HND人力组织管理报告

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1、ReviewOutcome4Q1.Identify,withreasons,thestructurethatbestdescribestheorganizationatpresent.Yourdescriptionshouldincludethewayinwhichactivitiesarecurrentlygroupedtogetherandreasonforsuchgroupings.Flatstructure（David&Neil作为公司的高层领导直接管理工程师、技术工人等，公司的层级链少，管理跨度宽，是扁平型结构）Combiningthecentralizedlinestructu

2、reoperatedbyDavidandthedecentralizedteamapproachoperatedbyNeil（David的事事汇报的集权管理与Neil的团队合作的分权管理）Workisdividedbyproduct/servicecivilstructuraladministrationFlatstructure2.Describeaformofworkgroupingthatwouldbemoreapplicablefortheorganizationbasedontheproposednewdevelopments.Againyoudescriptionshouldi

3、ncludethewaytheorganizationshouldbegrouped.部门化方式：Groupingbyproduct/servicecivilstructuraladministration组织结构：LinestructureOrthefirmcouldconsider:Matrixstructure；Line-functionalstructure;ShamrockorganizationMatrixStructureDavid，Neil&JohnDesignDepartmentConstructionDepartmentAdministrationDepartmentS

4、taffProjectAProjectBStaffStaffStaffStaffStaffProjectCStaffStaffStaffLine-functionalstructureDavid，Neil&JohnAdministrationDepartmentCivilEngineeringDepartmentStructuralEngineeringDepartmentDevelopmentEngineeringDepartmentProjectteamProjectteamProjectteamFinancesupportFinancesupport3.UsingtheConting

5、encyApproach,describehowthemainsituationalvariablesoftask,technologyandsizehavehelpeddeterminetheneworganisationstructure.Task—scopeofproduct/servicewillbewider（从设计到施工）；engineerswillhavemorecontroloverthesiteworkers.Size—biggerorganisationenablingabilitytocompetemoreeffectivelyforfutureprojects.Te

6、chnology—enablesmovementtoalternativelocation,creatingreductioninsizeofadministrativesupport.4.Identifythedifferentline,staff,functionaland/orlateralrelationshipswithintheproposednewstructure.Linerelationship:每一位Leader有自己负责的部门，和部门中的成员是直线关系Neil（市场的开发、新项目的合约、结构工程）John（工程的施工建设）David（日常行政管理、民政工程）Alate

7、ralrelationshipwoulddevelopbetweentheengineeringteamleaders.Staffrelationship行政部门和其它部门间的关系，从工资、奖金、福利待遇、休假等问题上对其他部门的咨询和建议。Functionalrelationship设计师与teamleader的关系，财政部门和Projectteam的关系5.Describehowauthority,responsib