HND人力资源报告.docx
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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
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