this is about starting-up a firm

1. PROPRA2
ARCH.
EDGAR
LEE
CENETA
GOMEZ
ULIP

2. FIRM ORGANIZATION
•
•
•

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 FIRM’S 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 PARTNER’S 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

8. •
•
•
•
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 OFFICE’S 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

11. •
•
•
•
•
ORGANIZATIONAL CHOICES

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 FIRM’S 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