CC BY
70
Adashev A. U. senior lecturer
Namangan Engineering Construction Institute
Ismoilov A.M. student
Namangan Engineering Construction Institute
THE IMPORTANCE OF ORGANIZATIONAL STRUCTURE IN SMALL
BUSINESS MANAGEMENT
Abstract: Small business is one of the most important sectors of the national economy. At the same time, small businesses play an important role not only in the national economy, but also in the social sphere. The article considers the nature of the organizational structure of the activities of small businesses and makes recommendations.
Key words: Small business, economy, sustainable growth, small business, structure, retail, sales function, control, marketing, financial affairs, divisional structure.
From the first years of independence of Uzbekistan, great attention has been paid to the development of the legislative and legal framework, the organization of financial support, protection of the rights of entrepreneurs, training and retraining, development of market infrastructure for small businesses.
There is no best way to organize1. However, the organization's decision is based on direct principles that depend on many factors, including business size, market, product mix, competition, number of employees, goals, and available financial resources. Each small business entity must decide which organizational method is appropriate for their business. One of the organizational methods is the "Organizational Schedule" - a method of formal organization of business.2
1 John Ivancevich, Thomas N. Duening Principles, Guidelines and Practices 2nd Edition. 2018 ISBN-13: 9781592602827
2 William M. Pride, Robert J. Hughes Introduction to Business Paperback - South-Western Cengage Learning (January 1, 2008), 2008. 625 p.
Checking catalogs
View sales staff
Retail
Purchase function
Ordering
Search for suppliers
Watching the showrooms
Acceptance and implementation
Inventory
Perform displays
Prices
Verification of invoices
Cashier
Sales function
Advertising
Decorate the windows □-G
Control function
Keeping records
Store maintenance
Sales
Payment of bank deposits
Payment of expenses
Lending
I""1
Figure 1. One-man small business organization model
Figure 1 shows the relationship and relative levels of the structure of the organization and its positions. This helps to organize the workplace along with setting the direction of management control for subordinates. Even a small one-person business can use some sort of organizational chart to see what functions need to be performed, which can help ensure that all the work needs to be done. In this regard, it is appropriate to cite the "Single-person small business organization model", which reflects a simple organizational structure for a single -person retail business.
The Organizational Table offers the following advantages: effective communication of organizational, personnel and enterprise information;
allow management to make decisions about resources, lay the groundwork for change management, and provide timely information throughout the organization;
the ability to be transparent about what is going to happen in the business and to predict the future;
everyone in the organization is also divided with constant information about who manages what and who is accountable to whom.
Of course, there are some limitations in the "Organizational Schedule": defined positions are stable and flexible, often becoming obsolete as organizations go through stages of change and growth.
does not help to understand what is happening in an informal organization;
due to outsourcing, information technology, strategic alliances, and the network economy, firms cannot cope with changing boundaries.
At the initial stage, a small enterprise may not choose a formal organizational structure. However, for an enterprise to be successful, the organization must also exist without a schedule. Many small businesses find organizational charts useful because they help the owner or manager track the growth and change of the organizational structure. However, the real problem is to create an organizational chart that reflects the real situation. Small businesses have a clear advantage by creating an organizational chart that reflects the real situation, as their size allows for more flexibility and management.
Knowledge of organizational structures is important for both a small business that is already operating and for the early stages of a small business. Organizations change every day, so small business owners need to be flexible to change the structure that the situation requires over time, perhaps using an emergency approach.
An unforeseen situational approach to the structure of existing organizations suggests that there is no one structure that is best suited for each organization. Rather, this approach goes against the "best" structure for the organization because it fits the needs of the situation at the time. With regard to changes in organizational structures and their impact on management, it should be noted that if a small business employs less than fifteen people, there may be no need to worry too much about its organizational structure.
However, if the business plan envisages hiring more than fifteen people, it makes sense to have an organizational structure, as this will benefit the company owner, employees, investors and lenders.
Typically, small business entities have the same functional, divisional, and matrix structures as other large enterprises, the functional structure constitutes the business or purpose-oriented business in the organization and is most easily recognized by single-function or goal-oriented departments.
Figure 2 Management model of small business entities with a functional
structure
The functional structure gives employees and their respective departments clear goals and their work objectives. People involved in accounting can focus on improving their knowledge and skills to do this job. Experience has shown that this structure works well for enterprises operating in a relatively stable environment. It should be noted that if the purpose and environment of the business requires coordination between departments and various conflicts arise, it can be observed that the functional structure leads to divisions between departments (Division structure).
The divisional structure can be thought of as a decentralized version of the functional structure. The organizational structure of a division is organized around the geographical, market or product and service groups of business activities. Each such subdivision includes a complete set of features. That is, each department has its own accounting activities, sales and marketing, engineering, manufacturing, and so on. Then each section will have its own functional section.
Marketing
Operations
Financial affairs
1
Marketing Operations Financial affairs 1 1
1 J
Figure 3 "Example of divisional structure" of small business entities
A small business entity in a division or divisional structure may perform well because it is focused on specific geographic areas, customers, or product manufacturing. This direction allows you to create a common culture that will increase the efficiency of the activity and help to better understand the high culture
and the portfolio of the division. Of course, this structure also has some shortcomings.
However, the shortcomings are distributed through many companies with multiple business divisions, operations in multiple countries, and multiple lines. Based on the research, it was found that the effective use of the matrix structure was their only choice.
References:
1. John Ivancevich, Thomas N. Duening Principles, Guidelines and Practices 2nd Edition. 2018ISBN-13: 978-1592602827
2. William M. Pride, Robert J. Hughes Introduction to Business Paperback -South-Western Cengage Learning (January 1, 2008), 2008. 625p.
3. Адашев А. У., Арслонов Х. О. Мотивация персонала как функция менеджмента //Мировая наука. - 2019. - №. 1. - С. 34-37.
4. Urinboevich A. A. Principles of Effective Management of Small Business //International Journal of Progressive Sciences and Technologies. - 2020. - Т. 23.
- №. 2. - С. 687-689.
5. Adashev A. U. Principles and laws of management // Экономика и социум. -2019. - №. 1-1. - С. 10-12.
6. Adashev A. U. Models of transition to market economy, their commonwealth and differences //Экономика и социум. - 2018. - №. 2. - С. 8-11.
7. Adashev A. U. Financial management as a system and mechanism of finance management //Экономика и социум. - 2020. - №. 3. - С. 6-8.
8. Urinboevich, A. A. (2020). Directions for ensuring the sustainable development of industrial enterprises in the context of economic liberalization. International Engineering Journal For Research & Development, 5(4), 3-3.
9. Адашев, А. У. (2017). Корхоналарда инновацион ривожланишининг таркибий асослари. Научное знание современности, (4), 8-12.
10. Адашев, А. У., & Аскаралиев, А. (2017). Современные подходы к показателям и ценностям экономического развития. Теория и практика современной науки, (2), 28-30.
11. Adashev A. U. The content bases of the innovative development in companies //Высшая школа. - 2017. - №. 3. - С. 10-11.
12. Urinboevich A. A. Directions for ensuring the sustainable development of industrial enterprises in the context of economic liberalization //International Engineering Journal For Research & Development. - 2020. - Т. 5. - №. 4. - С. 33.
13. AU Adashev Principles and laws of management- Экономика и социум, 2019.
- №. 1. - С. 10-12.
14. DS Kosimova, AU Adashev Directions to increase productivity competitiveness in industrial enterprises Economics and Innovative Technologies, 2019. №. 2. - С. 12.
15. Sobirovna D. K., O'rinboyevich A. A. Directions for increasing product competitiveness in industrial enterprises //Asian Journal of Multidimensional Research (AJMR). - 2019. - Т. 8. - №. 7. - С. 29-35.
16. АУ Адашев Значение малого бизнеса и частного редпринимательства в вопросах занятости . Молодой ученый, 2016 - №. 10. - С. 573-575.
