Barbour Brown Engineering Ltd
a s
How the merger influence in Barbour Brown Engineering Ltd
Unit Code：DE3D 34 Unit Title：Managing People and Organisations Candidate Name：Zhao YaOu Scottish Candidate Number：105131305 Instructor: Mr. Song Date：2010.12.23
1.0 Introduction. 2
2.0 Procedure. 3
3.0 SWOT analysis 3
3.1 Before the merger 3
3.2 After the merger 4
4.0 Structure of the present. 6
5.0 Structure after the merger. 8
6.0 The main situational variables of task. 10
7.0 Authority, responsibility and delegation within new structure. 11
8.0 Conclusion. 12
9.0 References. 12
1.0 Introduction.
This report is for assessment in of Manage People and Organization. It was requested by Mr. Song and submitted on the 24th of Dec.
This …show more content…
Jack can update their skills and James has mutual experience of management. The firm had a high quality of service, high quality design and meeting targets timorously within the quoted price. The company had strong financial resources. Secondly, with regard to weakness, the location is not appropriate, the company could not carry out work in the central belt. The office layout did not suit for the staff to work in, sometimes, may cause inconvenience. Thirdly, with respect to opportunity, Neil believed that it was essential to liaise fully with clients to ensure that the firm was able to provide the best service. And Being able to rely on the service of John firm had been a major benefit in gaining contracts. Furthermore, Neil and David believed in the principles of inward investment, they had always supported other local businesses. To this end they used local contractors, insurance brokers and accountants to provide services to the firm. Finally, threats in enterprise, they lost two important contracts to one of their competitors due to the competitive tendering, based on …show more content…
John manages two teams. In terms of case study, Engineers would have the formal authority to manage the construction staff. John also has a small, but efficient, administration team that handles reception, secretarial support, account and wages. Next point is responsibility, responsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function. According to case, Neil concentrated on promoting the business and setting up contracts as well as liaison clients. On the other hand, David frequently allocate task to Jack and James, currently, he should pay more attention to construction along with flexible management method as well as warm relationship between John and employers. In specific way, When working on large developments the two teams would work on site together, but be responsible for different aspects of the site development. Furthermore, one team concentrate on road production, another team focuses on the bridges or pathways. The last part is delegation, Delegation is the act of passing the responsibility to complete a task to another person. Through the case study, John, a chartered engineer, employed two teams. Engineers have the authority to manage construction
How the merger influence in Barbour Brown Engineering Ltd
Unit Code：DE3D 34 Unit Title：Managing People and Organisations Candidate Name：Zhao YaOu Scottish Candidate Number：105131305 Instructor: Mr. Song Date：2010.12.23
1.0 Introduction. 2
2.0 Procedure. 3
3.0 SWOT analysis 3
3.1 Before the merger 3
3.2 After the merger 4
4.0 Structure of the present. 6
5.0 Structure after the merger. 8
6.0 The main situational variables of task. 10
7.0 Authority, responsibility and delegation within new structure. 11
8.0 Conclusion. 12
9.0 References. 12
1.0 Introduction.
This report is for assessment in of Manage People and Organization. It was requested by Mr. Song and submitted on the 24th of Dec.
This …show more content…
Jack can update their skills and James has mutual experience of management. The firm had a high quality of service, high quality design and meeting targets timorously within the quoted price. The company had strong financial resources. Secondly, with regard to weakness, the location is not appropriate, the company could not carry out work in the central belt. The office layout did not suit for the staff to work in, sometimes, may cause inconvenience. Thirdly, with respect to opportunity, Neil believed that it was essential to liaise fully with clients to ensure that the firm was able to provide the best service. And Being able to rely on the service of John firm had been a major benefit in gaining contracts. Furthermore, Neil and David believed in the principles of inward investment, they had always supported other local businesses. To this end they used local contractors, insurance brokers and accountants to provide services to the firm. Finally, threats in enterprise, they lost two important contracts to one of their competitors due to the competitive tendering, based on …show more content…
John manages two teams. In terms of case study, Engineers would have the formal authority to manage the construction staff. John also has a small, but efficient, administration team that handles reception, secretarial support, account and wages. Next point is responsibility, responsibility is the obligation placed on a person who has a certain position in an organization to perform a task, assignment or function. According to case, Neil concentrated on promoting the business and setting up contracts as well as liaison clients. On the other hand, David frequently allocate task to Jack and James, currently, he should pay more attention to construction along with flexible management method as well as warm relationship between John and employers. In specific way, When working on large developments the two teams would work on site together, but be responsible for different aspects of the site development. Furthermore, one team concentrate on road production, another team focuses on the bridges or pathways. The last part is delegation, Delegation is the act of passing the responsibility to complete a task to another person. Through the case study, John, a chartered engineer, employed two teams. Engineers have the authority to manage construction