Professional Documents
Culture Documents
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
Chief
consultant
Vice
President
Marketing
Department
Project Dept
A
Project Dept
B
CEO
[Mr. Zheng]
R & D Dept
Consulting
Dept
Training
Dept. [ Mr.
Yang]
Admin Dept
Pros
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.
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.
Successful Partnering at any level requires clearly defined roles and goals,
open communication, trust, respect, and adherence to a common mission
and vision.
clear.
Nebulous hierarchy
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