Your Organisation 

Who is doing what? 

Look at any successful business and you will see a design.  A design that clearly sets out who is sitting in what seat and their area of responsibility.  In business parlance this is often described as an organisational hierarchy or commonly an ‘org chart’.  

Company Roles Hierarchy

This hierarchy is usually depicted in a chart with positions sitting in boxes, with the most important boxes or roles sitting at the top and a bunch of support people sitting below.  Here is a simple example of a hierarchy:

The boss, you, is often referred to as the CEO or chief executive officer, the one in control of the business and how it uses its resources.  Below the CEO sits each department manager and then under the managers are the people who carryout specified tasks.  

It is essential for you to start thinking along these lines – who is doing what and it is important to understand the roles and responsibilities of each.  Recall when you started in business – you did the work, you did the marketing, you ordered the stock, you did the accounting, you managed the clients, dealt with the bank, collected money from people who owed you and paid the bills and the list goes on and on.   

Now as your business grows, it is simply unrealistic to expect you to do it all.  In the startup phase of a business, you have direct supervision, you do everything.  As the business grows to the next phase of its life cycle you may have employed people, so you now move to supervising people.  Then the business moves to the next phase, you have more people.  In this situation you are now required to supervise, delegate and coordinate activities.  Then ultimately you move to the final stages which is about decentralising the machine, your business takes care of business.  

What is critical to understand here is that your skills now move to ‘from the doing’ to ‘the managing’.  Not many business owners understand this.  Whilst most business owners are technically great at what they do, business owners do not train or acquire skills in management.  

One way to get you started on learning to become a manager is to start thinking and acting like a manager.  Setting up or having a visual on how you want your organisation to look like, that is, creating your ‘org chart’ will force you to start thinking about management.  You will turn your mind to what type of person you want to run the marketing side of your business, what will their role and responsibilities be?  What skills will they need and what information will you need from them to make sure they are doing their work to the standard you expect.  

Plan out what you want your organisation to look like.  Remember the idea – if you’re not organised, then business is difficult; getting organised is easy.  Mapping out what you want your org chart to look like is another step in getting organised.  

Business Company Roles and Titles – Key Positions

Here are some examples of key positions within a business.  

CEO, or ‘Chief Executive Officer’

Usually the highest-ranking person in the organisation.  This will be you.  CEO’s are responsible for setting, executing and managing the overall strategic direction of the company, and for making the highest-level major corporate decisions. The CEO will work closely with their Chief Operating Officer to ensure that the company complies with all relevant laws and regulations, and maintains good relationships with government and industry organisations. They also serve as the company’s main representative to shareholders, customers, and other stakeholders, fulfilling among these, other high-level duties.

Chief Operating Officer (COO)

The COO is responsible for the day-to-day operations of the company, including production, logistics, and supply chain management. The COO works closely with other members of the leadership team to ensure that the company’s operations are aligned with the overall business strategy. They also work with other departments including finance, marketing, and human resources to ensure that the company’s operations are integrated with the overall business plan.

Chief Financial Officer (CFO)

A chief financial officer (CFO) is responsible for managing the financial resources of the company. The CFO will typically report to the CEO or COO, depending on the specific hierarchy of the company. CFO’s play a crucial role in the financial management and advising the CEO and COO on the strategic decision-making of the organisation especially in the area of finance. Some specific responsibilities may include:

• Financial Reporting: The CFO is responsible for ensuring that financial reports are accurate, timely, and compliant with regulatory requirements.
• Risk Management: The CFO is responsible for identifying and managing financial risks facing the company.
• Investment and Capital Allocation: The CFO plays a key role in decision-making related to investments, mergers and acquisitions, and other financial matters.
• Treasury Management: The CFO is responsible for managing the company’s cash flow, credit facilities, and other financial assets.
• Compliance: The CFO is responsible for ensuring that the company complies with tax laws and regulations, and for managing the company’s relationships with banks and other financial institutions.

CFOs are also expected to be aware of the laws and regulations that govern the company’s operations and to ensure that the company’s financial reporting and policies are in compliance with the Accounting Standards and Corporations Act.

Chief Technology Officer (CTO)

The chief technology officer (CTO) is responsible for the company’s technology procurement, implementation, maintenance and strategic direction. The CTO plays a crucial role in the company’s growth and innovation. Board members will often rely on their diverse technical knowledge in relation to systems and relevant regulations. Specific responsibilities may include:

• Research and Development: The CTO is responsible for identifying new technologies and conducting research and development to improve the company’s products and services.
• Innovation: The CTO is responsible for fostering a culture of innovation within the company and developing new products and services to drive growth.
• IT Management: The CTO is responsible for the company’s IT infrastructure, systems, and data security.
• Talent Management: The CTO is responsible for recruiting, training, and retaining a talented IT team.
• Compliance: The CTO is responsible for ensuring that the company’s technology complies with relevant laws and regulations.

This includes some of the most common management roles found.  Another role you will consider is the Chief Marketing Office (CMO).  The CMO will take care of all aspects of marketing.  

Now you can see by designing your org chart you are putting time and effort into understanding your business and its needs.  You can then use people to further your objectives to get your business to operate better.  

For example, you can appoint key staff to advise, often referred to as a board of operations.

Board of Operations

A ‘Board of Operations’ or ‘Operations Board’ is a group of senior executives who are responsible for overseeing the day-to-day operations of the company. This board may be led by the COO, as well as any high-level managers and heads of other departments (HOD’s). The board of operations is responsible for ensuring that the company’s operations are running smoothly and efficiently, and that they are aligned with the overall business strategy.

The main function of a board of operations is to bridge the gap between the management team and the company’s board of directors. The board of operations provides the management team with the support and resources they need to achieve their goals, and it also provides the board of directors with regular updates on the company’s operational performance.

An operations board will typically meet on a regular basis, to review the company’s performance, to identify and address any operational issues, and to make lower-level strategic decisions. The board of operations also acts as a sounding board for the management team, providing feedback and guidance on key decisions.

Middle Management and Supervisory Staff

Middle management and supervisors play a crucial role in the hierarchy of an organisation as they’re responsible for overseeing the day-to-day operations of specific departments and teams. They are responsible for ensuring that their team meets its goals, and that the work is done efficiently and effectively. They also serve as a liaison between the staff and management. The specific responsibilities of middle management may vary depending on the company’s size and industry, but will generally include:

• Planning and Coordination: Middle management is responsible for planning and coordinating the activities of the department or team they manage.
• Frontline Staff Supervision: They are responsible for supervising the staff and for providing guidance and feedback to help them improve their performance.
• Problem Solving: They are responsible for identifying and resolving problems that arise within the department or team.
• Communication: Communication of training, strategies, changes in policy and decisions made by members of senior management teams.

Supervisors play a critical role in the leadership and management of the company, and are responsible for ensuring the smooth running of day-to-day operations on the frontline. They’re responsible for the supervision, training, development, and performance of their team members, and they help to ensure that the company’s products or services meet the expectations of its customers. 

Additional duties may include:

• • Scheduling: Creating and managing schedules for teams.
  • Training: Supervisors are responsible for providing training to staff on new procedures and processes.
  • Quality Control: Responsibility for ensuring that the work of their team meets the required quality standards.
  • Communication: Responsibility for communicating with other departments and with the top-level management to ensure that the department or team is working towards the company’s overall goals.
  • Performance Management: Supervisors are responsible for monitoring the performance of their team, providing regular feedback and coaching to help them improve their performance,  and taking necessary actions to address any issues in consultation with their line managers.

• Recruitment and Retention: Some supervisors will hold responsibilities for recruitment and retention, working closely with frontline staff . They have an in-depth understanding of the work that needs to be carried out and as such are well-equipped to support recruitment efforts while ensuring their current team remains safe, happy and well.

• Safety and Compliance: Supervisors will be responsible for ensuring that their team’s work and behaviour complies with all relevant safety, health, and environmental laws and regulations. They’re supported by management teams to ensure that their team is trained on the relevant laws and regulations, and that the necessary procedures are in place to ensure compliance with these regulations.

Cross-Functional Teams

There are numerous benefits to cross-training internal staff and providing cross-functional operational teams as it can:

1. Facilitate closer collaboration and communication: Cross-functional teams bring together individuals with different skill sets and perspectives, which can lead to a more diverse range of ideas and solutions. Team members will also learn from each other, which can improve their own skills, knowledge and competence.
2. Increase efficiency and productivity: Cross-functional teams are able to work more efficiently and effectively because they have access to a wider range of skills and expertise. This can lead to faster completion of projects and a higher quality output.
3. Promote innovation and creativity: Cross-functional teams can promote innovation and creativity by bringing together individuals with different backgrounds and experiences, who can bring new and unique ideas to the table that may not have been previously explored.
4. Enhance the understanding of the entire organisation: Cross-functional teams help members understand the work, challenges, and objectives of other departments, leading to a better understanding of the organisation as a whole, and how the different departments contribute to the company’s goals.

I am not suggesting for a moment you start to employ or look for people.  The point of this article is to get you organised and think about management.  It will make it a much easier transition to getting the right people if you start to document what it is you do.  For example, eventually you will employ a marketing manager.  What do you want this manager to do?  What do you do?  How do you want them to go about doing these activities?  By documenting what you do, you get down to a granular level.  The documenting need not be a complicated, it could be a simple as a checklist.  

For example, what do you do when a potential customer calls?

1. Answer phone calls promptly 
2. Introduce yourself and your role and thank the caller for contacting the business
   1. There is a script for this 
3. Speak clearly 
4. Listening actively, take notes as this will form the basis of your response and demonstrates that you were listening
5. Identify the purpose of the call – questions to ask 
   1. There is a script for this 
6. Taking a message 
   1. There is a script for this