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Propra2 grp 9

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Raffy Ceneta
Raffy Ceneta

this is about bini how a firm starts, what does it need to start and what kind of firm you will stablish

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PROPRA2 ARCH. EDGAR LEE CENETA GOMEZ ULIP
FIRM ORGANIZATION
IS A BUSINESS STRUCTURE OWNED BY A SOLE INDIVIDUAL WHO HAS FULL CONTROL/ AUTHORITY OF ITS OWN AND OWNS ALL THE ASSETS, PERSONALLY OWES AND ANSWERS TO ALL LIABILITIES AND LOSSES. MUST APPLY FOR A BUSINESS NAME AND BE REGISTERED WITH THE DTI. DTI NATIONAL CAPITAL REGION DTI - REGIONAL/PROVINCIAL OFFICES THE FIRM OF AN INDIVIDUAL ARCHITECT PRACTICING AND DELIVERING ARCHITECTURAL SERVICES, DULY REGISTERED WITH THE DTI, BOARD AND THE COMMISSION IT IS OWNED BY ONE PERSON WHO HAS COMPLETE UNDILUTED (TOTAL) CONTROL OVER DECISION AND DESTINY-MAKING HE HAS LEGAL AND FINANCIAL RESPONSIBILITIES OVER THE FIRMS ACTIONS FIRM ORGANIZATION
THE OWNER SHOULD HAVE VAST EXPERIENCE AND EXPERTISE. HE SHALL BE FULLY RESPONSIBLE AND LIABLE FOR THE SUCCESS AND FAILURE OF THE COMPANY. AS THE OVERALL DECISION-MAKER, HE MAY BE STRETCHED TOO MUCH BECAUSE OF MANAGEMENT, OPERATION AND FINANCIAL DEMANDS. LIMITED OR NO CAREER-GROWTH FOR STAFFS FIRM ORGANIZATION DISADVANTAGES > SINGLE/SOLE PROPRIETORSHIP
FIRM ORGANIZATION FORMED BY PERSONS FOR THE SOLE PURPOSE OF EXERCISING THEIR COMMON PROFESSION, NO PART OF THE INCOME OF WHICH IS DERIVED FROM ENGAGING IN ANY OTHER TRADE OR BUSINESS. MAY BEAR THE NAME COMPANY, ASSOCIATES, OR PARTNERS.
FIRM ORGANIZATION A GROUP OF TWO (2) OR MORE ARCHITECTS DULY REGISTERED WITH THE SEC AND THE BOARD. IT IS MOST COMMONLY USED WHERE PARTNERS SHARE OWNERSHIP AND LIABILITIES. IT DEMANDS TRANSPARENCY BECAUSE EACH PARTNERS SHARE WILL BE REFLECTED IN THEIR INDIVIDUAL INCOME TAX RETURNS (ITR).
PARTNERSHIPS (NO MATTER HOW CREATED OR ORGANIZED), JOINT-STOCK COMPANIES, JOINT ACCOUNTS (CUENTAS EN PARTICIPATION), ASSOCIATIONS OR INSURANCE COMPANIES (BUT DOES NOT INCLUDE GENERAL PROFESSIONAL PARTNERSHIPS AND A JOINT VENTURE OF CONSORTIUM) FORMED FOR THE PURPOSE OF UNDERTAKING CONSTRUCTION PROJECTS TO AN OPERATING OR CONSORTIUM AGREEMENT UNDER A SERVICE CONTRACT WITH THE GOVERNMENT. IS AN ARTIFICIAL BEING CREATED BY OPERATION OF LAW, HAVING THE RIGHT OF SUCCESSION AND THE POWERS, ATTRIBUTES AND PROPERTIES EXPRESSLY AUTHORIZED BY LAW OR INCIDENT TO ITS EXISTENCE. FIRM ORGANIZATION
FIRM ORGANIZATION
GOALS: GOALS DEPENDS OF THE MISSION AND VISION OF THE FIRM/COMPANY SINGLE/SOLE PROPRIETORSHIP MINIMAL/SMALL RANGE OF PRACTICE PARTNERSHIP OR CORPORATION EXPANSION/EXPANDED RANGE OF PRACTICE PRACTICE MIX: WILL BE BASED ON THE STRENGTHS AND SPECIALIZATION OF THE PRINCIPALS IT STRENGTHENS THE CREDIBILITY OF THE FIRM WHEN THE CO-OWNERS POSSESS QUALIFICATIONS BASED ON THE OFFICES SPECIALTY. STARTING UP
PERSONALITY: INSIDE OR OUTSIDE SALESMAN COMPLEMENTING MANAGEMENT DESIGNER OR PRODUCTION MANAGER GEOGRAPHIC LOCATION: IF THERE IS A GOAL FOR EXPANSION, IT SHOULD HAVE A STRATEGIC LOCATION FOR THE CENTRAL OFFICE. STARTING UP
ORGANIZATIONAL CHOICES
SEPARATES THE VARIOUS FUNCTIONS WHICH MUST BE PERFORMED IN THE DEVELOPMENT OF THE PROJECT. DEPARTMENT HEADS OVERSEE THE OPERATIONS AND PERFORMANCES OF THEIR GROUPS. EACH DEPARTMENT CAN BE INDEPENDENT PROFIT CENTER. MOSTLY USED BY LARGER FIRMS, THE EMPLOYEE ARE HIRED BASED IN SPECIALIZATION. IT IS USUALLY BEST IN PRODUCTION FIRMS. ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
BECAUSE HIRING OR EMPLOYEES IS BASED ON THEIR RESPECTIVE SPECIALIZATION, EACH STAFF IS FOCUSED HANDLING OF PERSONALITIES WHO EITHER REFUSE TO BE LIMITED IN SPECIFIC TASKS WANT TO BE IDENTIFIED POSSIBILITY OF UNEVEN WORKFLOW ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
A PROJECT-BASED SETUP WHERE A TEAM LEADER ASSEMBLES HIS TEAM. KEY MEMBERS ARE RETAINED FROM THE PROJECT INCEPTION TO CONCLUSION. BASED ON PROJECT REQUIREMENTS OR PHASE, THE TEAM MAY EXPAND OR BE REDUCED. ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
MORE FLEXIBLE CONTROL AND MAINTENANCE OF QUALITY SERVICE ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
IT MOSTLY USED FOR LARGER FIRMS WHO OFFER WIDE RANGE OF SPECIALTIES HEALTHCARE, EDUCATION GROUP, ETC. IT MAY BE MANAGED BY SEVERAL PRINCIPALS, BUT THERE IS A CENTRAL ADMINISTRATION STAFF-IN-CHARGE OF PRODUCTION (CONSTRUCTION DOCUMENT) MAY BE CREATED FROM THE FIRMS OWN STAFF ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
IS MOSTLY USED FOR LARGER OFFICES WHERE A TEAM LEADER AND HIS MEMBERS IS ASSIGNED. BASED ON PROJECT REQUIREMENTS OR PHASE, THE TEAM MAY EXPAND OR BE REDUCED. DISADVANTAGE CONFLICT BETWEEN TEAM LEADER AND DEPARTMENT HEAD ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
THE SUB-OFFICES HANDLES THE SCHEMES AND DESIGNS WHILE THE MAIN OFFICE PRODUCES THE CONSTRUCTION DRAWINGS THE MAIN OFFICE MAY ALSO PROVIDE THE OTHER SPECIALIZATIONS ASIDE FROM BEING THE ADMINISTRATIVE, LEGAL, AND FINANCIAL GROUP ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION

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Propra2 grp 9

  • 3. IS A BUSINESS STRUCTURE OWNED BY A SOLE INDIVIDUAL WHO HAS FULL CONTROL/ AUTHORITY OF ITS OWN AND OWNS ALL THE ASSETS, PERSONALLY OWES AND ANSWERS TO ALL LIABILITIES AND LOSSES. MUST APPLY FOR A BUSINESS NAME AND BE REGISTERED WITH THE DTI. DTI NATIONAL CAPITAL REGION DTI - REGIONAL/PROVINCIAL OFFICES THE FIRM OF AN INDIVIDUAL ARCHITECT PRACTICING AND DELIVERING ARCHITECTURAL SERVICES, DULY REGISTERED WITH THE DTI, BOARD AND THE COMMISSION IT IS OWNED BY ONE PERSON WHO HAS COMPLETE UNDILUTED (TOTAL) CONTROL OVER DECISION AND DESTINY-MAKING HE HAS LEGAL AND FINANCIAL RESPONSIBILITIES OVER THE FIRMS ACTIONS FIRM ORGANIZATION
  • 4. THE OWNER SHOULD HAVE VAST EXPERIENCE AND EXPERTISE. HE SHALL BE FULLY RESPONSIBLE AND LIABLE FOR THE SUCCESS AND FAILURE OF THE COMPANY. AS THE OVERALL DECISION-MAKER, HE MAY BE STRETCHED TOO MUCH BECAUSE OF MANAGEMENT, OPERATION AND FINANCIAL DEMANDS. LIMITED OR NO CAREER-GROWTH FOR STAFFS FIRM ORGANIZATION DISADVANTAGES > SINGLE/SOLE PROPRIETORSHIP
  • 5. FIRM ORGANIZATION FORMED BY PERSONS FOR THE SOLE PURPOSE OF EXERCISING THEIR COMMON PROFESSION, NO PART OF THE INCOME OF WHICH IS DERIVED FROM ENGAGING IN ANY OTHER TRADE OR BUSINESS. MAY BEAR THE NAME COMPANY, ASSOCIATES, OR PARTNERS.
  • 6. FIRM ORGANIZATION A GROUP OF TWO (2) OR MORE ARCHITECTS DULY REGISTERED WITH THE SEC AND THE BOARD. IT IS MOST COMMONLY USED WHERE PARTNERS SHARE OWNERSHIP AND LIABILITIES. IT DEMANDS TRANSPARENCY BECAUSE EACH PARTNERS SHARE WILL BE REFLECTED IN THEIR INDIVIDUAL INCOME TAX RETURNS (ITR).
  • 7. PARTNERSHIPS (NO MATTER HOW CREATED OR ORGANIZED), JOINT-STOCK COMPANIES, JOINT ACCOUNTS (CUENTAS EN PARTICIPATION), ASSOCIATIONS OR INSURANCE COMPANIES (BUT DOES NOT INCLUDE GENERAL PROFESSIONAL PARTNERSHIPS AND A JOINT VENTURE OF CONSORTIUM) FORMED FOR THE PURPOSE OF UNDERTAKING CONSTRUCTION PROJECTS TO AN OPERATING OR CONSORTIUM AGREEMENT UNDER A SERVICE CONTRACT WITH THE GOVERNMENT. IS AN ARTIFICIAL BEING CREATED BY OPERATION OF LAW, HAVING THE RIGHT OF SUCCESSION AND THE POWERS, ATTRIBUTES AND PROPERTIES EXPRESSLY AUTHORIZED BY LAW OR INCIDENT TO ITS EXISTENCE. FIRM ORGANIZATION
  • 9. GOALS: GOALS DEPENDS OF THE MISSION AND VISION OF THE FIRM/COMPANY SINGLE/SOLE PROPRIETORSHIP MINIMAL/SMALL RANGE OF PRACTICE PARTNERSHIP OR CORPORATION EXPANSION/EXPANDED RANGE OF PRACTICE PRACTICE MIX: WILL BE BASED ON THE STRENGTHS AND SPECIALIZATION OF THE PRINCIPALS IT STRENGTHENS THE CREDIBILITY OF THE FIRM WHEN THE CO-OWNERS POSSESS QUALIFICATIONS BASED ON THE OFFICES SPECIALTY. STARTING UP
  • 10. PERSONALITY: INSIDE OR OUTSIDE SALESMAN COMPLEMENTING MANAGEMENT DESIGNER OR PRODUCTION MANAGER GEOGRAPHIC LOCATION: IF THERE IS A GOAL FOR EXPANSION, IT SHOULD HAVE A STRATEGIC LOCATION FOR THE CENTRAL OFFICE. STARTING UP
  • 12. SEPARATES THE VARIOUS FUNCTIONS WHICH MUST BE PERFORMED IN THE DEVELOPMENT OF THE PROJECT. DEPARTMENT HEADS OVERSEE THE OPERATIONS AND PERFORMANCES OF THEIR GROUPS. EACH DEPARTMENT CAN BE INDEPENDENT PROFIT CENTER. MOSTLY USED BY LARGER FIRMS, THE EMPLOYEE ARE HIRED BASED IN SPECIALIZATION. IT IS USUALLY BEST IN PRODUCTION FIRMS. ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
  • 13. BECAUSE HIRING OR EMPLOYEES IS BASED ON THEIR RESPECTIVE SPECIALIZATION, EACH STAFF IS FOCUSED HANDLING OF PERSONALITIES WHO EITHER REFUSE TO BE LIMITED IN SPECIFIC TASKS WANT TO BE IDENTIFIED POSSIBILITY OF UNEVEN WORKFLOW ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
  • 14. A PROJECT-BASED SETUP WHERE A TEAM LEADER ASSEMBLES HIS TEAM. KEY MEMBERS ARE RETAINED FROM THE PROJECT INCEPTION TO CONCLUSION. BASED ON PROJECT REQUIREMENTS OR PHASE, THE TEAM MAY EXPAND OR BE REDUCED. ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
  • 15. MORE FLEXIBLE CONTROL AND MAINTENANCE OF QUALITY SERVICE ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
  • 16. IT MOSTLY USED FOR LARGER FIRMS WHO OFFER WIDE RANGE OF SPECIALTIES HEALTHCARE, EDUCATION GROUP, ETC. IT MAY BE MANAGED BY SEVERAL PRINCIPALS, BUT THERE IS A CENTRAL ADMINISTRATION STAFF-IN-CHARGE OF PRODUCTION (CONSTRUCTION DOCUMENT) MAY BE CREATED FROM THE FIRMS OWN STAFF ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
  • 17. IS MOSTLY USED FOR LARGER OFFICES WHERE A TEAM LEADER AND HIS MEMBERS IS ASSIGNED. BASED ON PROJECT REQUIREMENTS OR PHASE, THE TEAM MAY EXPAND OR BE REDUCED. DISADVANTAGE CONFLICT BETWEEN TEAM LEADER AND DEPARTMENT HEAD ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION
  • 18. THE SUB-OFFICES HANDLES THE SCHEMES AND DESIGNS WHILE THE MAIN OFFICE PRODUCES THE CONSTRUCTION DRAWINGS THE MAIN OFFICE MAY ALSO PROVIDE THE OTHER SPECIALIZATIONS ASIDE FROM BEING THE ADMINISTRATIVE, LEGAL, AND FINANCIAL GROUP ORGANIZATIONAL CHOICES > TYPES OF INTERNAL OFFICE ORGANIZATION