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1、 1. Introduction.2. Findings(1) The structure and hybrids changing of Barbour Brown after merger.(2) The applicable structure of the structure.(3) The main situational about them and how the technology and size helped determine the new structure .(4) The different line, staff, functional and lateral
2、 relationships within proposed new structure.(5) The Authority, responsibility and delegation should be exercised within the new structure.3. Conclusions. 1. Introduction.This report has been analysis the situation after Barbour Brown merger with John Colbert Civil Engineering Contractors. After mer
3、ger, the most structure of them need to re-structure. And on authority, contingency theory side need to rebuild. In this report, I will analysis the situation about them.2. Findings.(1) The structure and hybrids changing of Barbour Brown after merger.There are two main organizational structure: tall
4、(narrow spans) and flat(wide spans). The tall organizational structure had many levels of supervision. This kind structure were easy to close supervision and fast communication between subordinates and superiors. But it cost too much in those levels, supervisors may get too involved in the work of s
5、ubordinates and undue delay may be cause because information has to be carried through several levels, upwards and downwards. In flat structure, supervisors have to delegate and ensure clear policies are laid down. But it also had some disadvantage, such as it maybe lost control by the supervisor an
6、d the need for high-quality managers as their workload tends to be so high that bottlenecks may occur. The flat structure is the more science structure of organization. The Barbour Brown company were useing flat structure after merger.And also, Barbour Brown after merger also useing the hybrid struc
7、ture. A hybrid structure will include elements of both matrix and functional organizations. The advantages of this structure is that it may be adaptable to changing business circumstances. Disadvantages are that it may led to staff being confused about what they relational are. For example, David wo
8、uld like to use the centralised line structure. And Neil would like to choice the way of the centralised team. Centralised functions is a structure where the specialist functions are held in a main central position, serving all other depertments or locations. Usually some activity is centralised as
9、it may be uneconomical, They are unaffected by local needs, or headquarters wants to maintain a common approach.In the attached case, we could found the dissection of work by product or service. For example, in the first paragraph, John believe creating a business would cater fully for development o
10、f civil and structural engineering projects. And in the last Paragraph, John thought savings could be made by reducing he administration costs currently incurred by having two administration sections.(2) The applicable structure of the structure.In departmentation by product, a production unit is se
11、t up for each good/service.This approach is mainly adopted by large organisations, but can work effectively in smaller ones. Top management can delegate wide authority to a division or plant that manufactures and sells a product or family of products (or services). The advantages of dissection of wo
12、rk by product or service included: Aids specialisation of staff and equipment; Coordination is facilitated and customers may get better service; Responsibility for profit can be introduced by setting a standard for a product department with the manager responsible for most of the functions involved;
13、 Managers are given a wider responsibility. But the disadvantages is difficulty of maintaining coordination among product areas and duplication of some activities in each product group.However, Form the case, Barbour Brown after merger were suit on use the line project. Where authority comes down fr
14、om the boss to their staff directly a line relationship is said to exist,for example the authority of the manager flows down the line of command. The manager is said to be the line manager for the particular group of staff.(3) The main situational about them and how the technology and size helped de
15、termine the new structure .Contingency theory is a class of behavioural theory that claims that there is not best way to organize a corporation, to lead a company or to make decisions. Instead the optimal course of action is contingency upon the internal and external situation.From the case study, T
16、hey were about to star work on two major developments: the new eisure complex and the office block for the Scottish Executive, the latter of which was only secured as a result of the close working arrangement of the two firms. we could find that they range of goods and service will be increased after merger. And from the case: the design engineer was in charge of a given project on site. We could know that the design engineers power were addition. On the side of administration, the two ad
