Contents
1.0 Introduction
2.0 Findings
2.1 Current Organizational Structure
2.1.1 the Characteristic of Hierarchical Structures
2.1.2 Span of Control
2.1.3 Departmentalization
2.1.4 Communication Patterns
2.1.5 the Chain of Command
2.2 Future Organizational Structure
2.2.1 the Characteristic of Hierarchical Structures
2.2.2 Span of Control
2.2.3 Departmentalization
2.2.4 Communication Patterns
2.2.5 Chain of Demand
2.3 Contingency Approach that help determine the Future structure
2.3.1 Task
2.3.2 Technology
2.3.4 Size
2.4 Relationships
2.4.1 Line Relationship
2.4.2 Functional Relationship
2.4.3 Staff Relationship
2.4.4 Lateral Relationship
2.5 Authority, Responsibility and Delegation
3.0 Conclusion
4.0 Reference
1.0 Introduction
This report has mainly analysis the Tasty Company, which is a food company. According to the contingency approach, there is a need to re-structures the internal structure. It is also to identify the line, staff, functional and lateral relationships. In the report, I will explain the current and recommended structure of the company, and the authority, responsibility and delegation to line management relationships in the proposed structure.
2.0 Findings
2.1 Current Organizational Structure
2.1.1 the Characteristic of Hierarchical Structures
This is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line. This kind of structure is suitable for the beginning of the Tasty Company.
This is the sort of structure that allows for easy decision-making and is also very informal in nature. They have fewer departments, which makes the entire organization become decentralized one so the authority and responsibility could be defined clearly Tasty Company with this structure can be bureaucratic and respond slowly to change the customer needs and the market within which the organisation operates. Communication across various sections can be poor especially horizontal communication.Departments can make decisions which benefit them rather than the business as a whole especially if there is Inter-departmental rivalry
2.1.2 Span of Control
Span of control is simply the number of subordinates that an executive supervises.
The number of employees that a manager can manage must be determined by every organization. Wide spans have the advantage of supervisors having to delegate and ensure clear policies are laid down. As for Tasty Company, the span of control of the firm is narrow, a president control five managers. Usually, managers are easily to delegate and make sure policies are carried out.
The high cost due to the numerous levels, supervisors may get too involved in the work of subordinates and undue delay may be caused. The possible loss of control by the supervisors and the need for high-quality managers as their workload tends to be so high that bottlenecks may occur.
2.1.3 Departmentalization
The assignment of jobs to departments is called departmentalization, and it represents one of the core aspects of the horizontal division of labour. The methods of departmentation include Functional, product, matrix, geographic, customer and hybrid. And the definition of function departmentation is that employees with closely related skills and responsibilities are assigned to the same department.
This method is easy and logical to measure and evaluate the employees’ performance and decide usually efficiency and effective. Second, it can enhance the communication between managers and employees and enhance the career ladders and training opportunities. It follows the principle of specialisation, and economies result by having similar tasks grouped under one area.
Functions may not be so important as the area covered by Tasty may be widespread and another grouping may be better..
Such specialisation may invoke narrowness of outlook. And there may be conflicts between local functional goals and the needs of the whole organisation. A classic example is conflicts between operations staff and marketing staff where operations might want to standardise to get efficiency and marketing might want more variety to meet what they believe are customers’ need.
Management positions need people of wide experience and this is not readily available in a rigid functional departmentation system that affords poor training
grounds.
2.1.4 Communication Patterns
Tasty company has numerous communication patterns. Generally, a normal company has six types of patterns for communication including line relationships, functional relationships, staff relationships, lateral relationships, matrix structure and hybrid structures. From the current organizational structure of Tasty, it is easy to find that they apply the line relationships, A president control five vice general managers, and each manager can not manages other managers because they are in a same level, and they plays the same roles of subordinate for the general manager.
2.1.5 the Chain of Command
It is a typical pyramid shape. Generally speaking, the enterprise must take the focus of attention from supply transferred to the consumer demand. The concept of demand chain for channel members are facing a severe task: enable provide customers more value than supply chain. The main characteristics of the demand chain are demand enter into supply chain, power transfer, demand as the core and the alliance formation of real value. In addition, the flow contents of the chain of demand include demand, resource, information, knowledge and cooperation relationship. The core of demand chain management is the collection, transmission of demand. As for Tasty Company, the chain of demand is extremely significant, in order to stablish the demand chain, the company should push attention to more ceramic collectors and wealthy, and attracts them buy our food. Also the firm should ensure demand chain can solve the needs of market, sales and service in the value chain.
2.2 Future Organizational Structure
2.2.1 the Characteristic of Hierarchical Structures
To solve the problems of current organizational structure which is too simple and leads that each manager doesn’t recognize their task, thus Tasty Company may have confusions without appropriate hierarchy. After expanding the organizational structure, there’re five levels of management. First, the president actions as the biggest controller, they take up the highest location of the company, and he counterbalances the power with every department. Therefore, President controls the general manager and it should work for himself. Then, every manager manage some departments or factories, and each department have closely contact with other departments, and they are controlled by their each manager.
2.2.2 Span of Control
Span of control is too narrow as for these managers, nothing have controlled by them. As the result, some departments should be formatted while the organizational structure is expanding. Every manager controls four or more departments, that is to say, the span of control become much wider than the former structure. The president
also actions as the biggest controller, he has widest span of control. Last but not least,
in the future organizational structure of Tasty, many supervisor has appeared, and it ensure the span of control in the president which can not too wide to influence the operation of the firm, they make the span of control maintain a suitable quantity.
2.2.3 Departmentalization
It is easy to find that the departmentalization is not obvious of the current organizational structure, and these managers can not consist a effective organization. Therefore, after extending the organizational structure, the company realizes departmentalization. The future organizational structure is matrix structure. Departments are working for four or more their own task. The organization will be more efficiency and the communication between departments and managers definitely are enhanced, the managerial performance also will improve a lot.
2.2.4 Communication Patterns
There is no doubt that in the previous organizational structure, the communication pattern is too simple because line relationships actions the main communication pattern in Tasty management. As the result, there is a big change after the organizational structure changing. The future structure changes into matrix structure therefore the function of each department is able to develop easily. And manager can make command become more centralized, the degree of task completion enable maximized. Additionally, there are several department for marketing which was managed independently by one general manager which indicates that the matrix structure was very useful in the future organizational structure of Tasty.
2.2.5 the Chain of Command
As for previous organizational structure, the chain of demand is narrow which is not good for company’s operation, and there are fewer managers. So in the future organizational structure, more department managers should be showed up, and that cause demand chain become more and more luxuriant. These managers can control the chain of demand forcefully. For example, Marketing Department can make the
demand chain stronger, and it can control more departments to meet the common goals. Last, the chain of command would make Tasty Company work more efficiently.
2.3 Contingency Approach that help determine the Future structure 2.
3.1 Task
The situational variables may include task, technology and size, which will determine the systems and structures determined. The nature and size of the task is a key determinant in shaping the organization. To accomplish the targets that provide better service to the customers after they purchased the products, and achieve the good effect of brand, Tasty Company can increase the After Service in the Line Executive. After having completed the task, the company can promote standardized and efficient services. The technology the organization uses is a key factor in its success. This is in relation not just to information technology but the complete approach to producing an item or delivering a service.
2.3.2 Technology
In the process of the social and economic development, the company has no choice but to develop new technologies constantly, thus it is a need to increase the Sales Managers who can help the company to research and develop the technology and also overall charge the departments of design and techniques. This change can make the company highly formalized, and has a great deal of specialization and division of labor, and high centralization of decision-making. The size of the organization is a key variable in influencing the design and structure of the organization, with small organizations typically having few procedures which typically will have many written procedures, organization charts and formal processes.
2.3.3 Size
If the company is attempting to employ a growth task by entering into global markets, it will need a structure that is flexible, fluid and readily adaptable to the
environment. Therefore, Tasty Company should expand the scale. Thus, it is necessary for the company to increase the quality assurance manager which takes responsibility for the material, production, and equipment. With the size increased, the capacity, number of personnel, outputs includes customers and sales, resources are also increased. The organizational structures tend to be higher customization, specialization and differentiation. However, increasing size is also related to increase structuring of organizations activities but decreased concentration of power.
2.4 Relationships
2.4.1 Line Relationship
This is the kind of structure that has a very specific line of command. The approvals and orders in this kind of structure come from top to bottom in a line, hence the name line structure. This kind of structure is suitable for smaller organizations like small accounting firms and law offices.
the Advantages of Line Relationship
This relationship has the advantages of simple structure, would arise low management cost. The command is unified and under this structure departments could make decisions rapidly. The responsibility and subordinate relationship are also very clear, flexible. It’s easy to maintain the discipline and order.
the Disadvantages of Line Relationship
Under this structure, it may cause some various contradictions and incongruities. To the production department and running of enterprise, it will cause some bad effects. And it is not conducive to develop comprehensive management talents.
2.4.2 Functional Relationship
This kind of organizational structure classifies people according to the function they perform in their professional life or according to the functions performed by them in the organization. Wherever the functional specialist supports or has authority over certain activities of a particular department there is said to be a Functional
relationship.
●the Advantages of Functional Relationship
This structure will make the most of the experts’ talent and give the lower level work specific guidance so as to make up for the inadequacy of ability of administrative leadership and management.
●the Disadvantages of Functional Relationship
This structure is easy to form multiple leadership and results in lower employee do not know what course to they should take.
2.4.3Staff Relationship
It may be between the administrative support staff and the different teams. And it describes the relationship between the assistants of senior staff and other staff. The assistant may not have direct authority, however, but act as a representative of the senior manager they work for.
●the Advantages of Staff Relationship
Under this relationship, responsibility is clear, every departments are aware to what they should do work, the manager could centralize and unify the employee and command. A variety of experts can play an significant business management role. The stability of organization is higher, when external environment changes small , it’s easy to develop an organizing group efficiency.
●the Disadvantages of Staff Relationship
Some every department becomes a system. And in this structure some departments may don’t pay attention to information lateral communication, which will cause repeated easily and low efficiency. If the departments are delegated with excessive power, it’s harmful to this structure. Some departments are lack of flexibility and lags on response to environmental changes. Also, this structure may increase the management cost
2.4.4 Lateral Relationship
In management, it is a link between two employees of the same organization who are at the same level of authority. They may not have the same job title or description, but they report to either the same person or to people who are of equal standing in the company's chain of command. The term describes the 'side by side' relationship that two employees may have in the hierarchical structure of a business.
●the Advantages of Lateral Relationship
In this situation, it can shorten the distance between managers and employees. The speed of information circulating longitudinally is fast so there will be less distortional information. And the employees are more active and autonomy and satisfaction. It’s better for leaders to understand employees’ situation. Supervisors and employees can form a larger collective, which is beneficial to solve more complex problems.
●the Disadvantages of Lateral Relationship
Because the management range is wide, the dec entralization of power, it’s difficult to implement the strict control. The managements are difficult to carry out thorough and specific management. When supervisors and employees form a larger collective, with the expansion of collective’s scale, the coor dination and consensus becomes more difficult.
2.5 Authority, Responsibility and Delegation
Authority 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 organization. Responsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function.
Delegation is the act of passing the responsibility to complete a task to another person.
●The Authority, Responsibility, Delegation of the Sales Manager
The sales manager in the Tasty Company should take responsible for the sales activities in regard of the sales growth for the company. What’s more, the sales manager should develop sales plans and assist in developing the market. Also, the
sales manager should direct support and train related local Account Sales Managers to achieve branch and personal objectives. Moreover, it is a need for sales manager to monitor the sales result for each sale on a monthly basis to make sure that his monthly sales quota is met. At the same time, meet with top customers, assist sales representatives to maintain relationships and close deals is also their responsibilities. When it comes to the authority, the sales manager has the framework of the guidelines, policies, rules concerning line or staff relations as well as of budgets and plans approved the authority to make the decisions necessary to fulfill his responsibility. Considering the delegation, for instance, the general manager appoint the sales manager to increase the economic trade at home and abroad, and highlight the importance for the sales manager to make a plan abou
t the cooperation with some of the large and medium-sized enterprises at home and abroad, and enhance the sales of the Tasty Company. Also, the sales manager can carry out the plan if the general manager gives the authority to make the cooperation plan, and communicate with other companies and give abundant information and resources. Meanwhile, it’s essential for the general manager to support and monitor the sales manager.
The Authority, Responsibility, Delegation of the Administration Manager The responsibilities of the administration manager in the Tasty Company are establish and maintain good relationships with local governmental authorities, and in charge of management of all offices in China including the head office and factory property. The administration manager has the authority to check finance manager expenses, precede work described. Also, approval of department expenses within the approval limited and approval to selection of service provider within the responsible area are also the manager’s authority. Next comes to the delegation, for instance, the general manage appoints the administration manager to select the excellent people to help the development of the company and tell the administration manager to increase the difficulty of hiring staff and make sure their loyalty to the company. The administration manager can carry out the plan when the general manager gives the authority and give abundant information and resources. Meanwhile, it’s essential for
the general manager to support and monitor the production manager during the recruitment of the staffs.
3.0 Conclusion
If the Tasty Company adopts the new organizational structure, it will have a good reputation for its leading market, maximum profit advanced management,. The size of the company and beneficial parts has a dramatic improve. If they do well in these every points above, they will more likely a stable development in its future.
4.0 Reference
Scottish Qualifications Authority, 2004, China Modern Economic Publishing House, Managing People and Organizations
https://www.doczj.com/doc/ef7683618.html,
https://www.doczj.com/doc/ef7683618.html,
https://www.doczj.com/doc/ef7683618.html,
1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people. Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s. 2. （1） Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function. Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks. a.Emerging of Personnel Management/Social justice Evolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers. b.Grouth in PM 1914-1939/Human bureaucracy The exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayo c.Consent by negotiation During the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role. d. Organisation and integration
“Escape to Wild”是一家成功的公司，专门通过邮购和小型的零售专营店来销售户外休闲服饰。它作为一家私营公司小规模的经营了超过15年的，一直到六年前，一位经理被聘请来扩展公司业务。首先，公司增加了邮购目录上的商品数，并且用了更大的仓库来存放和配送货物。四年前，“Escape to Wild”开了第一家自己的零售专营店，到现在，已经有了10家零售专营店，并有计划再多开五间店。两年前，公司建立了自己的网站，实现了网上购物，这部分的业务发展迅速，还带了了很多海外的订单。这位新经理上任以来，公司员工已由原来的20人发展到300人，业务也变得更大更复杂，持续需要加强员工来源已经成为这家户外服饰专营公司最强烈的需求，需要更多的员工是这家公司的当务之急。 “Escape to Wild”公司没有明确的人力资源部门。部门经理们根据自己部门的职责招聘新人，负责确定他们的薪酬水平。薪酬管理业务已经外包，员工培训一般是临时组织的，财务主管负责处理员工的合同和特殊情况，例如产假和加薪。 在这个快速发展的时期，公司已经开始将更多的精力投入到服务正在增加的客户群中。到目前为止，公司中员工的关系比较良好，但是，公司的现状表明是时候建立规定和程序从而能用更系统的方法去解决人力资源的问题。 在最近的公司管理层会议上，部门经理们不断的抱怨说他们花了太多的时间在处理一些日常的行政问题上，而这些问题明明都可以由人力资源部门来解决，如果公司能有一个这样的部门。不断增加的员工数量使得财务部门花大量的时间来处理与人事相关的问题。同时，部门经理们也会因为工作描述，招聘和甄选的实际操作，以及员工的薪酬待遇等问题产生矛盾。一个管理层的人员最近参加了一个关于员工法案的研讨会，法律
2018年度人力资源状况分析报告 为了更好地完善公司的人力资源制度改革，帮助公司人力资源管理走向规范化、标准化、职业化，通过有效管理，更大程度提升调动员工工作积极性。本次人力资源分析主要采用了问卷调查、员工行为观察、员工代表沟通交流、整理汇总历史资料等方法，通过这些方法基本清晰公司人力资源管理的现状，并对公司在人力资源管理各个环节中出现的问题进行了重点分析，形成了以下报告： 第一部分 公司的人力资源现状 一、 集团总部人力资源结构分析 (一) 集团总部现有员工119 人，其中，高层管理人员11人，占9.24%,中层人员 24人，占20.2%,基层84 人，占 70.6% (二) 不包括基层后勤辅助类岗位的总部员工现有107人，其中男、女比例如下 (三) 高层队伍结构分析 ◆ 高层队伍的年龄结构良好，平均年龄44岁，年富力强，学历结构较合理，全日制第一学历均在大专及以上，资质上有6人（占55%）持一级建造师证，职称上36%为高工，18%为中级，18%为助工，28%没有任何职称。 ◆ 高层队伍的结构缺陷主要是 ● 73%的高层是从事项目施工和项目管理出身，司龄10年以上，缺乏专业的企业管理方面的训练，在11名高层中只有2名是在2012年通过社会招聘引进的，有一定现代化企业管理经历。 ● 高层人员的职称和资质匹配度不足以应对企业发展需求 (四) 中层队伍结构分析 ◆ 中层队伍的平均年龄是38.7岁，年龄结构如下：
◆ 中层队伍的工龄结构分析：现有人员中54%是在2010年改制后通过社会招聘引进的，优势在于这批人即拥有一定的新知识和新技能，又有较好的工作经验，同时劣势是缺乏对建筑行业的认知。其余在改制前入职人员，其在中恒工作时间均超过10年，企业忠诚度较高，同时缺乏的是专业的职业化训练和素养。 ◆ 中层队伍的第一学历结构分析：本科占29%,大专占 46%，中专以及下占25%。通过函授或其它在职教育形式，90%大专及以下学历的员工有提升，获得大专及上学历，同时还有二名中层获取MBA 硕士学历。 ◆ 中层队伍的职称和资质结构分析：职称上8%为高工，13%为中级，17%为助工，62%还未获得任何职称。资质上有8位（33% ）中层获得一级建造师。缺陷是：职称和资质持有率太低，有待提升。 (五) 基层队伍结构分析 ◆ 基层队伍的平均年龄是30.6岁，具体占比如下： ◆ 基层队伍的第一学历结构如下： ◆ 基层队伍工龄结构分析
Contents 1. Introduction 2. Findings 2.1 Managerial Work 2.1.1 managerial activities 2.1.2 managerial role 2.2 Mechanisms that could measure managerial performance 2.3 Behavioral theory of leadership 2.4 Transformational theory of leadership 2.5 John Adair's Action Centered Leadership 2.5.1 The reasons why ACL may prove to be important 3. Conclusion 4. Reference
1. Introduction Scotia Airways is located next to Glasgow International Airport. My report will assess the main features of managerial work and explain the main roles and activities of managers. And I will describe the value of two mechanisms that could be used to measure managerial performance and justify how each could be used to assess managerial performance and identify and explain a behavioral theory of leadership and transformational theory of leadership. At last I will analyze how theories of leadership could be used to improve how managers lead staff through this change. 2. Findings 2.1 Managerial Work Management is all about running an organization in a steady state, ongoing administration, organizing structures, establishing systems and processes, controlling in particular by financial means. It can also be defined as the effective use and coordination of resources such as capital, plant, materials and labor in order to achieve defined objectives with maximum efficiency. 2.1.1 managerial activities Managerial activities can be described as following: forecasting, planning, organizing, commanding, coordinating and controlling. Forecasting means the manager can predict future events. Planning When managers are making planning, it required that the plan to meet anticipated demand. The board of directors express their hopes of the company, and their requires to the company, and then the managers analysis the external environment and the condition of the company. Making planning based on the analysis result. If the plan can get agreement from the board, the managers will convey the goals to every department an d staff. If the plan can’t get the agreement
Individual Report F84T 34 Managing People and Organisations Outcome 1 NAME: u SCN: CLASS：
Contents Introduction (2) Section 1: Relationship between goals, objectives and policies (2) Section 2: Differences between the formal and informal organization (3) Section 3: Open System Theory (3) Section 4: Different stakeholders (4) Section 5: Effective control strategy (5) Conclusion (6) Reference (6)
Introduction The purpose of the report is what to understand more fully the organization management. I learned company's departments’ work together in order to achieve the company's goals. This report has five sections which are relationship between goals, objectives and policies，differences between the formal and informal organization，open System Theory, different stakeholders and effective control strategy. Section 1: Relationship between goals, objectives and policies The relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better. Goals: Goals are long-term. Consumer goals are to provide to the customer the demand of consumers.Shangri-La Hotels maintain a high quality of customer service. This is the Shangri-la Hotel's consumer goals. Product goals are to provide customers with high quality product. Craig insisted on selecting the freshest fruits and vegetables this is the Shangri-la Hotel product goals. Service goals are to provide customers with high standards of service. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. This is the Shangri-la Hotel's service goals. Objectives: Objectives are short-term. Objectives are more specific than the goals; it can determine the specific direction. Objectives can help an organization determine a number of factors such as the time factor and the causal factors. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. The Shangri-la Hotel maintained a 3-star Michelin chef. These are the Shangri-la Hotel's objectives. SMART make objectives more effective more efficient concrete. Kitchen staff training date is by May 1999. Waiting staff to attend table within 3 minutes.
Contents 1.0 Introduction 2.0 Findings 2.1 Current Organizational Structure 2.1.1 the Characteristic of Hierarchical Structures 2.1.2 Span of Control 2.1.3 Departmentalization 2.1.4 Communication Patterns 2.1.5 the Chain of Command 2.2 Future Organizational Structure 2.2.1 the Characteristic of Hierarchical Structures 2.2.2 Span of Control 2.2.3 Departmentalization 2.2.4 Communication Patterns 2.2.5 Chain of Demand 2.3 Contingency Approach that help determine the Future structure 2.3.1 Task 2.3.2 Technology 2.3.4 Size 2.4 Relationships 2.4.1 Line Relationship 2.4.2 Functional Relationship 2.4.3 Staff Relationship 2.4.4 Lateral Relationship 2.5 Authority, Responsibility and Delegation 3.0 Conclusion 4.0 Reference 1.0 Introduction
Report for Managing People and Organisation Outcome 4 Name: Jianyu LU Student ID: 105438222
Date: 2011/01/13 Table of content 1.Introduction 2.Findings a)The type of structure and hybrid structure of Barbour Brown Engineering Ltd. b)Additional description of the group c)The using of theory to help to define the structure d)The line, staff and functional structure after merger e)The Authority, Responsibility and Delegation show the new structure 3.Conclusion
1.Introduction This report has mainly analysis the Barbour Brown Engineering Ltd. merger with John Colbert Civil Engineering Contractors and re-structures the internal structure. Also according to authority and contingency theory aspect need to rebuilt. In the report, I will explain the current. 2.Findings ⑴The type of structure and hybrid structure of Barbour Brown Engineering Ltd. The types of structure have divided in two, Tall and Flat structure. Tall structure, which could called narrow span, have many levels of authority relative to the organisation’s size. This method of control could make it easy on close supervision and fast communicate, but it may cause the delay of work process because of information must through several levels, up and down before prepare doing. Flat structure could also called wild spans, it has few levels but wilder spans of control, for instances one manager may control eight employees around. By using this type of structure, the staff and supervision will be more effective on communication, yet the problem of management will be arise cause of the limited of managers’ ability. Flat structure may be more science of organisation and more suitable for Barbour Brown
Section A Barbour Brown有限公司是一个工程顾问公司，由David Barbour和Neil Brown在14年前建立，位于一个大片农村地区中的主要城镇。最初，该公司仅仅专注于国内的工程项目，例如道路和下水道的铺设，由于当时的私人房屋建设迅速发展。 80年代，Neil和David都为一家在那个城镇中有办事处的大公司（Floyd and Fleming有限公司）工作.David做过分支经理，而Neil,一个有企业家精神的年轻人，参与了结构发展的部分，之后在中东地区工作了两年。1989年Floyd和Fleming公司决定撤除分支办事处并集中经营他们在城市里的工作。 Neil最近从中东地区工作归来，享受了做自己老板的自由和灵活。他和David讨论了合伙继续在那个小镇经营工程咨询服务的可能性。David有在当地工作的经验，他意识到小镇里有足够的小型工程，来维持公司运营。他还有足够的储蓄和资产，可以用于管理买断。Neil 同样有国外工作所得的储蓄。有了这些资源，这两个人有足够的资本来买下当时Floyd和Fleming公司的办公室。他们制订了一项经营计划来保证额外用于买断的资金。用来支持这项创业的筹资，从银行贷款和苏格兰发展机构的拨款中获得。以五年内不得在中央地带接受和执行工作为条件，管理买断被同意了。 1990年新的Barbour和Brown工程有限公司开张了。公司团队包括David, Neil和其它两位合格的工程师组成：Jack,一个志存高远的毕业生；James一个30岁却还未获得资格认证的工程师。另外还有两个合格的技师和一个学徒技师 Section B 在接下来的14年中公司稳定地发展，主要集中于核心的国内工程业务。公司通过从事当地的工作来发展，由于Neil和Brown坚信内部投资的原则，他们总是支持当地其它公司的发展。为此他们让当地的承办人，保险经纪人和会计来给他们提供服务。实际上，只要可能，他们推荐John Colbert工程承包公司来从事建设工作已经成了一条不成文的规定。Neil Brown和John Colbert曾经是大学期间的校友并且一直是好朋友。可以依赖John的公司提供的服务，成为了获取合同的一个重要优势，因为这不仅在设计阶段，也在建设阶段增加了该公司保证高质量服务的能力。 该公司的主要目的是提供高质量的服务，因此员工具备最先进的技术尤为重要。这使得该公司可以尽可能高效地提供高规格设计。员工被激励去升级他们的技能，当他们获取资格认证的时候，会发给奖金。当地的学院被用来培训那些学徒，但是由于培训需求的缺乏，费用正
6-1公司组织结构图。各部门主要职责见表1-1
各业务部门的主要职能如表1-2 表1-2主要职能
公司重视对各类员工的绩效考核，本着公平公正公开的原则，制定科学合理的绩效考核体系。通过对员工个人完成工作的情况，分别按季度和按年进行考核，并结合部门考核的结果对员工进行管理。 每季度部门员工由部门主管按照行政管理部门所给标准对部门员工进行评分，而部门主管则由总经理进行评分，将每季度的绩效考核评分取平均值作为年终绩效考核评分，然后按照一定比例评定年终考核等级，分别有ABC三个等级，所评等级与所获年终奖金将直接挂钩。 2.薪酬设计 薪酬管理是企业人力资源管理的核心内容。合理有效的薪酬体系不但能激发员工的积极性与主动性，促进员工努力实现组织目标，提高组织的效益，而且能在人才竞争日益激烈的知识经济下吸引和保留更多的人才。
公司对员工的薪酬待遇有以下几点： （1）基本薪水：基本薪水是永久薪酬，定期每月支付一次。 （2）奖金：根据季度绩效考核和年度考核的评分来发放。 （3）公司福利：包括基本的五险一金，还有交通餐饮补贴，不定期的组织出游等集体活动。 3.员工激励 员工激励制度主要是为了吸引优秀人才，留住优秀员工，提高员工的工作积极性。采取的手段主要是物质方面的激励和精神方面的激励。 （1）物质方面：有竞争力的薪酬，季度与年终奖金，针对优秀员工和老员工，设置一些有物质奖励的奖项，还可以为员工增加一些福利政策，如在公司三年以上且年度绩效考核合格者可以申请最高限额为多少的无息贷款。 （2）精神激励：如通报表扬，荣誉证书，带薪假期，各种进修培训的机会;关心员工身体健康，免费定期体检等等。
h n d人力资源管理 o u t c o m e SANY GROUP system office room 【SANYUA16H-
Individual Report F84T 34 Managing People and Organisations Outcome 4 NAME: SCN: CLASS:
Contents Introduction (2) Section 1:The Structure at Present in Shangri-la Hotel (2) Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel (3) Section 3:The Influence of Task, Technology, and Size on the New Structure (5) Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure (6) Section 5: Authority, Responsibility and Delegation within the New Structure (7) Conclusion (8) Reference (8)
Introduction The purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure. Section 1:The Structure at Present in Shangri-la Hotel At present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff. Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure. Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized
Section 1:The Structure at Present in Shangri-la Hotel At present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.
Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure. Centralization& Decentralization: the centralization means that the important decisions are taken the must tasks to top this After Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach. Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management