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EXECUTIVE SUMMARY执行摘要
Objective目的
本咨询方案的目的是提供项目管理咨询的公司，larels项目的律师事务所，在组织结构（方便，1999）。
larels LLP的项目概述
larels项目律师事务所进行建设和物业顾问在英国的业务活动作为一个项目组织（Hobday，2000）。其总部位于伦敦，其分支机构位于哈洛和工作以及。公司成立于1985 larels项目提供造价咨询和建筑服务的公共和私营部门的客户，正在新建和翻新工程，由一个姐姐和一个哥哥。larels项目已发展到120个员工unitise大小随后。在2014-2015年营业额大约是£1120，larels项目律师事务所的经营环境是由四部分组成，包括文化、社会结构、物理结构、技术。对larels项目律师事务所的企业文化是体现在在一个值得注意的计划开始在工程项目群管理的战略方法早期参与是成功战略的基本信念。larels项目律师事务所承诺提供非凡的伙伴关系，始终将领导服务。larels项目律师事务所旨在创造建筑，超过客户的标准和期望通过努力工作，通过重视客户的重要性。larels项目律师事务所旨在基于事实的总部位于伦敦的构建不同的企业内部社会环境，为英国的社会商业环境。项目的larels LLP的物理环境是现代的，艺术的和鼓舞人心的工人。项目的larels LLP技术环境不断在建和正在装修扩大员工的知识和提高项目管理的效率。larels项目律师事务所组织的工作提供一个详尽的服务来自不同领域的专业知识，如项目管理、成本管理、健康与安全、建筑测量、发展监测/商业尽职调查，和能源与可持续发展。larels项目律师事务所工作的各个环节如教育、艺术、休闲、居住、商业和零售。
The objective of this consulting proposal is to advise the project management consultancy firm, Larels Projects LLP, on an organisational structure (Handy, 1999). An outline proposal for an optimum structure based on the outline of the company’s business activity and staff base will be recommended.
Overview of Larels Projects LLP
Larels Projects LLP conducts Construction and Property Consultancy business activities in UK as a project-based organisation (Hobday, 2000). Its head office is located in London, with its branches located in Harlow and Woking as well. Larels Projects LLP is established in 1985 to provide cost consultancy and building surveying services to the public and the private sector clients that are undertaking new building and refurbishment projects, by a sister and a brother. Larels Projects has developed to unitise a staff size of 120 subsequently. Its turnover in 2014—2015 was around £11.2m. The business environment of Larels Projects LLP is composed of four parts, including culture, social structure, physical structure, and technology. The organisational culture of Larels Projects LLP is reflected in its belief in that early engagement in strategic approaches of the Project Management group at the beginning of a noteworthy programme is essential to a successful strategy. Larels Projects LLP promised to offer an extraordinary partnership led service that is consistently incorporated. Larels Projects LLP aims at creating buildings that exceed clients’ standards and expectations through hard working and through valuing the importance of customers. Larels Projects LLP aims at constructing a diverse internal social business environment based on the fact that the head office lies in London, as an external social business environment in UK. The physical environment of Larels Projects LLP is modern, artistic and inspiring for workers. The technology environment of Larels Projects LLP is constantly under construction and being renovated to expand the knowledge of worker and to improve the efficiency in projects management. Larels Projects LLP organises work to deliver an exhaustive service from various areas expertise such as Project Management, Cost Management, Health and Safety, Building Surveying, Development Monitoring / Commercial Due Diligence, and Energy and Sustainability. Larels Projects LLP works in various sectors such as Education, Arts and Leisure, Residential, and Commercial and Retail.
Proposal of organisational structure
Consultancy firms often uses static organisation design models, such as the star model (Galbraith, 1995) and the 7—S model (Waterman et al, 1980), to recognise a scope of elements which can influence the organisational design (Jones, 2013). There are six fundamental elements of an organisational structure, namely specialisation, chain of command, span of control, centralisation or decentralisation, formalisation, and departmentalisation.
Classical types of organisational structure have emerged and developed in 1947 (Weber, 1947). The five classical grouping models are Functional Organisations that are common in single-project organisations, Geographical Organisations that are common in multi-location organisations, Organisations by Product that are common in organisations with multiple projects and foundations, Organisations by Customer / Market that are common in smaller organisations focusing on customers narrowly or larger non-profit organisations where the customers are in alignment with their programs, and Matrix Structure that are common in global or nationwide organisations that are large and sophisticated. Given the fact that Larels Projects LLP spans three locations, such as London, Harlow and Woking. The organisational structure of Larels Projects LLP shall first be on a geographical model. At the same time, since Larels Projects LLP offers different types of services such as Project Management, Cost Management, Health and Safety, Building Surveying, Development Monitoring / Commercial Due Diligence, and Energy and Sustainability, the organisational structure of Larels Projects LLP can be the Project Organisation Structure (Divisional Structure) built on a base Geographic Structure, that is a Geographic Divisional Structure. Based on the fact that Larels Projects LLP currently has 120 staff members, a Functional Structure will be too simple for Larels Projects LLP as it functions in three locations and provides different services, and a Matrix Structure will be too complicated for Larels Projects LLP as the Matrix Structure is for large and global organisations that provide a wide variety of products and services.
Geographic Structure经济地理格局
Firstly, the organisational structure of Larels Projects LLP is based on a Geographic Structure Design (Worren,2012) in three regions: London, Harlow and Woking as shown in Figure 1. It is important to use the Geographic Structure (Pugh, 2007) as a base structure because the outcomes of the same project can be very different from city to city. For example, Larels Projects LLP delivers Cost Management services to building companies. The Cost Management will be much more expensive in London than in Harlow or Woking. Therefore, it is important to differentiate the organisation among geographic factors first.
Figure 1: Geographic structure of the organisation structure of Larels Projects LLP.
Geographic speaking, the Woking office is only 22 mins of train away from the London Headquarter office but Harlow is two hours of train away from London. Therefore, the Harlow office and London office can share some staff members if needed. The most important decision making managers shall be based in the London Headquarter to better communicate in big decisions. If Harlow needs technical support, the London Headquarter will be able to respond very quickly. Therefore, the Woking office needs relatively more independent set of staff members from the London office such as IT Services staff members.
Geographic Structure into Geographic Functional Structure
Secondly, each of the three branches of Larels Projects LLP from the base geographic structure will need different functionals to operate independently because for example it will be inconvenient for London office and Harlow office to share one Information Technology (IT) department. Therefore, the Geographic Functional Structure will allow each brach to have its own Human Resource (HR) Department, Accounting Department, IT Department, Communication & Marketing Department, and Project Department. This Geographic Functional Design is shown in Figure 2.
Figure 2: Geographic Functional Design of organisational structure for Larels Projects LLP.
Among the 120 staff members at Larels Projects LLP, the human resource in Accounting, HR, IT and Communication & Marketing will be arranged as the follows. The two Accountants and the four Accountants Assistants will be distributed evenly in numbers into the three offices, where the London Headquarter will have one Accountant and one Assistant because the office is larger. One HR director and one HR assistant will be placed in the HR department in the London office. The rest one HR Manager and one HR assistant will be placed in the Harlow and Woking offices. The IT Service Manager will be placed in the IT office in London Headquarter. The other two IT Services Assistants will be placed in the IT offices in Harlow and Woking.
Geographic Functional Structure into Geographic Functional Project Organisation Structure |
