人力资源管理REPORT.doc

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1、Name:ZhangQimanUnitTitle:MPOAssessor:SuRongjiangREPORTTheMergerOfBarbourBrownEngineeringLtdName:ZhangQimanClass:Business28Name:ZhangQimanUnitTitle:MPOAssessor:SuRongjiangContents1.Introduction……………………………………………………32.Finding………………………………………………………….32.1Thestructureoftheorganization……………………………………

2、……32.2Aformofworkgroupingfortheorganization………………..…….……42.3Themainsituationalvariablesorganizationaldesigns………………….42.4Thenewstructureoftheorganization………………………...………….52.5Exercisedwithinthenewstructure………………………….……………63.Conclusion………………………………………………………78Name:ZhangQimanUnitTitle:MPOAssessor:S

3、uRongjiang1.IntroductionThisreportintroducedorganizationalstructureoftheBarbourBrownEngineeringLtd.Faceofthenewmarketsituation;therearesomeproblemsoftheorganizationalstructure.Itisdifficulttoadapttofuturedevelopmentandworktogether.TheBarbourEngineeringLtdmustaddressthedesignoforganizationalst

4、ructureandproblemstomeetmarketdevelopmentanddemand.Thecompanybelievesthatcontinuedresearchanddevelopmentisthebestwaytobuildabusiness.IfJohnColbertCivilEngineeringContractorswillmergewiththeBarbourBrownEngineeringLtd.ThisisaseveretestforBarbourBrownEngineeringLtd.Itwillhavetomakeanumberoforgan

5、izationsre-work,andcompletetheorganizationalstructuredesignandproblem.2.Findings2.1ThestructureoftheorganizationOrganizationalstructureisveryimportantbecausethedecisionstakenaboutthestructureoftheorganizationhaveamaterialeffectonperformance.Issuessuchascentralizationordecentralizationcandeter

6、minethesuccessorotherwiseofacompany’sstrategy.Thecorrectbalancebetweenthesetwotypesofstructurehas,insomeorganizations,beenthekeydeterminantofwhetherornotanorganizationachievesitsobjectives.Someorganizationsderivethestrengthoftheiroperationsfromtherigidityoftheroles,proceduresandorganization’s

7、rules.Othersfollowstrategiesrequirethemtobehaveflexibly,withtacticsandlower-levelplansbeingaresponsetoashort-termsituation.Thestructuremusthaveagoodfitwiththestrategytheorganization.DavidandNeilmanagershaveadifferentorganizationalstructure.Da