Starting Up a Business, Company Structure and the Main Responsibilities of Managers and Stuff
Nowadays people become more and more independent, as they try to earn a lot of money to make their life more comfortable and suitable in our society. To get more they should know at least something about how to start up a business, also future businessmen ought to understand company structure, and as the heads of companies distribute the main responsibilities between people involved in working for the company. So it is important for us to comprehend the idea of starting up and doing business. In the beginning, when you are setting up your business, you need to ensure that all of your bases are covered.
There are several steps as you navigate through the business start-up phase. First and foremost, you should plan your business: creating a solid business plan is vital to your success – you need to know where you expect to go long before you get there. It may seem like a lot of work at the outset, but a well prepared business plan can save your time and money in the long run and help you to secure major contracts or funding. The second thing that needs to be said is company structure, it is very important because it provides an efficient work system as well as a system of communication.
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Organizing structure is considered by many experts to be “the anatomy of the organization, providing a foundation within which the organization functions”. So the idea of a structure is a frame work – differentiation of position, prescriptions of authority. So structure helps to regulate the behavior of employees. There are can be different kinds of organization structure, and firms can change their organization structure by becoming more or less centralized. The main principle of modern management is that there are no the best structure – appropriate structure depends on situation.
Most organization have a hierarchical or pyramidal structure, with one person or a group of people at the top, and increasing number of people below them at each successive level. There is a clear line or chain of command running down the pyramid. All the people in the organization know what decision they are able to make, who their superior (or boss) is (to whom they report), and who their immediate subordinates are (to whom they can give instructions). This structure is one of the simplest and it’s also called a line structure. Some people in the organization have colleagues who elp them: for example, there are might be an Assistant to the Marketing Manager. This is known as a staff position: its holder has no line authority, and is not integrated into the chain of command, unlike, for example, the Assistant Marketing Manager, who is number two in the marketing department. Also there is a staff structure. Yet the activities of most companies are too complicated to be organized in a single hierarchy. Shortly before the First World War, the French industrialist Henri Fayol organized his coal-mining business according to the functions that it had to carry out.
He is generally credited with inventing functional organization, including (among others) production, finance, marketing, sales, and personnel or staff departments. The functional type of organization structure reflects an arrangement based on the nature of the activities that must be performed. Related activities are grouped together in the functional areas with which they are most clearly identified. The chief executive of each area occupies a position on the second level of the organization and generally has the title Vice-President.
As for the company of my dream, it will be built on the principle of the functional organization of the company. I would like to start a company for children, which would help them to creatively develop and to do interesting things for them: make handcrafts, play, dance, learn, make cartoons, write poems, just have fun. I would be the head of the company and at the same time creative director; I would engage investors and involve my friends, who would also become a part of a board of directors of my company. So to make the long story short, in any company the structure should be a dynamic thing, adaptable to changing circumstances.
The structure should be organized and the assignments of authority and responsibility made on the basis of activities and positions, not people. Spans of control should be carefully considered and the total structure should reflect coordination among its various divisions. To draw the conclusion, I can say that it is up to everybody to decide for himself what he wants from his business, what purpose would be pursued, and how to organize his own company. And perhaps, as a result of hard work, the company will flourish and take its place on the world market.