ORGANIZATIONAL FEASIBILITY STUDY 1 Chapter (5) Lecturer.Ahmed El Rawas

chapter content 2 1. Purpose of an Organizational Feasibility Study 2. What is Organizational functions? 3. What is Organizational structure? 4. What is Organization design 5. Human resources Categories and functions 6. What is manning table? 7. How to make organization chart? 8. What is job description? 9. Principles and Practices of the Business Lecturer.Ahmed El Rawas

(1)Purpose of an Organizational Feasibility Study 3 To define the legal and corporate structure of the business. An Organizational Feasibility Study may also include professional background information about the founders and principals of the business and what skills they can contribute to the business. Your organizational feasibility study should include: Description of Your Business Structure Description of Your Organizational Structure Internal and External Principles and Practices of the Business Professional Skills and Resumes Lecturer.Ahmed El Rawas

(2)Organizational functions 4 *General management of the enterprise * Finance, financial control and accounting * Personnel administration * Marketing, sales and distribution * Supplies, transport, storage * Production: Main plant Service plants Quality assurance Maintenance and repair Lecturer.Ahmed El Rawas

(3)Organizational structure 5 * Top management, normally entrusted with long-term strategic planning, budgeting, coordination and control. * Middle management, normally entrusted with the planning and control of the organizational functions, such as sales, production, purchasing and finance. * Supervisory management that plans and controls the day-to- day operations and activities within the organizational units under its Supervision. Lecturer.Ahmed El Rawas

Organizational Structure 6 Discuss your business organizational structure. One of the best ways to present this information is with an organizational chart. An organizational chart shows the hierarchy, or chain of command in your business. It lists key positions and subordinate positions under department heads, supervisors, and managers. Lecturer.Ahmed El Rawas

Organizational Structure 7 An organizational structure is a mostly hierarchical concept of subordination of entities that collaborate and contribute to serve one common aim. Organizations are a variant of clustered entities. The structure of an organization is usually set up in many dependent on their objectives and ambience. The structure of an organization will determine the modes in which it shall operate and will perform. Lecturer.Ahmed El Rawas

(7)Organization Chart 8 Lecturer.Ahmed El Rawas

Organizational Structure 9 Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities. Ordinary description of such entities is as branch, site, department, work groups and single people. Contracting of individuals in an organizational structure normally is under timely limited work contracts or work orders or under timely unlimited employment contracts or program orders. Lecturer.Ahmed El Rawas

(4)Organizational design 10 The design of the organization usually includes the following steps: * The goals and objectives for the business are stated * The functions that are necessary to achieve the goals are identified * The necessary functions are grouped or related; * The organizational framework or structure is designed * All key jobs are analyzed, designed and described; * A recruiting and training programs is prepared. Lecturer.Ahmed El Rawas

(5)Human resources Categories and functions 11 Managerial and supervisory staff Skilled and unskilled workers Lecturer.Ahmed El Rawas

(6)Manning tables 12 Manning tables. Labor planning should start at the departmental level, defining the labor and staff requirements by functions and categories (workers- skilled, semi-skilled and unskilled; staff managerial, supervisory, administrative and sales). Lecturer.Ahmed El Rawas

(7)Organization Chart Lecturer.Ahmed El Rawas 13 is a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs

(8)Job description 14 job description is a list of the general tasks, or functions, and responsibilities of a position. Typically, it also includes to whom the position reports, specifications such as the qualifications needed by the person in the job, salary range for the position, etc. A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis looks at the areas of knowledge and skills needed by the job. Note that a role is the set of responsibilities or expected results associated with a job. A job usually includes several roles. Lecturer.Ahmed El Rawas

(9)Principles and Practices of the Business 15 Every business should have a published code of ethics and principals that govern how the company conducts its business. In this section, include both internal and external principals of operations. Lecturer.Ahmed El Rawas

Internal Operations Business Principles and Practices 16 Businesses that are incorporated must have a board of directors. Do you have hiring and employee training and management practices in place? Do you have an overall corporate philosophy that inspires, encourages, or offers incentives to employees? Lecturer.Ahmed El Rawas

External Business Practices and Principles 17 Do you have a customer policy or philosophy? Examples of client/customer philosophies include: We do not serve clients; we team with clients to meet their goals. We value creativity and imagination and use these to our client’s advantage. Our employees maintain high ethical standards that reflect on how we treat our clients. Lecturer.Ahmed El Rawas

Legal aspects Lecturer.Ahmed El Rawas 18 Company formation law Contents of contract Commercial Law( commercial register, register in social insurance department, register in taxes department) Bank relation Labor Law Internal rules and regulations ( employees regulations) External legal aspects ( tax situation, necessary permissions, external auditing)