mssqlTask 1. Identify, with reasons, the structure that best describes the organisation at pernt. Your description should include the way in which activities are currently grouped together and reasons for this
Organizating: the process of creating an organization’s structure. Organizational structure the formal arrangement of jobs within an organization. Organizational design：developing or changing an organization’s structure. It’s the formal arrangement of jobs with an organization. When managers develop or change the stucture, they’re engaged in organizational design, a process that involves decision about six key elements: work specialization, departmentalization, chain of command, span of control, centraliza-tion and decentralization, and formalization.
In terms of the work specialization. At the starting stage in 1990 the new firm of Barbour Brown Engineering Ltd opened. The company have ven staffs, including pavid and Neil,two other qualified engineers and Jack a recent high flying graduate and James. In addition there were two qualified techniciians and one opprentive technician. They didn’t ha
ve clearly classification in the company. It is a simple structure. By the year 2004, the firm employed other eleven employees including, two engineers, four technicians, and four apprentices, an office supervisor was also employed to deal with reception, book-keeping and salaries. So, the specialisation has incread.
In terms of the departmentalization. Functional departmentalisation means grouping job by functions performed. The company have 3 departments. They are civil engineering department, administration and structural department. David leads civil departments and administration, then civil engineering department have 3 engineers, 3 teglicicus and 3 appreitices. Neil leads structure department. Product departmental is atin means grouping jobs by product line. The company have administration, then staff an office supervisor was also employed to deal with reception, book-keeping and salaries. Hybrid a combination of two or more type. So Barbour Brown Engineering Ltd is hybird structure.
The chain of command is always very clear. The unbroken line of anther that extends the top of the organization to the lowest echelon and clarifies who reports to whom. In team h
ave two main leaders David and Neil. They have authority over 3 departments, all the staff are responsible to their leaders, David focus on unity of command, for example, he u a timesheet to control staff’s time staff were required to ek authorisation by having their timesheet initialed either by David or Neil （ James if they were unavailable prior to going out on a site visit ）. Neil empowee employees, do not team structure, emphai unity of command.
In terms of span of control. The company has always ud a flat structure. This is good sign David and Neil lead their staff directly. They have wide span of control.
David leader civil engeering department and adminitistation is centralization, becau this is David style. He makes all the decisions by himlf, he never sought advice form his staff on the best way to divide up the work. The u of timesheets also gave ri to discontentmant, especially among the engineers. Staff were required authorisation by having their timesheets initialed to highly centralid department structure. Neil sturture engineering department is decentralization, becau this is Neil style. Neil us decentral
ization more. He trust his staff and he’s management approah was much more flexible. He shares his office with his staff and discuss the project design and development with the team. Athough he would offer advice and assistance on design elemants. So, Neil, Jack the structure engineer and his staff in the same office.
Refer to formalization. The degree to which jobs within the organization are standardized. I have to say David’s department. David’s department has a high formalization structure. He made a lot of rules his staff, including a timesheet to control their time and going out on a site vist. It is a bad sign. High formalization: minimum worker discretion in how to get the job done. Many rules and procedures to follow the limited information networe and low decision participation. It also means minimc worker decretion in how to get the job done, many rules and procedures to follow. Neil us low formalization, he gives his staff carried out, low formalization job behaviors are nonprogrammed, employees have maximum discretion, low formalization means fewer constraints on how employees do their work. The fewer constraiats on how employees do their work. Neil’s staff have non-standardized jobs, fluid team-bad structure. Neil has little direct supervision, and minim
al rules 3 opening communication network and empavered emplouees are good signs.sincerely
David’s department mechanistic organization is narrow spans of control, high formalization, limited information network( downward) and low decision particpation.
Neil’s department organic organization is fluid team-bad structure, little direct supervision, minimal formal rules and low formalization.mystery
垃圾英文
Task 2. Describe a form of structure that would be more applicable for the organisation bad on the propod new developments. Again your description should include the way the organisation should be grouped
Functional structureenable的用法>钞票的英文
landscape是什么意思scatolo
recommendationBarbour Brown Engineering Ltd has a merger with John colbert civil Engineering. Therefore the department has to restructure at the time. Becau the two parties have corporational experiences before, they think the marger is the best way to make profits. After the merger, the company have 3 margers, David leader administation. The merger a
re good for the each other and meet the needs of customers. More and more dients wanted cost savings that could be derived form the synergy that would result form dealing with one organisation for design and development. Cunertly the two firms were about to start work on two major departments: the new leisure complex and the office block for the swttish Executives, the latter of which was only cured as a resule of the clo working arrangement of the two fims. So the merger is leasonable, the engineers would be formal an thority to manage the construction staff and a merger would help clarity this relationship.
kobashi
