BEIJING EAPS CONSULTING

INC
SECTION 3 GROUP 15

APURV MITTAL FT153025
SURVESH CHAUHAN FT153047
NAVEEN K. FT153066
MUKESH SHAH FT153090
SUMIT ARORA FT153107
GAGANDEEP - FT153114

ORGANISATION STRUCTURE
BEFORE 2006:
INFORMAL AND NO CLEAR
STRUCTURE
6 FULL TIME EMPLOYEES
NO CLEARLY IDENTIFIED
DEPARTMENT
ALL EMPLOYEES WORKED AND
SUPPORTED EACH
PROJECT WERE LOOKED UPON AS
LEARNING EXPERIENCE
FLEXIBLE POLICY
AFTER 2006:
FORMAL STRUCTURE
NEW DEPARTMENTS WERE FORMED
RESPONSIBILITIES WERE ASSIGNED
MARKETING, CONSULTING,
TRAINING, R&D, ADMINISTRATION
AND TWO PROJECT DEPARTMENTS
PROJECT MANAGEMENT APPROACH
WAS ADOPTED
THERE WERE FOLLOWING DEPARTMENTS
MARKETING DEPT.
CONSULTING DEPT.
TRAINING DEPT.
RESEARCH & DEVELOPMENT
ADMINISTRATION
2 PROJECT MANAGEMENT DEPT.
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.

BEC ORGANIZATIONAL STRUCTURE
INMARCH 2007
Chief
consultant
Vice
President
Marketing
Department
Project
Dept A
CEO[Mr.
Zheng]
Project
Dept B
Consulting
Dept
Training
Dept. [ Mr.
Yang]
R & D Dept Admin Dept

STRATEGY CHANGE AND PROGRAM
MANAGEMENT APPROACH
EACH PROJECT TEAM WILL BE LEAD BY A PROJECT MANAGER.
TEAMS ARE COMPOSED OF EMPLOYEES FROM MARKETING, CONSULTING,
TRAINING AND R&D.
PROJECT MANAGERS AND OTHER DEPARTMENT MANAGERS WOULD WORK OUT A
PLAN FOR EACH PROJECT.
PROJECT MANAGERS CAN ASSIGN TASKS TO OTHER DEPARTMENT MANAGERS
AND EMPLOYEES.
DEPARTMENT MANAGERS WERE FREE TO ASK THE PROJECT MANAGERS TO
ADJUST WORK PROCEDURES, BASED ON THE ACTUAL PROCESSES OF EACH
DEPARTMENT.
THIS STRUCTURE ALLOWED EMPLOYEES TO FOCUS ON THEIR SPECIALISED
FIELDS AND TO GROW MORE FAMILIAR WITH CERTAIN WORK PROCEDURE.

PRO AND CONS OF THIS STRUCTURAL
CHANGE
PROS
HEALTHY AND FRIENDLY RELATIONSHIPS
BETWEEN EMPLOYEES
EMPLOYEES WERE ALLOTTED TASKS IN THEIR
SPECIALIZED FIELDS
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.

CONS
MULTIPLE SHIFTS
EMPLOYEE OFTEN HAD TO REPORT TO PROJECT
AND DEPARTMENT MANAGER, SO NO ROLE
CLEARITY
DEPARTMENT MANAGER AND PROJECT MANAGER
HAD SAME ROLE, PROJECT MANAGER FELT ODD TO
ASSIGN HIM THE WORK
EVEN THOUGH THE ORGANIZATIONAL STRUCTURE
IS MORE EFFICIENT THAT THE PREVIOUS ONE, AND
HAS YIELDED SHORT-TERM GAIN, IN THE LONG TERM
IT COULD BE DETRIMENTAL TO THE ORGANIZATION
AS IT PLANS TO EXPAND
CAUSES OF CONFLITS
CONFUSION OVER MANAGERIAL RESPONSIBILITIES
CONFLICTS IN DEADLINES AMONG DEPARTMENTS AND PROGRAM
MANAGEMENT
ROLE CONFLIT, UNCLEAR DISTRIBUTION OF RESPONSIBILITIES AND
AUTHORITY
PROJECT MANAGERS AND DEPARTMENT MANAGERS WERE AT SAME LEVEL OF
HIERARCHY, LIKE PEERS
NO STREAMLINING OF TASKS
SOME TIME EMPLOYEE HAS TO TAKE UP ADDITIONAL ADHOC TASK BASED ON
CLIENT REQUIREMNT
SOLUTION
ALL PROJECT LEVEL ACTIVITIES SHOULD TRIED TO BE MADE AUTONOMOUS OF
DEPARTMENT EMPLOYEES.
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.
WHENEVER DEPARTMENT LEVEL ASSISTANCE IS REQUIRED, AS PART OF ADDITIONAL
ACTIVITIES, PROJECT MANAGER SHOULD HAVE THE AUTHORITY TO SET DEADLINES AND
DEMAND RESOURCES FROM THE DEPARTMENT MANAGER.
PROJECT MANAGER WILL NOT HAVE DIRECT ACCESS TO DELEGATE WORK TO DEPARTMENT
EMPLOYEES. AS PER THE TIME-LINES SPECIFIED BY THE PROJECT MANAGER, ONLY THE
DEPARTMENT MANAGER WILL DELEGATE THE WORK GIVEN BY PROJECT MANAGER TO HIS
EMPLOYEES