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Principles for Structuring Small Businesses and Farms

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Principles for Structuring Small Businesses and Farms PURDUE EXTENSION EC-729 Principles for Structuring Small Businesses and Farms Craig Dobbins and Cole Ehmke Department of Agricultural Economics While the owners of farms and small businesses are often portrayed as self-reliant individuals working against over- whelming odds, the reality is that often several people make Audience: Owners and managers of a family important contributions to the success of the business. These business or other small business people may be a spouse, family members, unrelated employ- Content: Introduces five principles used for ees, or business associates such as a lender, technical consul- guiding the organizational structure of a tant, or market advisor. small business and provides three common organizational structure examples In any small business, there is always plenty of work to be Outcome: Users will understand the importance done. This work includes the physical labor—doing of organizational structure and be able to draw things—as well as planning, organizing, and evaluating— an organizational chart for their business. thinking about things. What are the jobs that need to be done? How are these jobs going to be divided up? Who is responsible for what? If problems or questions arise, who does the person go to for help or to get answers? As changes are made in the business, especially when a new employee is added, reviewing the organizational structure of the All of these questions and others about personnel get answered business can be helpful. Rather than hoping people will learn by someone. But in many cases, the answers are not explicitly to fit in and get along, it is often more productive to give careful stated. Often, a problem arises, and you decide on a solution thought to the responsibilities associated with each position in without giving much attention to the long-term implications the business and the relationships among these positions. of your quick-fix solution or the message that your solution may be sending to other family members or business employees. No two small businesses are organized identically because managers, employees, families, and the work involved vary from one business to another. However, there are five key Organization Structure organizational structure principles to keep in mind. These Small businesses have a small number of employees, so there principles have two uses. First, these principles are helpful in is not a great deal of formality associated with the development the actual design of the organization’s structure. Second, of an organizational structure. Often this lack of formality is these principles can serve as a check list for evaluating and accompanied by a high level of secrecy or just assumptions improving the current organization structure. (The informa- that people know what is happening and why changes are tion provided here on key organizational principles is from being made. The reasons that a particular organizational Bernard Erven’s Organizational Structure of the Family structure is being used are seldom communicated. Business <http://aede.osu.edu/people/erven.1/HRM>.) 1. Exception Principle before the crew stops working, no authority to correct a person who is digging the holes for the trees and bushes too deep, Someone must be available to handle the exceptions to the and no authority to reward the crew member who is doing by usual, i.e., someone must be in charge. When an employee or far the best job. It is easy for the three workers to ignore the worker has a problem he or she can’t handle, the organiza- son if they have been accustomed to taking orders only from tional structure should provide for someone higher in the the owner and the owner has given the workers no indication organization to give assistance. of what authority the son does and does not have. To illustrate, a tractor driver on a grain farm hearing an unexpected noise in an engine should be able to discuss the 4. Span of Control noise with his or her supervisor. This discussion should either The span of control is the number of people a manager reassure the driver that the problem is not serious or lead to supervises. The organizational decision to be made is the repair work to solve the mechanical problem. If the noise number of subordinates a manager can effectively lead. The appears to the supervisor to be an early indication of a major typical guideline is a span of control of no more than five to engine problem, the supervisor may want to discuss the six people. However, a larger span of control is possible problem with the owner of the business. The discussion may depending on the complexity, variety, and proximity of jobs. lead either to a decision to wait until the problem becomes The ability, experience, and style of the manager also affect more serious or repair the engine immediately. the desirable span of control. Finally, worker characteristics Note that both the driver and supervisor had a person higher affect the span of control. Well-trained, motivated, experi- in the organization to consult about the unusual engine noise enced, and satisfied workers require relatively little supervision. problem. Hoping that the driver would solve the problem does not substitute for application of the exception principle. Owner/managers of family businesses often have span of control problems because of a “me” attitude. As a family 2. Decentralization business grows and people are added, the manager still may want everyone reporting to him or her rather than delegate Decisions should be pushed down to the lowest level possible responsibility and authority to a middle manager. in the organization. The more routine a decision, the lower the level in the organization on which it should be handled. 5. Unity Principle To illustrate, workers waiting each morning to be told what to do and where to do it can be a great waste of manager and Ideally, no one in an organization reports to more than one worker time. Decentralization means that workers have been supervisor. Having more than one supervisor often results in provided the training that allows them to handle decisions an employee receiving conflicting instructions and assign- within their job descriptions confidently. ments. Some business owners think that they can develop a level of communication between supervisors that is good The objective is to overcome the waste of time stemming from enough to prevent this conflicting message problem. However, too much centralization of decision making. Working supervisors typically lack the time for the necessary coordination managers rather than managed workers should be the goal. and communication. This requires the employee to decide which set of supervisor instructions he or she will not follow. 3. Parity Principle To illustrate, imagine a cashier in a roadside fruit market Decentralization requires delegation. With delegation comes being told by the market manager to read a new bulletin, “A responsibility. Authority should be delegated along with Baker’s Guide to Apple Varieties.” The manager suggests that responsibility. the cashier read it during slack times in customer traffic. The To illustrate, assume the 18-year-old son of the owner of a market manager wants the cashier to take initiative in helping landscape firm has been given the responsibility of taking a customers select apples. The same afternoon, the owner of the crew of three people, each over 25 years old, to a landscaping market stops by for the first time in four days and catches the site to plant five trees and 30 bushes. Further assume that the cashier “wasting time” reading. The owner quickly orders the son has no authority to decide how hard it has to be raining cashier to find a broom and get busy cleaning. 2 Purdue Extension • Knowledge to Go Employees should not have to decide which of their supervi- decisions and being involved in every detail and phase of the sors to make unhappy because of the impossibility of follow- business. Workers usually have little decision-making ing all the instructions they get. authority, and the owner-manager supervises the activities of every employee. Managers and workers tend to be generalists The Organization Chart and jacks-of-all trades. An organization chart is a useful tool to illustrate and This organizational structure provides the business flexibility understand the organizational structure of a business. Such a and dynamism. Decisions can be made quickly. When the chart typically lists the title of each person’s position and, by owner-manager decides that a change is needed, he or she means of connecting lines, who is accountable to whom and can communicate this decision directly to the workers. who is in charge of what area. Functional Organization Structure The organization chart shows the chain of command between the top of the organization and the lowest positions in the As the business grows, oversight becomes too large a task for chart. The chain of command represents the formal path a only one person. The owner-manager needs to delegate some directive should take in traveling from the president to responsibilities and authority to other individuals. As respon- employees at the bottom of the organization chart or from sibilities are delegated, how should they be organized? One employees at the bottom to the top of the organization chart. approach is to organize activities around common business functions. This approach is illustrated in Figure 2. In this One thing the organization chart does not show is the situation, someone specializes in production or operational informal organization—the informal, habitual contacts, aspects of the business, another person specializes in market- communications, and ways of doing things that employees ing, and a third is responsible for the financial aspects of the develop.
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