hnd人力资源管理大一报告.docx
- 文档编号:7869966
- 上传时间:2023-01-26
- 格式:DOCX
- 页数:7
- 大小:47.90KB
hnd人力资源管理大一报告.docx
《hnd人力资源管理大一报告.docx》由会员分享,可在线阅读,更多相关《hnd人力资源管理大一报告.docx(7页珍藏版)》请在冰豆网上搜索。
hnd人力资源管理大一报告
TableofContents
1.0Introduction1...
2.0Mainbody2
2.1Currentorganizationalstructure2
2.2SolutionApproaches3..
2.3Factorsimpactedthenewstructure5
2.4Relationshipsinthenewstructure6.
2.5Thepracticeofauthority,responsibilityanddelegation7.
3.0Conclusion9
4.0Reference1..0...
1.0Introduction
BarbourBrownEngineeringLtdisanewjointpartnership,whichissetbyDavidBarbourandNeilBrownandmainlyworkforcivilandstructuralengineeringdesigns.Thecompanyconsistsofengineers,technicians,apprenticesandanofficesupervisor.Thecompanyisfamoushighqualitydesign,finishingworktimeouslywithinthequotedprice.
Thoughoverthepastfourteenyearsthecompanywasdevelopingcontinuously,aproblemexistedwasthatDavidwhoworkasanadministrationleadercannotengagehisworkwithNeilwhowasworkformarketing.Sothat,manyprojectwasmissedbecauseoftheirdiscordance.However,therearemanysuccessfulcooperationprojectsbetweenBBEandJohnColbertCivilEngineeringContractors,whichoncentratedonthedevelopmentstageofprojectsviathedesignspecificationmadebyNeil.Now,thereisanoticeabletrendthatcustomersrequireamoresubstantialandfastservice.AndJohnhasanintentiontoretire,soJohnproposedNeilaboutamergerbetweenBBEandJCCECtoincreasecompetitivenessandmakesavings.Aftertakingapanoramicviewofthesituationofthetwocompanies,DavidandNeilagreedthatitwastimetore-structure.
2.0Mainbody
2.1Currentorganizationalstructure
Anorganizationisagroupofindividualsoperatingtogetherinasystematicwaytoachieveasetofobjectives.BarbourBrownEngineeringLtdisaimedtoprovidehighqualityproductsandservices.Tomakeanyadjustment,thecurrentoperationingstructuremustbeunderstand,ofwhichBBEwasrunninginamechanisticsystem,whichtendstobeismorerigidinstructureandwasconsideredmoreappropriatetostableconditions.Comparedwiththemechanisticsystem,theorganicsystemisamorefluidstructureconsideredtobemoreappropriatetochangingconditions.Inaddition,BBEwasemployedinlinestucturewhichprovidesroutesforupwardsanddownwardscommunicationandlinksdepartmentstoanultimatesourceofauthority.Andflatstucturereferstofewornolevelsofinterveningmanagementbetweenstaffandmanagers,inwhichstaffaremoredirectlyinvolvedinthedecisionmakingprocess,ratherthancloselysupervisedbymanagers.Nomatterlineorflatstructure,thegoalistoprovidebetterproductsandservices.
InBBE,workaboutcorecivilengineeringbusinesswasdividesbyproductsandservices.Theleaders,DavidandNeilareresponsibleforadministrationandstructuraldesignment.InthemiddlemanagementJamesasthemostseniorgaveoutnewprojectsandimpowersitevisits.Jack,abetter-qualitystructuralengineer,wasdelegatedtodecidethetechnologicalprocessoftheprojects.Includingothertwoengineers,sixtechnicians,fiveapprenticesandanofficesupervisor,obviouslyflatstructurecouldbepresentedinthisfirm.
InthepastoperationsofBBE,NeilalwaysgaveJacktheautonomyandflexibilitytodecidethetechnologicalprocessoftheprojects,andencouragehimtoattendmanagementmeetingstodiscusstheplanninganddevelopmentofprojects.ComparedwithNeil,Davidpreferredtosupervisestaffwithtimesheetsandgivethemless
empowermentaboutsitevisits.Henee,flatstructurepresentlyoperatedcouldlooselybedescribedas‘hybrid'withacentralizedlinestructureoperatedbyDavidandwithNeiloperatingade-centralizedteamapproach.
ViaNaylorsdutiesofmanagement,DavidwasresponsibleformanaginginternalemployeeswhileNeilwasforexternalbusiness,asaresultDavidandNeilcannotreceiveeffectiveandefficientresponsefromeachother.Overthepast14years,theredidnotexistaspecificstructureeventhoughthefirmwasdevelopingconstantly,soanappropriatere-structureshouldbecarriedoutnow.
2.2SolutionApproaches
TherewouldbemanybenefitsifamergerbetweenBarbourBrownEngineeringLtdandJohnColbertCivilEngineeringContractorsoccured.Viathemerger,BBEmighthaveanopportunityofre-location,andadministrationcostswouldbereducedandengineerswouldgainmoreauthoritytomanagetheconstructionworkers.Aswell,theremustbeanewdefinedorganizationstructure,sothethreeappropriateorganizationstructureswillbeintroducedasthefollowing.
ShamrockOrganizationstructuresisanorganizationalstructurewhereacoreof
essentialexecutivesandworkersaresupportedbyoutsidecontractorsandpart-timeTheleafinthemiddlerepresentsthecorestaffoftheorganizationwhichinvolveshighlytrainedexperts,techniciansandmanagers.AsDavidhassufficientexperienceinadminstrationwork,middleleafcouldstandforcivilofficeanditsmanagerisDavid.Thisofficeisresponsibleforreception,secretarialsupportandfinance.Atthesametime,civilofficeprovidedfinancialbudgetsforstructureoffice,anddistributesjobsforsitedevelopmentdepartment.
help.
Theleftleafconsistsofthecontractualfringeandmayincludeindividualswhoonceworkedfortheorganizationbutnowsupplyservicestoit.Neilalwaysdevotedhimselftomarketing,projectdesigningandcustomercare.SotheleftleafcouldstandforstructureofficeanditsmanagerisNeil.Thisofficeisresponsibleformarketingandcustomercare.Additionally,theactualstrengthofstructureofficeinfluencecivilofficemakingdecisionaboutfinance,andsitedevelopmentdepartmentdesigningspecificconstructionobjectives.
Therightleafdescribestheconsultancy(professional/high-tech).Johnhadtwoconstructionteam.SotherightleafcouldstandforsitedevelopmentanditsmanagerisJohn.Thisdepartmentisresponsibleforsiteconstruction.Additionally,thescaleofsitedevelopmentdepartmentdeterminesthejobsdistributionforcivilofficeandthedegreeofcontractssignedbystructureoffice.
Anotherorganizationstructureisahybridstructurewhichisbasedonalineprojectteamapproach.Ahybridstructurewillincludeelementsofbothmatrixandfunctionalorganization.
Thethirdorganizationstructureismatrixstructure.Thistypeofstructureismoreflexibleandadaptable,andusedforspecificprojectstoachieveaproject-orientatedmulti-disciplinaryteam.
Advantages:
Bettercontrolofproject;greatersecurity
Bettercustomerrelationsandhigherprofitmargins
Shorterprojectdevelopmenttime
Aidsthedevelopmentofmanagersastheworkincludeswiderresponsibilities
So,thenewcompanyshouldbedividedintodifferentfunctionaldepartments.
2.3Factorsimpactedthenewstructure
Contingencytheorytakestheviewthatthereisnoonebestwaytostructure,manageorcontrolabusiness.Therehavebeencriticisimsofthistheory,particularlyinrelationtohowusefulitisinpractice.Thesameperformancemaybeachievablewithdifferentsystemsandstructuresforagivensetofsituationalfactors.
Task—Thenatureandsizeofthetaskisakeydeterminantinshapingtheorganisation.Evidence:
Afterre-structure,thecompanywouldhavemoreopportunitiestogainmorelargescopeofprojectandengineerswouldhavemoreauthoritytocontrolsiteconstruction.
Technology——Thetechnologyisinrelationnotjusttoinformationtechnologybutthecompleteapproachtoproducingsnitemordeliveringaservice.Evidence:
TheBBEhaveanewlocationwhichisnearJCCECandcombinetheadminstrationdepartmentsofthetwocompaniestosavingcosts.Size—Thesizeoforganisationisakeyvariableininfluencingthedesignandstructureoftheorganisation.Evidence:
Thenewcompanyhavemoredepartmentsthanbeforetoprovideamoreroundlyservice,whichleadtoeconomicsofscale.
2.4Relationshipsinthenewstructure
President
Civiloffice
Secretarialsupport
Accounts
Wages
Reception
Structureoffice
111
Researchand
Development
Customer
Service
Marketing
Site
Linepartnershipexistsamongeachpartnerwhohaveresponsibilityforagivenareaordivisionandalsosupportarea.Inthenewcompany,Neilisthelinemanagerforstaffofstructureoffice,whichiscreatedforstructuralwork.Davidisthelinemanagerforstaffofciviloffice,whichiscreatedforcivilwork.Johnthelinemanagerforstaffofsitedevelopment,whichiscreatedforsiteconstruction.
Staffrelationshipwouldexistbetweenthestaffofcivilofficeandthedifferentteams.
Afunctionalrelationshipwouldexistbetweenthestaffofmarketingandthewagesdepartment.
Alateralrelationshipwoulddevelopbetweenthestaffofresearchanddevelopmentdepartmentandcustomercare.
2.5Thepracticeofauthority,responsibilityanddelegation
Intheneworganisation,eachteamhavetheauthorityfotthedivisionanddesignofwork,whichisappropriatetotheprojectdesignneeds.
Authority
AuhorityistherighttodirectorguidetheactionsofothersandextractfromthemresponsesthatareappropriatetoachievingthegoalsoftheorganisationResponsibility
Responsibilityistheobligationplacedonapersonwhohasacertainpositioninanorganisationtoperformatask,assignmentorfunction.
Delegation
Delegationistheactofpassingtheresponsibilitytocompleteatasktoanotherperson.
ResponsibilityasnotedaboveforthepartnersisnotdefinedinthecurrentstructureofBBE.Afterre-structure,theresponsibilityofeachdepartmentshouldbepreciseandconsice,whichistoworktogethetforsamegoals.Intheneworganisation.Authorityshouldbea
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- hnd 人力资源 管理 大一 报告
![提示](https://static.bdocx.com/images/bang_tan.gif)