Section 1 Group 6

Beijing Eaps Consultings Inc

Submitted by:
Ankit Jaiswal FT151094
Debeshi Sur FT151013
Himanshu Jain FT151010
Mehtaab Singh Lala FT 151059
Prakhar Pandey FT151078
Soumendu Mukhopadhyay FT151034

Organisational structure
Before 2006
Beijing EAPS Consulting Companys structure
was very informal. There was a lot of emphasis on
extensive use of personal coordination, open
communication among members and flexible
policies and procedures. This structure made BEC a
learning-oriented organisation with open culture.
After 2006
Beijing EAPS Consulting company structure was
changed to formal structure. This structure had
newer departments as a way of specializing
employees responsibilities. This structure included
a
marketing,
consulting,
training,
R&D,
administration and two project departments. A
project management approach was adopted.

Organizational
Hierarchy

Following is new organizational structure:

Marketing dept
Consulting dept.
Training dept.
Research & Development
Administration
Departments were headed by people who were qualified
and had gained expertise in their field.
Each project was led by project manager and the team
would be composed of employees from different
departments.
Project managers and Departmental managers co-worked
on the plan and mutual adjustments were done on the
process when required.

Pros and Cons of this

structure
Pros

Healthy and friendly relationships between employees

Learning oriented approach made the employees to help

each other

Employees had a sense of belonging for the organisation as

they could visualise being the part of the organisational
goals.

Flexibility with regard to time and nature of task allotted

lead to an improvement of job satisfaction.

This
structure
facilitated
cross
departmental
communication and gave the opportunity
to work on
different projects.

Pros and Cons of this

structure
Cons

This complexity in the organisational structure within the

organization lead to confusion about the reporting structure
and task allotment among workers and managers as well.

Due to the lack of proper communication channel, the

employees ended up getting overloaded with work because
they were receiving work from two different managers.

Another major disadvantage was that of prioritising the task

on ones tray. Given the urgent requirements of the
customer and strict deadlines imposed upon by 2 different
managers, employees ended up taking their on call with
regard to prioritising; this leaves room for ones discretion
which may not align with organisational priority.

At what levels partnering amongst

employees is required at Beijing EAPS?

Many of the departments have to work together for various

projects so, partnering is required across all the
departments in Beijing EAPS, as they have no authority over
each other.

Departments are required to support and collaborate with

one another.

Partnering is also required between the project managers

and departmental managers, in order to ensure that not
only project related but department related work also gets
completed. This will lead to creation of synergy and greater
productivity.

Successful Partnering at any level requires clearly defined

roles and goals, open communication, trust, respect, and
adherence to a common mission and vision.

Causes of Conflicts between Project

managers and other employees

Distribution of roles, responsibilities and authority was not

clear.
No clarity over managerial responsibilities

Conflicts in deadlines among departments

Relationship and interdependence were unclear.

Project Managers and Department Managers were at same

level of hierarchy.

No proper task streamlining .

Departments had ad-hoc activities perpetually lined up

Nebulous hierarchy

How would you design the authorities

and responsibilities of a project
manager at Beijing EAPS?

Currently the employees of a single team are getting work assigned

from more than one manager. This need to be removed.

The idea of HORIZONTAL and VERTICALS will be introduced

The structure of having project management teams consisting of

members of other teams will be retained.

HORIZONTALS - However, support teams like Marketing , Consulting

and so on will be split into two groups. Those who will be doing the
common department work whose responsibilities will include tasks
which are not project specific will be under the Functional
managers.

VERTICALS-Those in Marketing, Consulting and other functional

areas whose work is highly project specific will be included in the
Project Management team. They will do only that work which is
project specific and will report to the project manager and not to
the functional managers.

THANK YOU!