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
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

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!