Table of Contents

Name of Small Business ................................................................................................................. 2

Type of Business ............................................................................................................................. 2

Vision Statement ............................................................................................................................. 2

Mission Statement........................................................................................................................... 2

Location: ......................................................................................................................................... 2

Number of Staff and Positions ........................................................................................................ 3

Business Structure ........................................................................................................................... 3

Managing Change ........................................................................................................................... 4

Leadership ....................................................................................................................................... 4

References ....................................................................................................................................... 6

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Name of Small Business
Falcon Elevators

Type of Business
Falcon Elevators has expertise in providing services in elevator and escalator industry. We
specialize in importing, manufacturing, installation and servicing in elevators and escalators. My
business firm helps big construction company to outsource their elevator or escalator installation
tasks at various sites. My firm operates on the principle of flat hierarchy where mechanical and
electrical teams perform the duties independently. After assigning the tasks, the operational,
mechanical and electrical teams commence their duties and have to complete the task in given
timeframe. Each team has a supervisor; a team leader and members are required to report to him.
So, each department of the firm operates independently and timely completes the outsourced tasks.

Vision Statement

To become India’s number one company in elevator and escalator industry. Moreover, I want my
company to adapt to sustainable business practices to sustain competitive advantage in all fields;
operations, mechanical and electrical. Moreover, in 5 years’ time my organisation would start
exporting the elevators in the Asian countries.

Mission Statement

Falcon Elevators has a tagline of ‘we move you swiftly’. We strive to create a better everyday life
for people and accelerate world’s transition to sustainable energy by offering energy efficient
elevators and escalators.

Location:

We are located in Mumbai, Maharashtra state of India as it is one of the wealthiest and most
populated city in India. The city has a population of more than 15 million and attract migrants
from all over India, making Mumbai the melting pot of diverse communities and cultures.

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Moreover, Mumbai is the financial, commercial and entertainment capital of India where Falcon
Elevators can easily target the diverse consumers. Likewise, the company can benefit from skilled
and inexpensive human resource available in Mumbai.

Number of Staff and Positions

Falcon Elevators has more than 100 staff members. The mechanical team has 20 people, electrical
team has 20 people and manufacturing team comprise of 25 people. Moreover, the managerial staff
has 10 persons including manager operations, sales, marketing, public relations, finance manager
and office manager. Lastly, 25 people are in factory for manufacturing and assembling electrical
and mechanical components and providing monthly maintenance services. Main positions include
CEO, Manager Operations, Manager Marketing, Manager Sales, Manager Public Relations,
Manager Finance, Factory Supervisor, Electrical Lead Manager and Mechanical Lead Manager.
All the departments operate independently yet they are highly synchronized and monitored.

Business Structure

The business structure in my business is flat hierarchy. A flat hierarchy has fewer levels of
management and staff members assume responsibility. The staff is not controlled or supervised
and they are encouraged to take decisions to benefit both the employee and the organisation.
Through flat hierarchy, the employees feel motivated and involved in the organisation. Recently,
Elon Musk has hinted at flattening the management structure at Tesla (Walker, 2018). Numerous
advantages of having a flat hierarchy include (Baker, 2015);
 Employees are encouraged to assume responsibility in the organisation
 Communication is easy and clear
 Flat hierarchy removes excessive managerial layers and speeds the flow of information
 Coordination is improved as departments act independently with one leader
 Employees are involved in decision making process within organisation
 Cost-cut by eliminating salaries of middle managers
 Employees are empowered and work autonomously
 Innovative and collaborative work culture in the organisation

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Moreover, the flat hierarchy in my organisation has enhanced the productivity, collaboration as
each employee has to respond to their respective team leader. The departments act independently
without any interference. However, in my organisation the responsibility and accountability
becomes diffused due to the flat hierarchy. Moreover, there is lack of promotional opportunities
in the organisation as the positions are limited and the number of staff is limited.

Managing Change

Managing change is always a difficult task. The human resource available in India is not
comfortable in using high-tech equipment, health and safety standards and using smartphones for
communication. However, at the managerial level we have strictly introduced the finger print
attendance system to discourage late arrivals at office and factory. Moreover, each member has
been provided with safety shoes and equipment. Likewise, for improved coordination and
communication, the employees are given smartphones. The electrical staff members have been
given access to laptops for the programming and commanding the control panel of the elevators.
We have introduced performance-based pay so that employees feel motivated and remain
productive. Moreover, my firm operates on commission basis in all fields; operations, sales,
production and installation. Change management is essential for ensuring optimal productivity and
reducing operational costs. Moreover, change management promotes the innovative work culture
(Burnes, 2009). If the organisations have no proper change management then they may suffer
financial losses (Kerr, Mcnulty and Coutu, 2004). Henceforth, small organisations need to adapt
to proper change management process to avoid time delays and financial risks.

Leadership

The performance of the organisation depends on the leadership style (Sorooshian, 2009). It is
important for the leader to take every member along oneself. As a leader, I prefer using laissez-
fair style of leadership in my organisation. I was lucky to have first job experience in United Arab
Emirates where my leader encouraged me to excel and gain confidence and whatever I am today
is because of my first job in UAE. Henceforth, I am continuing the same experience in India as

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well and I prefer delegating the power to the managers and staff alike. In laissez-fair, the employees
are encouraged to analyse the situation and determine what is required and consequently make
decisions. In this way, the employees feel more involved and committed with the organisation.
However, as a leader I set put priorities and delegate specific tasks so the employees get proper
knowledge and training. As my organisation is providing diverse services; operations,
manufacturing and installation, I cannot do everything. Henceforth, the leaders need to fully trust
the team and have full confidence in the employees to carry-out the activities in the best possible
way (Kleiner, 2005). Each member is skilled enough to carry out tasks in their respective fields.
However, to ensure accountability we hold bi-annual meeting with the managers of each
department to check whether all departments are synchronized or not.

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References

 Baker, S. J., (2015). Exploration of Equality and Processes of Non-Hierarchical Groups.

Journal of Organisational Transformation & Social Change, 12 (2), pp. 138-158.
 Burnes, P., (2009). Organizing for Radical Product Innovation. Journal of Marketing
Research, 474-487.
 Kerr, S., Mcnulty, E. Coutu, D. L. (2004). When Changes Come Undone: Management
Dilemma. Case Studies from the Pages of the Harvard Business Review, Harvard Business
School Press.
 Kleiner, A. (2005). Measuring Organization Performance. International Journal of
Logistics Management, 177-186.
 Sorooshian, K. (2009). Measuring Organizational Performance. Journal of Business
Strategy and the Environment, 177-191.
 Walker, S. (2018). There’s a War on Middle Management and Tesla Just Joined It. [online]
WSJ. Available at: https://www.wsj.com/articles/theres-a-war-on-middle-management-
and-tesla-just-joined-it-1526648400 [Accessed 18 Sep. 2019].