Beijing Eaps Consulting Inc Case Summary
Case report: BEIJING EAPS CONSULTING INC.
Q1. What is the organizational structure of Beijing EAPS Consulting (BEC) before 2006? And, what are the advantages and the disadvantages regarding this structure?
Before 2006, Beijing EAPS Consulting Company’s structure was established by organic and informal structure. Organic structure is a network and emphasis horizontal specialization, extensive use of personal coordination, and wide communication among members with loose rules, policies, and procedures. Informal groups provide a social environment for staffs, who share understanding, attitudes and values that can strengthen their commitment to their work.
The Beijing EAPS Consulting company structure’s advantages are: * Strong relationships …show more content…
between their members * All employees help to each other as a learning new technology and understand each others’ work. * All members feel like a larger part of the organization as a whole. Every employees work on two or more tasks. * Improvement of job satisfaction. Each employee's work mainly related with their personal interests and schedules.
The Beijing EAPS Consulting company structure’s disadvantages are: * There is no strong leadership to lead and to gain the respect and support of others * Reduction in professionalism.
Most of employees graduated same university. * Members conform to its norms, and use penalties and sanctions to punish those who deviate from these norms. * Lack of human resources: All six members work as a team on each project, that's why other projects may be delayed.
2. What is the organizational structure of BEC since 2006? And, what are, in theory, the advantages and the disadvantages of this new structure?
Since 2006, Beijing EAPS Consulting company structure changed to mechanistic and formal structure. Mechanistic structure is primarily hierarchical, with an emphasis on specialization and control and vertical communication with heavy reliance on rules, policies, and procedures.
Advantages:
* Creating new departments including two project departments which would reduce too many scheduling conflicts. * Company recruit more professional employees. Each department has experts. * Its design specifies how goals are subdivided and reflected in subdivisions of the organization. * Employees focus on their specialized fields and more get into the certain work
procedures * New structure made assignments and job positions be more clear and saved lot of time on project preparation.
Disadvantages:
* Problems of multiple heads * Employees are likely to choose the tasks priority by their own judgment and make changes in their schedules based on their choices.
3. How does new structure work actually?
Project managers and other department managers plan each project and then implement the plan together. For each project, a project manager would lead a team.
4. What is the issue at BEC coming from the project management system (i.e., from this new structure and its actual implementation)? And, what is your recommendation to solve this issue? * Employees have worked on more than 10 tasks at the same time. * Contradiction between two managers' assignments. * The company has multiple authorities, so structure has problem * How to solve -> Make clear of each member’s responsibility, define rules & regulations
5. Do you think that this new structure is efficient and effective?
The style of management affects in any organization's structure. In organization with a flexible management style, the structure will reflect in this. Lines of authority are less clear and employees may answer to different supervisors depending on the projects, which they are working on.
Q1. What is the organizational structure of Beijing EAPS Consulting (BEC) before 2006? And, what are the advantages and the disadvantages regarding this structure?
Before 2006, Beijing EAPS Consulting Company’s structure was established by organic and informal structure. Organic structure is a network and emphasis horizontal specialization, extensive use of personal coordination, and wide communication among members with loose rules, policies, and procedures. Informal groups provide a social environment for staffs, who share understanding, attitudes and values that can strengthen their commitment to their work.
The Beijing EAPS Consulting company structure’s advantages are: * Strong relationships …show more content…
between their members * All employees help to each other as a learning new technology and understand each others’ work. * All members feel like a larger part of the organization as a whole. Every employees work on two or more tasks. * Improvement of job satisfaction. Each employee's work mainly related with their personal interests and schedules.
The Beijing EAPS Consulting company structure’s disadvantages are: * There is no strong leadership to lead and to gain the respect and support of others * Reduction in professionalism.
Most of employees graduated same university. * Members conform to its norms, and use penalties and sanctions to punish those who deviate from these norms. * Lack of human resources: All six members work as a team on each project, that's why other projects may be delayed.
2. What is the organizational structure of BEC since 2006? And, what are, in theory, the advantages and the disadvantages of this new structure?
Since 2006, Beijing EAPS Consulting company structure changed to mechanistic and formal structure. Mechanistic structure is primarily hierarchical, with an emphasis on specialization and control and vertical communication with heavy reliance on rules, policies, and procedures.
Advantages:
* Creating new departments including two project departments which would reduce too many scheduling conflicts. * Company recruit more professional employees. Each department has experts. * Its design specifies how goals are subdivided and reflected in subdivisions of the organization. * Employees focus on their specialized fields and more get into the certain work
procedures * New structure made assignments and job positions be more clear and saved lot of time on project preparation.
Disadvantages:
* Problems of multiple heads * Employees are likely to choose the tasks priority by their own judgment and make changes in their schedules based on their choices.
3. How does new structure work actually?
Project managers and other department managers plan each project and then implement the plan together. For each project, a project manager would lead a team.
4. What is the issue at BEC coming from the project management system (i.e., from this new structure and its actual implementation)? And, what is your recommendation to solve this issue? * Employees have worked on more than 10 tasks at the same time. * Contradiction between two managers' assignments. * The company has multiple authorities, so structure has problem * How to solve -> Make clear of each member’s responsibility, define rules & regulations
5. Do you think that this new structure is efficient and effective?
The style of management affects in any organization's structure. In organization with a flexible management style, the structure will reflect in this. Lines of authority are less clear and employees may answer to different supervisors depending on the projects, which they are working on.