Section 1 Group 06 Beijing Eaps Consultings Inc
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 Company’s 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
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 Company’s 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