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…
report is based on the case study of Barbour Brown Engineering Ltd. The report aims to present the structure between pre-merger and currently structured. Additionally, this report also include the information about SWOT analysis as well as some theories and models.
2.0 Procedure.
To source this report:
A number of contents on Manage People and Organization were consulted. Some information which is related some websites. Materials from the case study that was handed out.
3.0 SWOT analysis
3.1 Before the merger
In the first place, Strength in Barbour Brown Ltd, They employed qualified employees.
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…
price.
3.2 After the merger
Strength in new company, firstly, Currently John, a chartered civil engineer, employed two teams. Each team comprised a team leader, digger driver and three qualified builders. They have enough staff and each staff have ability to accomplish implement project, different team dose different job, which can ensure efficiently working. Secondly, engineer has the formal authority to manage the construction staff, at the moment, as designers, there was an informal acceptance that the design engineer was in charge of a given project on site. This change makes it easier for engineers to work. And it will become the primarily beneficial to the new company.
Opportunities, firstly, the merger would become a new opportunity, after the merger, the two companies will complement the shortcomings of their own. Secondly, two major developments: new leisure complex and office block for the Scottish Executive. John and Neil were also aware that successful completion of this project could lead to more Scottish Executive projects. Merger can cost savings and facilitate the communication. Additionally, company can design large construction and build. Not only for small buildings. Consequently, it will bring more opportunity for new company.
Threats in new company, After the merger, it will appear more and more competitors. Such as other consulting engineers companies and Civil Engineering Contractors will consider about merger. There was competitive tendering, especially price, then they may get some contractors. So company must focus on how to secure contracts and others.
Weakness in new firm, Firstly, after the merger, John will become a new top manager as director, so equity allocation will dispute. Secondly, as the company has not yet merged, so in this period, a series of problems may arise. Thirdly, there will be differences between views of management.
4.0 Structure of the present.
[pic]
Barbour Brown Engineering Ltd, a firm of consulting engineers, was set up by David Barbour and Neil Brown 14 years ago. In 1990 the new firm of Barbour Brown Engineering Ltd opened.
This company mainly concentrates on the core civil engineering business. The company comprised of David, Neil and two other qualified engineers: Jack, a recent high flying graduate and James, a 30 year old engineer who had not, as yet, completed his full charter. In addition there were six qualified technicians and five apprentice technician. The company operates a flat structure with hybrid structure. In terms of the definition, the firm is a matrix and functional organization.
Production department is distinguished into two parts. One is civil engineering project which is David mainly takes charge. Other one is design structural projects which is Neil takes charge.
David is founder and manager in Barbour Brown Engineering Ltd. He mainly concentrate on civil design, allocating task and responsible for manage staff. Neil is also a founder and manager in company. who managerial system belongs to participative, leads a team on structural engineering project. And he mainly focuses on structure design, promoting the business and setting up contracts.
James is delegated by David, he chief monitor staff, check their performance, and he manage two engineers, four technicians, five apprentices for helping him. Jack is licensed by Neil, who has a high graduate, is appointed autonomy and flexibility to carry out projects. He mainly concentrates on bringing in structural development projects. The level same as James, although he only controls two technicians, and this small team get through their projects more quickly and effectively. As a result their bonuses were always higher.
Additionally, there is an administration department. In order to support the company administration, firm established office supervisor, this sector was employed to deal with reception, book-keeping and salaries. As the same level, office supervisor is an independent department in company.
The last but not least, a marketing department, which is supervised by Neil is an indispensable department.
This structure is Barbour Brown Engineering Ltd at present.
5.0 Structure after the merger.
[pic]
David and Neil think the business need to re-structure. The merge objects is John Colbert Civil Engineering Contractors. When Barbour Brown Ltd and John Colbert Civil Engineering Contractors after merger, the structure in company should be changed.
To consider this new structure, first of all, there are three managers as director in first stage: David, focus on civil design, responsible for civil department. Neil, also mainly concentrate on structure design department.
The same as past structure, David give delegation to James, James chief manage civil design section, he control and monitor two civil engineers, four technicians and apprentices. And two civil engineers manage four technicians, similar to this, technicians manage apprentices.
Neil give delegation to Jack, Jack mainly concentrates on structure design department. He also manages two technicians and apprentices. Similar to James’ system, two technicians control apprentices. Before the merger, it’s not only Neil and Jack concentrate on this part, but now it will have some staff to follow Neil to expand their business, because they will have more staff and liaison client is important to the new company.
There is a new aspect should be explained, In the construction department, it has two aspects, John and engineer,John, is new entrants as director in company, he is responsible for construction department. In terms of case study, John, a chartered civil engineer, employed two teams. From the new structure, he manages these two teams, each team consisted of a team leader, digger driver and three qualified builders. The team leader monitors and controls one digger driver and three qualified builders. After the merger, engineer that is the primarily beneficial because the engineers would have formal authority to manage the construction staff. While in the emergency situation, engineer would have the direct control the staff, don’t through their superior. It may be help to effective working.
In addition to, it have some communication between the design department and construction department. Because through the manipulate process would cause some problems between design and real situation, if the two department have the link close, it will quickly to finish job in within the time.
As the same level of design department, there is an administration department, it is office supervisor, mainly in charge of reception, book-keeping, salaries.Since merger, it would have additional staff, in the same time, and administration department would need expand.
6.0 The main situational variables of task.
The appropriate structure is depends on contingency variables: task, technology, size. Firstly, With regard to size, Before merger, the company only in charge of design, consult, the size is relatively small. After merger, their company can satisfy more customers’ needs. They can get more projects on design, construction. So, company should have a recruitment the new organization should create some redundancies. Secondly, In regard to technology, every organization uses some form of technology to convert its inputs into outputs. According to case study, before merger, Neil promoted contracts, and then David allocates it to Jack and James. And then, Jack or James works the new project with his team members. Jack in charge of external liaison and had discussed with an engineer. James checked staff performance. Finally, David and Neil review design picture, if no problem, they give design to John Colbert Civil Engineering Contractor. By comparison, after merger, the design engineer is in charge of a given project on site. Hence, engineers will have a priority position and more clear on design. Thus, the structure belong to Unit Production which is described the production of items in units or small batches. And it can be considered as organic system, this system is more flexible, non routine and non repetitive tasks, tolerate and learn from uncertainty. Thirdly, as task, before company merger, Barbour Brown Engineering Ltd only concentrated on design and engineering consultants. Nevertheless, after merger, they should take attention to construction. They will concentrate on design, construction, as well as design & construction. Hence, the task will increase, company should recruit more staff and consider about redundancies.
7.0 Authority, responsibility and delegation within new structure.
Authority is the right to direct or guide the action of others and extract from them responses that are appropriate to achieving the goals of the organizational.
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
staff.
8.0 Conclusion.
The main conclusion that can be drawn is therefore that business structure, new structure, contingency approach, relationship in new structure, and authority, responsibility and delegation within new structure. Company in different situation may adopt different structure, on the other hand, different business management have different influence on Barbour Brown Engineering Ltd. To sum up, the company should consider about merger. It is an essential part of development.
9.0 References.
Book: Managing People and Organizations. Handout: Organizational Structure and Design, Group Works.
-----------------------
Builders and driver Builders and driver Apprentices
Technician
Engineer
Apprentices
Technician
engineer
Jack
Team leader
Team leader
James
Office supervisor
(staff)
Human
Resourses
recourses
Administration
Structure design
(Neil)
Construction
(John engineer)
Civil design
(David)
Directorate
(David & Neil
& John)
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…
report is based on the case study of Barbour Brown Engineering Ltd. The report aims to present the structure between pre-merger and currently structured. Additionally, this report also include the information about SWOT analysis as well as some theories and models.
2.0 Procedure.
To source this report:
A number of contents on Manage People and Organization were consulted. Some information which is related some websites. Materials from the case study that was handed out.
3.0 SWOT analysis
3.1 Before the merger
In the first place, Strength in Barbour Brown Ltd, They employed qualified employees.
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…
price.
3.2 After the merger
Strength in new company, firstly, Currently John, a chartered civil engineer, employed two teams. Each team comprised a team leader, digger driver and three qualified builders. They have enough staff and each staff have ability to accomplish implement project, different team dose different job, which can ensure efficiently working. Secondly, engineer has the formal authority to manage the construction staff, at the moment, as designers, there was an informal acceptance that the design engineer was in charge of a given project on site. This change makes it easier for engineers to work. And it will become the primarily beneficial to the new company.
Opportunities, firstly, the merger would become a new opportunity, after the merger, the two companies will complement the shortcomings of their own. Secondly, two major developments: new leisure complex and office block for the Scottish Executive. John and Neil were also aware that successful completion of this project could lead to more Scottish Executive projects. Merger can cost savings and facilitate the communication. Additionally, company can design large construction and build. Not only for small buildings. Consequently, it will bring more opportunity for new company.
Threats in new company, After the merger, it will appear more and more competitors. Such as other consulting engineers companies and Civil Engineering Contractors will consider about merger. There was competitive tendering, especially price, then they may get some contractors. So company must focus on how to secure contracts and others.
Weakness in new firm, Firstly, after the merger, John will become a new top manager as director, so equity allocation will dispute. Secondly, as the company has not yet merged, so in this period, a series of problems may arise. Thirdly, there will be differences between views of management.
4.0 Structure of the present.
[pic]
Barbour Brown Engineering Ltd, a firm of consulting engineers, was set up by David Barbour and Neil Brown 14 years ago. In 1990 the new firm of Barbour Brown Engineering Ltd opened.
This company mainly concentrates on the core civil engineering business. The company comprised of David, Neil and two other qualified engineers: Jack, a recent high flying graduate and James, a 30 year old engineer who had not, as yet, completed his full charter. In addition there were six qualified technicians and five apprentice technician. The company operates a flat structure with hybrid structure. In terms of the definition, the firm is a matrix and functional organization.
Production department is distinguished into two parts. One is civil engineering project which is David mainly takes charge. Other one is design structural projects which is Neil takes charge.
David is founder and manager in Barbour Brown Engineering Ltd. He mainly concentrate on civil design, allocating task and responsible for manage staff. Neil is also a founder and manager in company. who managerial system belongs to participative, leads a team on structural engineering project. And he mainly focuses on structure design, promoting the business and setting up contracts.
James is delegated by David, he chief monitor staff, check their performance, and he manage two engineers, four technicians, five apprentices for helping him. Jack is licensed by Neil, who has a high graduate, is appointed autonomy and flexibility to carry out projects. He mainly concentrates on bringing in structural development projects. The level same as James, although he only controls two technicians, and this small team get through their projects more quickly and effectively. As a result their bonuses were always higher.
Additionally, there is an administration department. In order to support the company administration, firm established office supervisor, this sector was employed to deal with reception, book-keeping and salaries. As the same level, office supervisor is an independent department in company.
The last but not least, a marketing department, which is supervised by Neil is an indispensable department.
This structure is Barbour Brown Engineering Ltd at present.
5.0 Structure after the merger.
[pic]
David and Neil think the business need to re-structure. The merge objects is John Colbert Civil Engineering Contractors. When Barbour Brown Ltd and John Colbert Civil Engineering Contractors after merger, the structure in company should be changed.
To consider this new structure, first of all, there are three managers as director in first stage: David, focus on civil design, responsible for civil department. Neil, also mainly concentrate on structure design department.
The same as past structure, David give delegation to James, James chief manage civil design section, he control and monitor two civil engineers, four technicians and apprentices. And two civil engineers manage four technicians, similar to this, technicians manage apprentices.
Neil give delegation to Jack, Jack mainly concentrates on structure design department. He also manages two technicians and apprentices. Similar to James’ system, two technicians control apprentices. Before the merger, it’s not only Neil and Jack concentrate on this part, but now it will have some staff to follow Neil to expand their business, because they will have more staff and liaison client is important to the new company.
There is a new aspect should be explained, In the construction department, it has two aspects, John and engineer,John, is new entrants as director in company, he is responsible for construction department. In terms of case study, John, a chartered civil engineer, employed two teams. From the new structure, he manages these two teams, each team consisted of a team leader, digger driver and three qualified builders. The team leader monitors and controls one digger driver and three qualified builders. After the merger, engineer that is the primarily beneficial because the engineers would have formal authority to manage the construction staff. While in the emergency situation, engineer would have the direct control the staff, don’t through their superior. It may be help to effective working.
In addition to, it have some communication between the design department and construction department. Because through the manipulate process would cause some problems between design and real situation, if the two department have the link close, it will quickly to finish job in within the time.
As the same level of design department, there is an administration department, it is office supervisor, mainly in charge of reception, book-keeping, salaries.Since merger, it would have additional staff, in the same time, and administration department would need expand.
6.0 The main situational variables of task.
The appropriate structure is depends on contingency variables: task, technology, size. Firstly, With regard to size, Before merger, the company only in charge of design, consult, the size is relatively small. After merger, their company can satisfy more customers’ needs. They can get more projects on design, construction. So, company should have a recruitment the new organization should create some redundancies. Secondly, In regard to technology, every organization uses some form of technology to convert its inputs into outputs. According to case study, before merger, Neil promoted contracts, and then David allocates it to Jack and James. And then, Jack or James works the new project with his team members. Jack in charge of external liaison and had discussed with an engineer. James checked staff performance. Finally, David and Neil review design picture, if no problem, they give design to John Colbert Civil Engineering Contractor. By comparison, after merger, the design engineer is in charge of a given project on site. Hence, engineers will have a priority position and more clear on design. Thus, the structure belong to Unit Production which is described the production of items in units or small batches. And it can be considered as organic system, this system is more flexible, non routine and non repetitive tasks, tolerate and learn from uncertainty. Thirdly, as task, before company merger, Barbour Brown Engineering Ltd only concentrated on design and engineering consultants. Nevertheless, after merger, they should take attention to construction. They will concentrate on design, construction, as well as design & construction. Hence, the task will increase, company should recruit more staff and consider about redundancies.
7.0 Authority, responsibility and delegation within new structure.
Authority is the right to direct or guide the action of others and extract from them responses that are appropriate to achieving the goals of the organizational.
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
staff.
8.0 Conclusion.
The main conclusion that can be drawn is therefore that business structure, new structure, contingency approach, relationship in new structure, and authority, responsibility and delegation within new structure. Company in different situation may adopt different structure, on the other hand, different business management have different influence on Barbour Brown Engineering Ltd. To sum up, the company should consider about merger. It is an essential part of development.
9.0 References.
Book: Managing People and Organizations. Handout: Organizational Structure and Design, Group Works.
-----------------------
Builders and driver Builders and driver Apprentices
Technician
Engineer
Apprentices
Technician
engineer
Jack
Team leader
Team leader
James
Office supervisor
(staff)
Human
Resourses
recourses
Administration
Structure design
(Neil)
Construction
(John engineer)
Civil design
(David)
Directorate
(David & Neil
& John)