DG99 04: Managing People and OrganisationsBarbour Brown Engineering LtdSection A: Starting up (Outcome 1)Barbour Brown Engineering Ltd, a firm of consulting engineers, was set up by David Barbour and Neil Brown 14 years ago, in a main town within a large rural area. Initially the firm concentrated solely on civil engineering projects such as road and sewer developments for the increasing number of private housing developments, which were springing up.During the 1980s Neil and David had both worked for a large city firm (Floyd and Fleming Ltd), which had an office in the town. David had been branch manager and Neil, a younger and very enterprising individual, headed up the structural development section before spending two years working in the Middle East. In 1989 Floyd and Fleming Ltd decided to close the branch office and concentrate their business in the city.Neil had recently returned from working in the Middle East and had enjoyed the freedom and flexibility of being his own boss. He discussed with David the possibility of continuing to offer the engineering consultancy service in the town, under a new joint partnership. David had local experience and was aware that there were sufficient smaller projects to sustain the firms viability. He also had savings and equity that could be used for a management buy-out. Neil, likewise, had savings acquired through his work abroad. With these resources the pair had enough capital to buy the offices that housed the current Floyd and Fleming business. A business plan was drawn up to secure additional funding to buy over the business. Funding to support this venture was acquired through a bank loan and a grant from the then Scottish Development Agency. The management buy-out was agreed on the condition that they would not accept or carry out work within the central belt for a period of five years.In 1990 the new firm of Barbour Brown Engineering Ltd opened. The team comprised David, Neil and two other qualified engineers: Jack, a recent high flying graduate and James, a 30 year old engineer who had not, as yet, completed his full charter. In addition there were two qualified technicians and one apprentice technician.Assessment task 1Section A (Outcome 1)1. With reference to the firm in the case study, describe the basic components of a work organisation.2.a Using a recognised classification, explain the importance of the four main goals of the organisation in the case study.b Identify examples of objectives and policy from the case study and comment on how effectively you believe they have been implemented.3. Using an open systems diagram, describe how the organisation in the case study interacts with its external environment.4. All organisations have stakeholders. Give examples of the main stakeholders of this organisation giving reasons for your answer. You should identify at least four stakeholders.5. Outline four strategies for controlling staff. Identify the one used by David Barbour.7 Scottish Qualifications Authority 2004Assessment ChecklistsUnit Assessment: Candidates Assessment RecordDG99 04: Managing People and OrganisationsClassHuman ResourcesGroupCandidate Name曲宪 Qu Xian Candidate IDOutcome 1 Evidence RequirementsRecord of PerformanceSatisfactory/UnsatisfactoryCommentsAssessment Task 1 (Section A) Define the term organisation Describe the key elements of the formal and informal organisationOr Use Systems Theory diagram to describe the internal and external environment of an organisation Using recognised classification, explain the importance of organisational goals, objectives, and policy Identify at least four stakeholders of an organisation and explain why they are considered such Describe four different strategies of control in organisations and explain which one had been applied(Enter S or U in the box to indicate whether performance in the relevant aspect of the assessment is satisfactory or unsatisfactory. The comment column can be used to highlight any re-assessment that may be needed.)Assessors signature:Date:Assessment task 1Section A (Outcome 1)1. The basic components of a work organisation.First, organisations are made up by people. They have purposes, they use resources-human and non-human to achieve their purposes. They perform activities in a planned and controlled manner. For example, David and Neil who ran their company that employed two qualified engineers, two qualified technicians and one apprentice technician for the new firm of them. Neil and David were employed by a large city firm during the 1980s. Second, organisations have their own goals. Goals of organisations operating in the private sector generally revolve around the max