line,Staff,functionandlateralrelationship

Linerelationship:

CEO

DavidNeilJohn

HumanResourceFinanceMarketingStructureteam1tean2

Linerelationshipisthatthemanagerscontrolthedifferentpart.Inthecase,DavidcontroltheHumanResourcepartandFinancepart,MarketingandStructurebelongstoNeilandJohncontroltheteam1andteam2.

Functionrelationship:

Neil

MarketingStructure

Department1Department2

BetweentheMarketingdepartmentandotherdepartmentsrelationshipisthefunctionalrelationship.

Staffrelationship:

JackJames

Engineer1Engineer2Engineer3Engineer4

StaffrelationshipisJackandJamesbetweenthelowestlevelemployeesrelationship.

Lateralrelationship:

DavidNeil

HumanResourceFinanceMarketingStructure

Lateralrelationshipisbetweenthesamelevelengineersordepartments.Forexample,it’sbetweentheDavidandNeilrelationship.

2.6Authority,ResponsibilityandDelegation

Authority:

Authorityistherighttodirectorguidetheactionsofothersandextractfromthemresponsesthatareappropriatetoachievingthegoalsoftheorganisation.

Responsibility:

Responsibilityistheobligationplacedonapersonwhohasacertainpositioninanorganisationtoperformatask,assignmentorfunction.

Delegation:

Delegationistheactofpassingtheresponsibilitytocompleteatasktoanotherperson.

3.0Casestudy

3.1BackgroundofBarbourBrowEngeneeringLtd

ThestructureofBarbourBrownEngineeringLtdTheBarbourBrownEngineeringLtdhasthreestructures,topmanager,middlemanagerandsubordinatemanager.ThetopmanagerisDavidandNeil.David’sworkisdividedbyproductsandservices.AllnewprojectswenttoDavidinthefirstinstance.Andhesetthestaffspecifictasksasthisenabledhimtokeepatightcheckontheirperformance.Davidisadministrationandcivilwork.Neil’sworkisworktomakedecisionsregardingthestructuralwork.Heconcentratedonpromotingthecompanybysourcingbusinesscontracts,andhenottogetinvolvedinworkpolitics.Neiliscreatedforthestructuralwork.ThemiddlemanagerisJamesandJack.JameswasoftendelegatedthetaskofgivingoutnewprojectstostaffandhewasallowedtoauthorizesitevisitswhenDavidwasoutoftheoffice.JackfollowingNeil’sapproach,NeilgaveJacktheautonomyandflexibilitytodecidehowtheprojectsshouldbecarriedout.ThesubordinatemanageristhestaffofBarbourBrownEngineeringLtd.Thestaff’sworkisdistributedbythetopmanagerandthemiddlemanager.

Thus,thecompanyisFlatstrecture,andDavidisthecentralizedtypeandNeildecentralizedofhybrid

3.2Solutionsofcurrentsituations

NeworganizationalstructureTheContingencytheorytakestheviewthatthereisnoonebestwaytostructure,manageorcontrolabusiness.Thesameperformancemaybeachievablewithdifferentsystemsandstructuresforagivensetofsituationalfactors.Theparticularsituationalfactorssuchassize,technologyorenvironment.

3.2.1SuggestedOrganisationStructure

Afterthemergerofthetwocompaniesshouldestablishnewmanagementstructure,andpreferredcloverorhybridmanagementstructure.

（1）

Administration:

Thisisthecorestaffintheshamrockorganization.ThemanagerisDavid.BecauseDavidlaygreatemphasisontheinternalmanagementandheinchargeoftheadministrationandcivilwork.TheadministrationsectiontoconstitutethepolicyoftheBarbourBrownEngineeringLtd.Theadministrationsectionisbasalsection,anditsetupthepolicyforthedevelopmentsectionandthemarketingsection.

Marketing:

ThemanagerisNeil.Becausehepaysattentiontotheexternalmanagement.AndNeiltoparticipateintheprojects,productsandcustomerservices.Themarketingdepartmentistooffertheinformationoftheprojects,productsandcustomerservicesgivetheadministrationdepartmentanddevelopmentdepartment.

Development:

ThemanagerisJohn.Becausethedepartment’sresponsibilityisexploitproducts.Sothedepartmentshouldhavemorestaff.Johnhasexperienceofthehumanresourcesinhisquondamcompany.Thedevelopmentdepartmentistopracticethepolicyandtheinformationoftheservicesbytheadministrationdepartmentandmarketingdepartment.

（2）

Project-BasedMatrixStructure:

Employeesaretemporarilyassignedtoaspecificprojectteamandhaveapermanentfunctionalunit

Customers

Finance

Marketing

Construction

Designing

Supplier

Consulting

Project1

Project2

Project3

Project4

Ahybridwillincludeelementsofbothmatrixandfunctionalorganizations.Theadvantageofthisapproachisthatitmaybeadaptabletochangingbusinesscircumstances.Disadvantagesarethatitmayleadtostaffbeingconfusedaboutwhattheirresponsibilitiesare.

3.2.2ContigencyApproach

TaskThenatureandsizeofthetaskisakeydeterminantinshapingtheorganization.

Task:

Engineeringconsultantshadalwayspreferredtobebasedintowncentres.Becausethiswasmainlytoallowclientseasyaccessto