人力与组织管理outcome4 hnd.doc

Report for Managing People and Organisation Outcome 4 Name: Jianyu LU Student ID: 105438222 Date: 2011/01/13 Table of content Introduction Findings The type of structure and hybrid structure of Barbour Brown Engineering Ltd. Additional description of the group The using of theory to help to define the structure The line, staff and functional structure after merger The Authority, Responsibility and Delegation show the new structure Conclusion  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. Findings The 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 Engineering Ltd. So the company were using Flat structure since merger. In the meanwhile, the ‘hybrid structure’ was also in using. A hybrid structure will include elements of both matrix and functional organisations. The advantage of this approach is that it may be adaptable to changing business circumstances. Disadvantages are that it