HND 人力组织与管理报告.docVIP

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 four years. Because Barbour Brown Engineering Ltd have more benefits. The firm had reputations for high quality work. John Colbert Civil Engineering Contractors’ boss, John was old. The company had approached with Neil about a merger. So Barbour Brown Engineering Ltd should re-structure with John Colbert Civil Engineering Contractors. Re-structure is best opportunity to Barbour Brown Engineering Ltd. 2.0 Main body 2.1 The current organizational structure 2.1.1 The kind of structure The definition of organization is a group of people arranged for efficient work in collective goals. The organization has formal organization and informal organization. The Barbour Brown Engineering Ltd’s goal is to provide highly quality services for customers. The current structure have mechanistic system or organic system; tall structure or flat structure. The mechanistic system is more ri