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HND人力资源报告
Report for Manageing People and Organisation (DDE3D34)
Outcome 4
The Barbour Brown Engineering Ltd and the accomplishment of the new merger company
Candidate name:
Grade and Class:Financial services 2010
Student ID:
1.0 Introduction 3
2.0 Literature Review 4
2.1 Flat structure 4
2.2 Centralised structure Decentralised structure 4
2.3 Shamrock structure (or Hybrid structure based on a line project team approach) 5
2.4 Contigency Approach 6
2.5 Line, Staff, function and lateral relationship 7
2.6 Authority, Responsibility and Delegation 8
3.0 Case study 8
3.1 Background of Barbour Brow Engeneering Ltd 8
3.2 Solutions of current situations 9
3.2.1 Suggested Organisation Structure 9
3.2.2 Contigency Approach 10
3.2.3 Relationship within Proposed New Structure 10
3.2.4 Authority, Responsibility and Delegation within New Structure 11
4.0 Conclusion 11
5.0 Reference 12
1.0 Introduction
Barbour Brown Engineering Ltd was no defined structure. The company was built by Neil and David. To start with the company had seven people, Neil, David, Jack and James. In addition, there had three technicians. In the company, for products, they should was to provide a high quality service. For staff, the leaders made the staff were trained in the technology. In addition, David had used the timesheets to staff.
In Barbour Brown Engineering Ltd, have more work achievements in the fourteen years. Neil being able to rely on the service of John’s firm had been a major benefit in gaining contracts, because this increased the firm’s ability to ensure a high quality of service during the development stage of projects. Their staff were trained in the latest technology. This enabled the firm to produce the designs to a high specification as efficiently as possible.
In Barbour Brown Engineering Ltd, the internal was not in combination with the external, is an open question in the company. The company to cooperate with the John Colbert Civil Engineering Contractors was very successful in the f
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