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人力报告 本文简介：1.Introduction.2.Findings(1)ThestructureandhybridschangingofBarbourBrownaftermerger.(2)Theapplicablestructureofthestructure.(3)Themainsituationalabout
人力报告 本文内容：
1.
Introduction.
2.
Findings
(1)
The
structure
and
hybrid
s
changing
of
Barbour
Brown
after
merger.
(2)
The
applicable
structure
of
the
structure.
(3)
The
main
situational
about
them
and
how
the
technology
and
size
helped
determine
the
new
structure
.
(4)
The
different
line,staff,functional
and
lateral
relationships
within
proposed
new
structure.
(5)
The
Authority,responsibility
and
delegation
should
be
exercised
within
the
new
structure.
3.
Conclusions.
1.
Introduction.
This
report
has
been
analysis
the
situation
after
Barbour
Brown
merger
with
John
Colbert
Civil
Engineering
Contractors.
After
merger,the
most
structure
of
them
need
to
re-structure.
And
on
authority,contingency
theory
side
need
to
rebuild.
In
this
report,I
will
analysis
the
situation
about
them.
2.
Findings.
(1)
The
structure
and
hybrid
s
changing
of
Barbour
Brown
after
merger.
There
are
two
main
organizational
structure:
tall(narrow
spans)
and
flat(wide
spans).
The
tall
organizational
structure
had
many
levels
of
supervision.
This
kind
structure
were
easy
to
close
supervision
and
fast
communication
between
subordinates
and
superiors.
But
it
cost
too
much
in
those
levels,supervisors
may
get
too
involved
in
the
work
of
subordinates
and
undue
delay
may
be
cause
because
information
has
to
be
carried
through
several
levels,upwards
and
downwards.
In
flat
structure,supervisors
have
to
delegate
and
ensure
clear
policies
are
laid
down.
But
it
also
had
some
disadvantage,such
as
it
maybe
lost
control
by
the
supervisor
and
the
need
for
high-quality
managers
as
their
workload
tends
to
be
so
high
that
bottlenecks
may
occur.
The
flat
structure
is
the
more
science
structure
of
organization.
The
Barbour
Brown
company
were
useing
flat
structure
after
merger.
And
also,Barbour
Brown
after
merger
also
useing
the
hybrid
structure.
A
hybrid
structure
will
include
elements
of
both
matrix
and
functional
organizations.
The
advantages
of
this
structure
is
that
it
may
be
adaptable
to
changing
business
circumstances.
Disadvantages
are
that
it
may
led
to
staff
being
confused
about
what
they
relational
are.
For
example,David
would
like
to
use
the
centralised
line
structure.
And
Neil
would
like
to
choice
the
way
of
the
centralised
team.
Centralised
functions
is
a
structure
where
the
specialist
functions
are
held
in
a
main
central
position,serving
all
other
depertments
or
locations.
Usually
some
activity
is
centralised
as
it
may
be
uneconomical,They
are
unaffected
by
local
needs,or
headquarters
wants
to
maintain
a
common
approach.
In
the
attached
case,we
could
found
the
dissection
of
work
by
product
or
service.
For
example,in
the
first
paragraph,John
believe
creating
a
business
would
cater
fully
for
development
of
civil
and
structural
engineering
projects.
And
in
the
last
Paragraph,John
thought
savings
could
be
made
by
reducing
he
administration
costs
currently
incurred
by
having
two
administration
sections.
(2)
The
applicable
structure
of
the
structure.
In
departmentation
by
product,a
production
unit
is
set
up
for
each
good/service.This
approach
is
mainly
adopted
by
large
organisations,but
can
work
effectively
in
smaller
ones.
Top
management
can
delegate
wide
authority
to
a
division
or
plant
that
manufactures
and
sells
a
product
or
family
of
products
(or
services).
The
advantages
of
dissection
of
work
by
product
or
service
included:
Aids
specialisation
of
staff
and
equipment;
Coordination
is
facilitated
and
customers
may
get
better
service;
Responsibility
for
profit
can
be
introduced
by
setting
a
standard
for
a
product
department
with
the
manager
responsible
for
most
of
the
functions
involved;
Managers
are
given
a
wider
responsibility.
But
the
disadvantages
is
difficulty
of
maintaining
coordination
among
product
areas
and
duplication
of
some
activities
in
each
product
group.
However,Form
the
case,Barbour
Brown
after
merger
were
suit
on
use
the
line
project.
Where
authority
comes
down
from
the
boss
to
their
staff
directly
a
line
relationship
is
said
to
exist,for
example
the
authority
of
the
manager
flows
down
the
line
of
command.
The
manager
is
said
to
be
the
line
manager
for
the
particular
group
of
staff.
(3)
The
main
situational
about
them
and
how
the
technology
and
size
helped
determine
the
new
structure
.
Contingency
theory
is
a
class
of
behavioural
theory
that
claims
that
there
is
not
best
way
to
organize
a
corporation,to
lead
a
company
or
to
make
decisions.
Instead
the
optimal
course
of
action
is
contingency
upon
the
internal
and
external
situation.
From
the
case
study,They
were
about
to
star
work
on
two
major
developments:
the
new
eisure
complex
and
the
office
block
for
the
Scottish
Executive,the
latter
of
which
was
only
secured
as
a
result
of
the
close
working
arrangement
of
the
two
firms.
we
could
find
that
they
range
of
goods
and
service
will
be
increased
after
merger.
And
from
the
case:
the
design
engineer
was
in
charge
of
a
given
project
on
site.
We
could
know
that
the
design
engineer
s
power
were
addition.
On
the
side
of
administration,the
two
administration
will
be
one
after
merger,certainly
the
administration
cost
will
be
saving
after
merger.
Finally,the
merger
would
made
the
company
grow.
The
two
company
merger
could
be
beneficial
in
a
number
of
ways,in
the
case
the
merger
would
help
clarify
this
relationship,John
had
a
large
office
and
easy
access
to
the
engineer,and
they
design
communication
tended
to
be
done
though
phone
calls
and
etc.
Through
those
way
we
could
found
the
firm
size
were
tend
to
formal
and
after
merger
they
sharing
their
resources
made
the
competitiveness
to
be
more
strong.
Certainly,their
own
power
were
increased.
(4)
The
different
line,staff,functional
and
lateral
relationships
within
proposed
new
structure.
Where
authority
comes
down
from
the
boss
to
their
staff
directly
a
line
relationship
is
said
to
exist.
We
know,John
employed
two
teams,each
team
comprised
a
team
leader,digger
driver
and
three
qualified
builders,when
working
on
large
developments
they
will
work
together
but
they
responsible
for
different
aspect
of
the
site
development.
In
an
organization
there
may
be
specialists
who
advise
and
support
managers
and
their
staff.
These
specialists
may
act
across
the
organization.
In
those
case,civil
and
structural
engineer
project
s
staff
is
the
found
staff
and
the
administration
s
staff
is
the
manage
staff.
Where
the
functional
specialist
supports
or
has
authority
over
certain
activities
of
a
particular
department
there
is
said
to
be
a
functional
relationship.
For
example,the
structural
engineering
project
team
and
administration
team
could
be
a
functional
relationship.
Other
relationships
that
can
exist
are
the
Staff
Relationship
and
Lateral
Relationships.
Lateral
relationships
are
those
that
exist
between
staff
at
the
same
level
in
the
organization.
These
are
important
for
the
coordination
of
the
various
functions
of
the
organizations.
In
this
case
John,David
and
Neil
is
in
the
lateral
relationship.
(5)
The
Authority,responsibility
and
delegation
should
be
exercised
within
the
new
structure.
An
organisation
that
has
formally
appointed
managers
who
then
have
subordinates
reporting
to
them
has
a
line
structure.
Line
relationships
are
found
within
functions
and
departments,with
line
managers
being
responsible
for
everything
that
happens
within
their
department.
In
the
side
of
their
partner,the
responsibility
were
difficult
to
set
part,According
to
the
company
s
benefit,the
responsibility
should
distribution
through
their
special
skill.
For
example,John
is
a
chartered
civil
engineer
he
is
suit
on
responsible
for
engineer
project
team.
The
line
structure
provides
routs
for
upward
and
downward
communication
and
links
departments
together
to
an
ultimate
source
of
authority.
The
authority
of
the
manage
all
changing
after
Babour
Brown
merger
with
John
Colbert
senior
Civil
Engineering
Contractors.
At
first,all
the
system
turn
to
complete,is
no
longer
a
informal
organization.
And
the
work
need
to
rearrange.
The
three
main
leaders
need
to
distribution
the
authority
in
a
equilibrium.
And
couldn
t
be
authoritarian.
Delegation
is
the
assigment
of
authority
and
responsibility
to
another
person
to
carry
out
specific
activities,and
delegation
empowers
a
subordinate
to
make
decisions.
In
this
case,we
should
learn
the
wrong
delegation
in
former
case,David
trust
James
is
a
kind
of
wrong
delegation.
After
merger,the
main
leader
should
regard
this
problem
serious.
Trust
their
staff
could
incentive
their
work
but
couldn
t
overact.
3.Conclusions.
In
conclusion,Barbour
Brown
turn
to
formal
after
merger
with
John
Colbert
Civil
Engineering
Contractors.
And
more
management
need
to
be
rebuild.
After
merger,the
size
and
competitiveness
all
increased
then
before,if
them
do
the
above
points
well,this
company
will
had
a
good
development.