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1Task1.Identify,withreasons,thestructurethatbestdescribestheorganisationatpersent.YourdescriptionshouldincludethewayinwhichactivitiesarecurrentlygroupedtogetherandreasonsforthisOrganizating:theprocessofcreatinganorganization’sstructure.Organizationalstructuretheformalarrangementofjobswithinanorganization.Organizationaldesign：developingorchanginganorganization’sstructure.It’stheformalarrangementofjobswithanorganization.Whenmanagersdeveloporchangethestucture,they’reengagedinorganizationaldesign,aprocessthatinvolvesdecisionaboutsixkeyelements:workspecialization,departmentalization,chainofcommand,spanofcontrol,centraliza-tionanddecentralization,andformalization.Intermsoftheworkspecialization.Atthestartingstagein1990thenewfirmofBarbourBrownEngineeringLtdopened.Thecompanyhavesevenstaffs,includingpavidandNeil,twootherqualifiedengineersandJackarecenthighflyinggraduateandJames.Inadditionthereweretwoqualifiedtechniciiansandoneopprentivetechnician.Theydidn’thaveclearlyclassificationinthecompany.Itisasimplestructure.Bytheyear2004,thefirmemployedotherelevenemployeesincluding,twoengineers,fourtechnicians,andfourapprentices,anofficesupervisorwasalsoemployedtodealwithreception,book-keepingandsalaries.So,thespecialisationhasincreased.Intermsofthedepartmentalization.Functionaldepartmentalisationmeansgroupingjobbyfunctionsperformed.Thecompanyhave3departments.Theyarecivilengineeringdepartment,administrationandstructuraldepartment.Davidleadscivildepartmentsandadministration,thencivilengineeringdepartmenthave3engineers,3teglicicusand3appreitices.Neilleadsstructuredepartment.Productdepartmentalisatinmeansgroupingjobsbyproductline.Thecompanyhaveadministration,thenstaffanofficesupervisorwasalsoemployedtodealwithreception,book-keepingandsalaries.Hybridacombinationoftwoormoretype.SoBarbourBrownEngineeringLtdishybirdstructure.Thechainofcommandisalwaysveryclear.Theunbrokenlineofantherthatextendsthetopoftheorganizationtothelowestechelonandclarifieswhoreportstowhom.InteamhavetwomainleadersDavidandNeil.Theyhaveauthorityover3departments,allthestaffareresponsibletotheirleaders,Davidfocusonunityofcommand,forexample,heuseatimesheettocontrolstaff’stimestaffwererequiredtoseekauthorisationbyhavingtheirtimesheetinitialedeitherbyDavidorNeil（Jamesiftheywereunavailablepriortogoingoutonasitevisit）.Neilempoweeemployees,donotteamstructure,emphaiseunityofcommand.Intermsofspanofcontrol.Thecompanyhasalwaysusedaflatstructure.ThisisgoodsignDavidandNeilleadtheirstaffdirectly.Theyhavewidespanofcontrol.Davidleadercivilengeeringdepartmentandadminitistationiscentralization,becausethisisDavidstyle.Hemakesallthedecisionsbyhimself,heneversoughtadviceformhisstaffonthebestwaytodivideupthework.2Theuseoftimesheetsalsogaverisetodiscontentmant,especiallyamongtheengineers.Staffwererequiredauthorisationbyhavingtheirtimesheetsinitialedtohighlycentraliseddepartmentstructure.Neilsturtureengineeringdepartmentisdecentralization,becausethisisNeilstyle.Neilusesdecentralizationmore.Hetrusthisstaffandhe’smanagementapproahwasmuchmoreflexible.Heshareshisofficewithhisstaffanddiscussestheprojectdesignanddevelopmentwiththeteam.Athoughhewouldofferadviceandassistanceondesignelemants.So,Neil,Jackthestructureengineerandhisstaffinthesameoffice.Refertoformalization.Thedegreetowhichjobswithintheorganizationarestandardized.IhavetosayDavid’sdepartment.David’sdepartmenthasahighformalizationstructure.Hemadealotofruleshisstaff,includingatimesheettocontroltheirtimeandgoingoutonasitevist.Itisabadsign.Highformalization:minimumworkerdiscretioninhowtogetthejobdone.Manyrulesandprocedurestofollowthelimitedinformationnetworeandlowdecisionparticipation.Italsomeansminimcworkerdecretioninhowtogetthejobdone,manyrulesandprocedurestofollow.Neiluseslowformalization,hegiveshisstaffcarriedout,lowformalizationjobbehaviorsarenonprogrammed,employeeshavemaximumdiscretion,lowformalizationmeansfewerconstraintsonhowemployeesdotheirwork.Thefewerconstraiatsonhowemployeesdotheirwork.Neil’sstaffhavenon-standardizedjobs,fluidteam-basedstructure.Neilhaslittledirectsupervision,andminimalrules3openingcommunicationnetworkandempaveredemploueesaregoodsigns.David’sdepartmentmechanisticorganizationisnarrowspansofcontrol,highformalization,limitedinformationnetwork(downward)andlowdecisionparticpation.Neil’sdepartmentorganicorganizationisfluidteam-basedstructure,littledirectsupervision,minimalformalrulesandlowformalization.Task2.Describeaformofstructurethatwouldbemoreapplicablefortheorganisationbasedontheproposednewdevelopments.AgainyourdescriptionshouldincludethewaytheorganisationshouldbegroupedFunctionalstructure3BarbourBrownEngineeringLtdhasamergerwithJohncolbertcivilEngineering.Thereforethedepartmenthastorestructureatthetime.Becausethetwopartieshavecorporationalexperiencesbefore,theythinkthemargeristhebestwaytomakeprofits.Afterthemerger,thecompanyhave3margers,Davidleaderadministation.Themergeraregoodfortheeachotherandmeettheneedsofcustomers.Moreandmoredientswantedcostsavingsthatcouldbederivedformthesynergythatwouldresultformdealingwi