UNIVERSITY OF THE EAST - CALOOCAN

College of Fine Arts, Architecture, and Design

A.Y. 2021-2022

Professional Practice 2
Final Research Paper

A Research Presented to the

Faculty of the College of Fine Arts, Architecture, and Design
University of the East - Caloocan

In Partial Fulfillment
of the Requirements for the subjects
FAR 328: Professional Practice 2

Submitted to:
Ar. Murielle N. Gallardo-Cristobal, UAP REA, REB

Submitted by:
Gregorio, Shiela Mae B.

ARCH 3A
December 2021
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TABLE OF CONTENTS

Title page

I. CHAPTER 1: The Architect's Office…………............................……………………………….2

II. CHAPTER 2: Types of Office Organization............................…….………………………….5

Single Proprietor………………………………………………………....…………...........….5
The Partnership …………………………………………………...………………...………...5
Associates………………………………………………………………………….…..…….…7
The Corporation………………………………………………………..……..………...…..….7
Joint-Ventures……………………………………………………….....…..…………...…..….7

III. CHAPTER 3: New Forms of Business Formations……….………............……….....……10

IV. CHAPTER 4: Internal Organizations……….……......................…..........………….....……12

Definition…………………………………………………….………..........………….....……12
Types of Internal Organization……………………………………....………………….......12

V. CHAPTER 5: Architectural Office Personnel………………………………………...….…...15

.
VI. CHAPTER 6: Sample Company Organizational Chart…………………...………...……...22

Simple Office…………………………………………………….………………...….....……22
Partnership……………………………………...………………...............................….......22
Corporation…………………………………………………….......………………….....……23

VII. CHAPTER 7: Conclusion……………………………................................................……...24

VIII. Reference …………………………….......................................................................……...26

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CHAPTER 1

THE ARCHITECT’S OFFICE

An architect's office is envisioned as a platform for architectural dialogue, creativity, and

design. As a result, it should unfold and interact in such a manner that its users feel linked to one
another and to the spatial surroundings around them. Furthermore, a brief insight into human
psychology and how our thoughts respond to their surroundings might most likely assist design
the ideal sort of atmosphere for an architect to work in.

Human behavior is influenced by workplace design. A well-designed office stimulates

optimism and creativity, whereas a poorly-designed one can destroy morale. As we dig into the
design of the architecture office space, it is preferable to have a workspace that has a positive
influence on workers, allowing them to perform efficiently and successfully.

According to HMC Architects (2019), the following principles, in particular, make offices
far more welcoming and effective:

• Recognizing that workplace design has a substantial impact on human behavior.

• Taking into account the office's location and facilities.
• Creating an indoor environment that is both productive and comfortable.
• Encourage employee and supervisor collaboration.

These ideas in an architecture office design produce a setting where employees feel at
ease, supported, and driven.

1.1 Recognizing that Workplace Design has a Substantial Impact on Human Behavior

The culture built by designers the moment you step through the door of a job (whether
purposefully or accidentally) can already achieve. A well-designed area has an open and
invigorating vibe about it. It motivates individuals to think more freely and to be more productive.
When you use successful office architectural design principles to foster a healthy culture, you
enhance every facet of workers' day-to-day interactions.

A poorly designed office, on the other hand, has the opposite impact. Workers feel
confined and disheartened because of harsh artificial lighting, hard seats, and uninteresting
cubicles. Poor design can also have a negative impact on the physical well-being of employees.
Poor office ergonomics, for example, has been related to chronic pain, disability, and stress.

Humans are designed to be outside, working in groups to solve issues. Sitting at a desk
by yourself for eight hours a day is not a natural activity. By responding to our innate impulses,
better office design influences human behavior. So, while relatively few of us work outside
anymore, we may improve the way we do business by establishing an office area that feels
remarkably similar.

1.2 Taking into Account the Office's Location and Facilities

It is vital to find a location and navigate the office. The spot must evaluate the most significant
characteristics of workers in an architect's workplace, which include proximity to home, clients,
and industry partners. HMC Architects (2019), provides a variety of lists that are useful in planning.

• Walking distance to amenities (such as restaurants, stores, or outdoor dining places).

• Public transit is available nearby.
• Easy access to the highway.
• Connected to the office by safe bike lanes or pedestrian paths.
• Indoor and outdoor common area that may be utilized for informal gatherings and
meetings.
• Individual semi-private place for private calls and/or intense concentration.

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By making working environment more flexible and intuitive, you will have happier, more
productive staff. They will have a variety of commuting options, including vehicle, bus, trolley,
bike, and foot.

It is also critical to use these office architectural design elements within the structure itself.
The environment should be simple to traverse, adaptable, and accessible to everybody. The
architects will do the following to accomplish this:

• Make a friendly and informative greeting area. The room is set off by high ceilings
and abundant of natural light, making it seem open and cheerful. Workers are directed
from point A to point B by casual seating, educational signage, and the judicious use
of accent colors.
• Flexible workstation clusters enable personnel to work more dynamically as a
team on projects. All of the workstations will feature motorized sit/stand capabilities,
ergonomic seating, and each workstation will have a mobile personal storage cabinet,
allowing team members to move more easily from one team to another to work on
different projects over time.
• To give a spatial/visual break and to allow for different sorts of cooperation and
work, informal meeting places are purposely carved into the open office setting.
The main truth is that individuals desire the ability to customize their work
surroundings. It's natural to desire to improve your environment to make it more
functional.

1.3 Creating an Indoor Environment that is Both Productive and Comfortable

Human behavior is highly influenced by workplace interior design. Every week, employees
spend a significant amount of time at work. If all they see for days on end is the glare of their
computer displays or the walls of their cubicles, their motivation and productivity will soon dwindle.

HMC Architects (2019), employs the following interior office architectural approaches to
address this prevalent issue:

• Bringing in the outdoors. The value of natural light cannot be emphasized.

Numerous studies have demonstrated that permitting ambient natural light to
penetrate deep into the built environment provides a plethora of benefits for
building occupants. Natural light has been shown to increase happiness, health,
and productivity. The amount of light that may enter the area is also determined by
the design of the structure. By elongating the structure with narrow floor plates,
light from side windows may reach deeper into each room. Because there is more
outside wall space available, L-shaped or U-shaped structures allow in more
natural light. When designing the County of San Diego North Coastal Live Well
Health Center, we adopted this method. This biophilic approach to design is also
explored when considering the use of color, material, indoor plant options, and
even artwork/photography, since they all contribute to reinforce the link to nature.
• Making greater use of artificial lights. Workers must be able to see what they
are doing; therefore, you may need to supplement the natural light with artificial
lighting to increase visibility. It is better to utilize diffused light that is focused
upward. It minimizes glare on computer displays and gives the impression that you
are sitting under a tree on a bright day.
• Including light cycles in the workplace. Light cycles aid in the maintenance of
healthy circadian rhythms in employees. You may set your lights to dim or change
color on their own. Window coverings can also be programmed to let more or less
natural light into the working space throughout the day and seasonally.
• Taking acoustics into account. Even when workers are discussing projects or
socializing, soft furnishings and acoustical treatments keep the office from being
too noisy. Office rooms should be acoustically constructed to absorb a certain level
of noise in order to allow for attention when needed, however social areas such as
dining halls can be significantly noisier.

1.4 Encourage Employee and Supervisor Collaboration

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Offices used to have a rigorous hierarchy. The leaders would have big corner offices with
plenty of natural light, while the rest of the staff would be stationed in the middle, often within
towering, dimly lit cubicles.

The problem with this office architectural style is that it inhibits cooperation. Executives do
not have as much interaction with their staff. Employees, too, feel isolated when there is only one
open workspace.

You'll achieve greater outcomes and increase everyone's pleasure if you flip this
arrangement. You may accomplish this by:

• Putting executives in the thick of things. Moving executive offices and

conference rooms to the center encourages employees to approach their
managers with concerns or to collaborate on imaginative new ideas. The use of
glass walls guarantees that these office spaces receive enough of natural light
while also breaking down the barrier between executives and staff. Everyone will
begin to behave as a unit.
• Utilizing a combination of soft collaborative and task seating. Task seating is
often firm in order to support people's backs as they work. These sorts of seats are
still necessary, but you should also provide softer seats in collaborative zones.
Couches or soft modular furniture are perfect for use in lounge areas and
conference rooms. Because these seats are so comfy, people will instinctively
draw toward them. This increases the likelihood of collaboration.
• Soft collaboration and task sitting are being used in conjunction. Because it
supports people's backs as they work, task seating is often rigid. These sorts of
seats are still necessary, but you should also provide softer seats in collaborative
areas. Couches or soft modular furniture fit perfectly in lounge areas and
conference rooms. Because these seats are so comfy, people will instinctively
draw to them. This increases the chances of collaboration.
• Providing additional alternatives. In general, you should provide your
employees more freedom of movement and customization. Not everyone thrives
at a desk or in an open office layout. Allowing employees to change their working
conditions is not only more compassionate, but it also empowers them. They may
take pride in their job and feel that they are an important component of the
organization.

Every office is unique. Collaboration is important in certain offices. This is why it is better
to employ workplace design elements that promote collaboration. Other companies are less
cooperative. It is critical in these sorts of settings to have a broader variety of separate work
stations so that employees may focus on their respective jobs.

Regardless matter the style of workplace you wish to create; you should start by listening
to your employees. According to HMC Architects (2019), they employ a "choosing by benefit"
approach to determine the design components that are most important. They encourage workers
to develop a list of the facilities they desire throughout this process. Then, based on what they
know about the workplace culture and their years of expertise creating functional and safe office
buildings, they expand on this list. By the conclusion of the process, we'll know exactly how to
meet the demands of each worker.

When it comes to workplace design, you must get it right the first time. Workplace design
has an instantaneous impact on human behavior, for better or ill. Working with a firm that
understands the tremendous influence of design on happiness and productivity allows you to
better serve your employees and run a lot more successful business.

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CHAPTER 2

TYPES OF OFFICE ORGANIZATION

The single most essential decision you'll make for your firm is its type of office organization.
A variety of elements, many of which will determine your company's destiny, will be influenced by
the shape your firm takes. Aligning your goals with the type of company organization you have is
a key step, so understanding the benefits and drawbacks of each form is critical. The shape of
your firm will have an impact on:

• The way you are taxed

• Your legal responsibility
• Formation costs
• Operational expenses

2.1 Single Proprietor

Sole proprietorship is the simplest and most frequent type of company ownership. It is a
firm that is owned and operated only for the benefit of the owner. There is no separation between
the company and you, the owner. You are entitled to all earnings and are liable for all debts,
losses, and obligations incurred by your firm. To start a sole proprietorship, you do not need to
take any formal steps, but you must get the appropriate licenses and permissions, just like any
other firm. Because the life of the business is solely dependent on the actions of the owner, when
the person dies, so does the business.

Advantages of Sole Proprietorship Disadvantages of Sole Proprietorship

All earnings are subject to the owner's
discretion.
There is little regulation for sole
proprietorships.
Owners have complete control over how the
firm is operated.
There are low prerequisites for getting
started, generally only a company license.
The owner is fully accountable for any
business obligations.
Equity is restricted to the owner's own assets.
Proprietorship ownership is difficult to
transfer.
There is no distinction between personal and
commercial revenue.

2.2 The Partnership

A partnership is a single firm owned by two or more persons. Each partner contributes to
every facet of the firm, whether it's money, property, work, or expertise. In exchange, each partner
shares in the company's gains and losses. Because partnerships involve more than one person
in the decision-making process, it is critical to consider a wide range of topics ahead of time and
draft a legal partnership agreement. They are not legally needed, but they are recommended so
that you know how you will make future business decisions from the start.

All partnerships are governed by state law in their formation and operation. It would be too
long to describe the laws of all fifty states; hence, this section offers some generalizations that
may differ depending on jurisdiction. Partnerships are subject to extremely limited federal
legislation, especially in the field of federal income taxation.

A general partnership is formed when two or more persons or organizations agree to

work together to run a profitable business. A partnership normally works under the terms of a
formal partnership agreement, but this is not required. In many cases, the sole criterion is that two
or more people join together to run a profitable business. In general, both owners contribute
money, property, labor, and so on to the firm and are equally accountable for its obligations. In
other words, even if you just invest a little amount in a general partnership, you are theoretically
liable for all of its debt. General partnerships do not need a formal agreement; partnerships can
be verbal or even implicit between two business owners.

Entrepreneurs must exercise caution since a general partnership can be formed informally
via the acts of two or more persons or entities operating a company for profit while sharing

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management responsibilities. State courts may consider these activities to be the formation of an
informal or formal partnership. As a result, if two businesses or persons decide to pursue a
combined commercial operation or plan, the parties should formalize their intentions in a written
agreement. Many state laws require some types of partnerships to have a formal written
partnership agreement or articles of partnership. If the partnership is of a shorter term, it may be
preferable to engage into a joint venture agreement. In any scenario, before beginning on a new
endeavor, the entrepreneur must have a clear grasp of the exact business connection, which a
partnership agreement may and should describe.

A partnership agreement handles several key matters, such as each partner's monetary
commitment, their managerial tasks and other obligations, how profits and losses are to be split,
and all of the partners' other rights and duties.

A written agreement between the partners is required for limited partnerships. They must
also submit a partnership certificate with the state. Partners in limited partnerships can restrict
their personal liability for corporate obligations based on their percentage of ownership or
investment.

Partnerships come in a variety of shapes and sizes, including general partnerships (GPs),
limited partnerships (LPs), limited liability partnerships (LLPs), and, in some jurisdictions, limited
liability limited partnerships (LLLPs) (LLLPs). Any limited liability entity must be registered in every
state. The responsibility of the owners in GPs is "joint and several," which means that not only is
the partnership organization liable, but so is each general partner.

As a result, the formation of an LP may minimize the liability of partners. A limited

partnership necessitates the presence of at least one general partner and one or more limited
partners. Unless they take on the tasks of a general partner, a limited partner's responsibility is
normally restricted to their investment. The general partner is directly accountable for the LP's
activities.

LPs have been around for a long time and allow investors to support a firm while limiting
their investment and personal risk. LPs are often utilized in firms that require investment cash but
do not require LP investors to participate in management. Examples include commercial real
estate purchases by the LP, the production and financing of films or Broadway plays, and the
drilling of oil and gas wells.

Some states have just lately begun to enable variants on the LP structure, allowing firms
to incorporate a comparable type of partnership company. Law companies and accountancy firms
are frequent examples of limited liability partnerships. The partners are licensed professionals
who have limited accountability for financial commitments arising from contracts or torts but
complete culpability for their own personal negligence. The major distinction between an LLC and
an LLP is that an LLP must have at least one controlling partner who is personally liable for the
partnership's activities. The legal liability of an LLP is the same as that of an owner in a basic
partnership. Entities founded with a founding partner or partners, such as law companies,
accounting firms, and medical practices, are frequently structured as an LLP. In this circumstance,
junior partners often make choices related to their own practice but lack a legal voice in the firm's
strategy. Managing partners may possess a greater proportion of the partnership than junior
partners.

A limited liability limited partnership (LLLP) is the ultimate form of partnership, which
permits the general partner in an LP to restrict their liability. In other words, everyone, even the
general partner who oversees the firm, is protected by limited liability in an LLLP.

Advantages of Partnership Disadvantages of Partnership

The use of shared resources increases the
amount of money available to the firm.
Each partner shares the company's overall
profits.
A proprietorship has the same freedom and
simplicity as a sole proprietorship.
Each partner is 100% responsible for debts
and losses.
Selling the business is difficult—requires
finding new partner.
Partnership ends when any partner decides
to end it.

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It is inexpensive to form a legal or informal

business partnership.

2.3 Associates

When a business invests in a smaller company but only gains a minority ownership or a
non-controlling interest in it, the company is referred to as an associate company.

Another firm or group of companies may possess a portion of an affiliate company. Unlike
a subsidiary, the parent firm or companies normally do not consolidate the financial accounts of
the associate company (where the parent company usually consolidates the financial statements).
Typically, the parent business reflects the value of the associate firm on its balance sheet as an
asset.

The combined financial statements of a parent business and its linked firms or subsidiaries
are known as consolidated financial statements. While there is normally no requirement for an
associate company's activities to be consolidated, there are tax requirements that must be
followed when filing financial statements and tax returns in most countries.

Associate firms may also be used to describe a joint venture with multiple diverse partners,
each of whom offers a unique element to the group. For example, one partner may hold
manufacturing facilities, another may have technology for a new product, and a third may have
access to funding. They can start a new firm that is an associate of all three but not an affiliate of
any of them.

2.4 The Corporation

A corporation is owned by a group of people known as shareholders and has a separate

and different personality from them. Shareholders are solely liable for the corporation's obligations
up to the amount of their capital contribution. Corporations, which can be either stock or non-
stock, are governed by a Board of Directors or Trustees.

Corporations are taxed as independent entities and are regarded as legal persons. This
means, among other things, that a corporation's profits are taxed as the company's "personal
income." Then, any revenue delivered to shareholders as dividends or profits is taxed again as
the owners' personal income.

It is a separate legal entity that is owned by shareholders. This implies that the company,
rather than the shareholders who own it, is legally accountable for the acts and obligations
incurred by the firm.

Corporations are more complicated than other company forms since they have high
administration expenses as well as complicated tax and legal obligations. Because of these
concerns, corporations are often recommended for well-established, bigger businesses with
several employees.

Advantages of Corporation Disadvantages of Corporation

Limits the owner's liability for debts or losses.
The corporation owns the profits and losses.
Relatively simple to transfer to new owners
Personal assets cannot be confiscated in
order to pay off commercial obligations.
Corporate activities are expensive.
The expense of forming a corporation is high.
Starting a corporate firm necessitates a large
amount of paperwork.
Except for a few exceptions, corporate
income is taxed twice.

2.5 Joint Ventures

A joint venture is essentially a temporary collaboration formed by two firms to acquire

mutual benefits such as expenditure sharing and working toward common goals and the

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accompanying potential revenue. Costs, risks, and benefits are shared in joint ventures. A joint
venture, for example, might assist accelerate your company's growth by acquiring access to extra
equity, new markets, or new technologies. Partnerships and joint ventures have many similarities,
yet they also differ significantly.

The Philippine Supreme Court defines a joint venture as "an association of persons or
companies jointly undertaking some commercial enterprise; generally, all contribute assets and
share risks, necessitating a community of interest in the performance of the subject matter, a right
to direct and govern the policy in connection therewith, and a duty, which may be altered by
agreement to share both in profit and losses." [Kilosbayan vs. Guingona (1994), 232 SCRA 110]

"The legal notion of a joint venture derives from common law. It has no exact legal
definition, although it has traditionally been understood to signify a transitory organization. It is
difficult to differentiate from a partnership since its characteristics are similar—community of
interest in the firm, profit and loss sharing, and a shared right of control. The fundamental contrast
stated by most common law judgments is that a partnership assumes a general business with
some degree of continuity, whereas a joint venture is created for the execution of a specific
transaction and hence has a transient nature. This statement is not totally correct in this
jurisdiction, because under the Civil Code, a partnership can be special or universal, and a
particular partnership might have a specified enterprise as its aim. As a result, it appears that
under Philippine law, a joint venture is a type of partnership and should thus be controlled by
partnership law."

Because a joint venture is a specific partnership, it would include the following

characteristics:

• It would have a separate and independent legal identity from each of the co-
venturers.
• Beyond their contributions to the joint venture, each co-venturer would be
accountable to the joint venture's creditors with their own property.
• Even if a co-venturer transfers his stake to another, the transferee does not
become a co-venturer in the joint venture with the others until all of the other co-
venturers concur. This is consistent with the delectus personarum idea.
• In general, co-venturers operating on behalf of joint venturers are agents having
the authority to bind the joint venture.
• Any co-death, venturer's retirement, insolvency, civil interdiction, or dissolution
terminates the joint venture.

A business cannot, in general, become a partner. This restriction is founded on public

policy, because under a partnership, the company would be obligated by the actions of individuals
who are not officially appointed and authorized agents and officials. This would be completely
contrary to the law's goal of requiring the company to conduct its own business independently
and exclusively.

It should be noted, however, that such a joint venture may be registered as a partnership
if and only if the following conditions are met:

• The articles of incorporation of the corporations concerned must specifically permit

the company to engage into partnership contracts with others in the course of its
operations.
• The partnership agreement or articles of incorporation must state that all partners
shall manage the business; and
• The articles of partnership must state that all partners are and will be jointly and
severally accountable for all of the partnership's liabilities.

When two or more persons or firms agree to conduct a for-profit business venture for a
specified goal, this is referred to as a joint venture. A joint venture is comparable to a formal
partnership, but the aim and length are different. Joint ventures are often employed for a specific
purpose and for a limited time. One example of a joint venture had BMW and Toyota working
together to explore ways to enhance the batteries in electric automobiles, with a single goal and
a time constraint of 10 years.

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Companies typically form a joint venture to avoid the appearance of forming a partnership,
because partnerships generate long-term commitments between the parties, but a joint venture
is a limited commercial operation. Typically, two commercial entities work together on a
collaborative endeavor. The joint venture agreement allows the organizations to focus on a single
business goal while keeping their other activities and initiatives independent.

A joint venture agreement can be used by an entrepreneur to grow a business enterprise,

and if the business enterprise is successful, a new corporation can be formed to take over the
joint venture's activities and carry the firm to the next level. As a result, a joint venture might be
an excellent approach to put a company notion to the test. If the venture is a success, the activities
and assets can be transferred to another firm that can accept outside investment. A joint venture
also allows the parties to test the relationship between the companies, allowing them to build a
commercial partnership with less risk.

Joint ventures might involve big or small parties, or parties from the private or public
sectors, or a combination of sorts of organizations, most typically culminating in a joint venture
organized as a company or LLC.

Highlights the relationships between the companies in a joint venture

Figure 2.5.1 Joint ventures are independent commercial entities that are usually owned and run
by two other businesses. (Attribution: Copyright Rice University, OpenStax, under CC BY 4.0
license)

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CHAPTER 3

NEW FORMS OF BUSINESS FORMATIONS

When starting a firm, the entrepreneur can choose from a number of distinct structures:

• Sole Proprietorship
• General Partnership
• Limited Liability Company (LLC)
• Limited Liability Partnership (LLP)
• C Corporation and
• Sub-chapter S Corporation

The distinctions between these company forms are centered on a few key factors, such as
taxation and the personal accountability of the firm stockholders. In terms of taxes, the business
structure chosen will determine whether business profits can be passed through to shareholders
(i.e., profits are subject to only one level of taxation at the shareholder level) or whether business
profits must be taxed twice, once at the business level and again at the shareholder level if
distributed to shareholders. Concerning liability, the company structure chosen will also determine
whether shareholders will be accountable for the business's debts or if shareholders will only be
risking the cash, they spent to obtain shares in the business.

Sole Proprietorship

The most frequent type of company organization is a sole proprietorship. It's simple to set
up and gives the owner total management control. However, the owner is individually accountable
for all of the company's financial obligations.

General Partnership

A partnership is formed when two or more people agree to split a company's earnings and
losses. The partnership does not bear the tax burden of earnings or the benefit of losses; gains
and losses are "passed through" to partners to declare on their individual income tax returns. The
biggest downside is liability—each partner is personally accountable for the business's financial
commitments.

Limited Liability Company (LLC)

A limited liability company, or LLC, is a hybrid business form that combines the legal
liability protection of a corporation with the operational freedom of a partnership or sole
proprietorship. The creation, however, is more complicated and formal than that of a general
partnership.

ADVANTAGES OF A LIMITED LIABILITY COMPANY

• The most typical business form, designed primarily for small firms.
• Insurance is required in the event of a lawsuit.
• Legal entity distinct from others
• It is usually taxed like a sole proprietorship.
• The number of owners is limitless.

DISADVANTAGES OF A LIMITED LIABILITY COMPANY

• Forming can be pricey.

• Annual administrative expenses
• Individual tax obligation
• It is strongly advised to get legal and accounting advice.

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Limited Liability Partnership (LLP)

To comprehend an LLP, it is preferable to begin with a general partnership. A general

partnership is a for-profit entity formed by the joint agreement of two or more people.

This is a pretty technical term for two or more individuals collaborating to earn money. A
general partnership might be quite casual. All it needs is a common interest, sometimes a formal
contract (though not always), and a handshake.

• Restricted liability partnerships (LLPs) provide a partnership structure in which each

partner's responsibilities are limited to the amount invested in the firm.
• Having business partners entails distributing the risk, using individual abilities and
knowledge, and creating a division of labor.
• If the partnership collapses, creditors will not be able to seize a partner's personal assets
or income.
• LLPs are prevalent in professional services businesses such as law firms, accounting
firms, and wealth managers.

C Corporation

A C-corporation is a corporation that is taxed independently of its shareholders. It limits

the owners' liability, enabling greater risk-taking and possible investment.

ADVANTAGES OF A C-CORPORATION

• Liability is limited.
• Shareholders can sell their shares in order to transfer ownership.
• The selling of shares makes it easier to raise capital.
• The company provided fringe perks.
• Tax advantages

DISADVANTAGES OF A C-CORPORATION

• Taxation twice (corporation and shareholder earnings taxed)

• Forming can be pricey.
• More administrative responsibilities - obliged by law to convene annual meetings, inform
stockholders of the meeting, preserve meeting minutes, and turn in minutes.
• Corporate taxes are paid at a separate period than other types of business taxes.

S Corporation

An s corporation, commonly known as a subchapter S-corporation, provides its

shareholders with limited liability. Earnings and profits of S-corporations are regarded as
distributions rather than income taxes. The money earned by the stockholders must be reported
on their personal income tax filings.

ADVANTAGES OF S-CORPORATION

• Liability is limited.
• It prevents double taxes.
• Profits are only taxed once.
• The selling of shares makes it easier to raise capital.
• Ownership transfer

DISADVANTAGES OF S-CORPORATION

• Forming can be pricey.

• Individuals, estates, and trustees are the only stockholders.
• Administrative responsibilities are required.
• It is not possible to give company-paid fringe benefits.
• Stockholders must be citizens or residents

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CHAPTER 4

INTERNAL ORGANIZATIONS

A company's internal organization is how it is structured to carry out its many operations.
Structure must be given special consideration. The structure must be decided by the
organization's objectives as well as the communication networks that must be established both
internally and outside. A customer-focused organization, for example, may require a structure
centered on satisfying the demands of different types of clients. A manufacturing firm may require
a structure based on many production lines. The following are the primary methods for
constructing an organization:

• Function. This is the most frequent method of organizing personnel, especially in

architectural firms. A functional organization is one in which a corporation is organized into
broad sectors, each having its own specialization or function. Every organization will
structure its operations in its own unique way. Functional organization has traditionally been
hierarchical, with some type of line management.

• Product Design. When a big business manufactures a variety of products, it may find it
useful to build an organizational structure based on product lines. An architectural firm, for
example, may include divisions for commercial architects, residential architects, industrial
architects, and so on. Each division will then possess a blend of all the specialized elements
necessary for it to function independently. The ability of divisions to focus on their respective
market sectors is a significant advantage of this type of organization. It is also feasible to
examine each sector's profitability and efficacy. At the same time, it is still conceivable to
exchange knowledge across divisions and to share joint services, such as a combined
transportation fleet. It is feasible to eliminate loss-making divisions and amalgamate
divisions by combining them with comparable divisions in other organizations by
recognizing the various sections of a corporate organization.

• Process. Departments will be set up to conduct each procedure if a product necessitates a

number of processes. To use an architectural firm as an example, each division's
departments are responsible for carrying out the various stages, such as the Programming
Phase of Design, Schematic Design Phase, Design Development Phase, and so on. The
diagram below depicts how process departments could assume responsibility for each
stage:

According to the American Institute of Architects, the five phases of a design project are
Schematic Design, Design Development, Construction Documents, Bidding, and
Construction Administration (AIA).

1. Programming Phase of Design - The programming or pre-design phase, the first

stage in the architectural design phases, is for problem-solving. You are determining
the scope of work to be designed at this time. At this point in the design process, no
real design is being created. You will mostly ask questions to your client in order to
obtain an insight of their issues, desires, and requirements. This is also where
research and decision-making take place. The owner is liable for the programming
phase, according to typical American Institute of Architects agreements. They will
occasionally do this phase on their own. They will usually engage a programming
consultant. In addition to architectural services, most architects will provide
programming services. This is regarded as a supplementary service or add-on. It is

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critical that all client-users may participate in this design phase, regardless of who
handles the programming. This guarantees that the design fulfills the demands of
everyone.

If you're new to programming, the Whole Building Design Guide walks you through
a six-step procedure. Each stage is described in further detail below.

a) Research the project type. Determine the sorts of spaces, the amount of
square feet per person or unit, the interrelation of the spaces, the ratios of
net assignable square footage to gross square footage, the cost, and the site
requirements that are common for the type of project.

b) Establish Goals & Objectives. Consider all of the aims that the building's
owners may have for it: organizational goals, form and image goals, function
goals, economic goals, time goals, and management goals.

c) Gather Relevant Information. Use effective inquiries to acquire a thorough

grasp of each room in the building as well as the client's wishes and needs.
Take your time with this process; the more questions you ask now, the more
precise the programming phase will be afterwards.

d) Identify Strategies. This is when your bubble diagram comes in handy. Now
that you know how each area will be used, you may consider how those
spaces will interact with one another. Continue to get feedback from the
owner at this point of the design process.

e) Determine Quantitative Requirements. Create a total cost for the project

based on the usual cost obtained in step one at this point in the design
process. Prepare the customer for all costs, not only building costs, such as
your design fees, contingency, furniture and equipment, testing, surveying,
and any other expenditures.

f) Summarize the Program. Summarize all of the facts, needs, goals, and
expenses and deliver them to the customer. You should have the customer
sign off on the scope of work generated during this process at the end of the
programming design phase.

2. Schematic Design Phase - During the schematic design phase, you will begin to
develop the fundamental form of the structure. There will be more sketching than
formal drawings. You'll probably be doing a lot of back-and-forth with clients to nail
down the basic shape — it can be a lot of fun! For this design step, you should
generally create floor drawings, site plans, and building elevations. This will provide
you with a detailed description of the building systems (structural, mechanical,
HVAC, plumbing, and electrical), interior and exterior finishes, and the construction
site. You should continue in this design phase until the client has accepted the
fundamental shape and function. If your customer hasn't decided on other specifics
yet, that's OK; create multiple design options and go on. These particulars will be
worked out in the following design process.

3. Design Development Phase - This is the stage at which you really get into the
specifics. Now that you have a fundamental idea, you can start refining it. If the
schematic design process yielded multiple design possibilities, the customer must
now choose one. During this step, you will be looking at specific materials and

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assessing them for beauty, durability, and cost. This is the stage at which your
customer will choose the materials for their worktops or shower tile. This stage of
the procedure might be enjoyable for some clients while being a complete misery
for others. It is your responsibility to help them through the process while allowing
them to make the final decisions. This is also the time at which you will turn your
plans into actions, determining not only what will be done, but also how it will be
done.

4. Construction Documents - You will transition from being a service provider to

offering a product during this design phase: two complete sets of drawings. The first
set is a set of Permits. In the construction permission application, this set will be
transmitted to the proper authorities. After the Permit set has been completed and
submitted, the Issue for Construction set can be completed. Because the permission
procedure may be time-consuming, getting those designs in early can assist move
the process forward. To reduce the amount of information on the drawings, just
provide information that is required for each set. The permitting authority will not
care about information important to the contractor, such as the specifics of a
decorative design feature. Including all of the information on both sets of drawings
can clog the drawings and confuse the contractor or permitting authority. The
construction documentation will fill in all of the specifics and contain every design
aspect. The greater the quality and completeness of your papers, the more accurate
your bids will be - this is critical throughout the bidding phase.

5. Bidding - The bidding phase is the simplest of the design phases because the
purpose is to locate a construction company to build the project. You will once again
become a service provider, guiding your customer to the ideal construction business
based on their credentials and pricing. The construction business will sign a contract
with the client, not you.

• Geographical area. Many architectural businesses will have branches all around the
country, and occasionally even beyond. There are several benefits to arranging on a
geographical basis.

a) The establishment of various regional divisions enables the organization to respond

swiftly to local demands, difficulties, and problems. As a result, the organization
becomes more responsive to consumers, workers, and other groups. At the same
time, if regional organizations are permitted to make their own judgments, it may be
able to cut through a lot of red tape.

b) The establishment of national and regional divisions allows an organization's

operations to be tailored to local conditions. Language, legislation, and custom are
all examples of differences. Hiring local expertise is the greatest way to get local
knowledge.

• Customer type. Organizations will frequently establish multiple structures to cope with
different types of clients. This is due to the fact that they frequently offer some groups more
time and attention than others. Many organizations will have distinct systems in place for
dealing with large and small clients. Separate departments may handle various accounts,
utilizing different forms of documentation, giving different discounts, and treating consumers
differently.

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CHAPTER 5

ARCHITECTURAL OFFICE PERSONNEL

The sort of architect you are or aspire to be is typically a personal choice that is heavily
influenced by the type of architectural company you work for and the type of work they specialize
in. The tasks and duties within a corporation can be quite diverse and, in many cases, extremely
specialized. This has resulted in a variety of abbreviations (or kinds) to the architect's title, as
well as the profession being opened up to specific responsibilities and duties.

The various architectural office personnel are listed below to give an insight of what they
perform and what is expected of each position.

MANAGEMENT
CEO/PRESIDENT

Architect with a license who controls and guides the organization toward its goals,
develops direction and long-term strategies, prepares and directs mergers and acquisitions,
and serves as the organization's face.

Responsible for the firm's profitability and growth through managing and leading the
company toward its core goals. Establishes the firm's long-term objectives, strategy, and policy.
Provides counsel, guidance, direction, and authorization for important plans, standards, and
processes to be carried out. Oversees the organization's financial structure to ensure its
sufficiency and soundness. Examines the organization's operational performance, compares
them to stated objectives, and takes efforts to guarantee that necessary corrective actions are
performed. Plans and oversees all mergers, joint ventures, company acquisitions, and asset
sales investigations and discussions. Establishes and maintains an efficient communication
system throughout the organization. Represents the company to important customers,
shareholders, the financial community, and the general public.

MANAGING PRINCIPAL

Licensed architect or other licensed design professional with direct control for a market
sector, discipline, department, or office, who creates and promotes the business's ideals and
long-term strategies, positions the firm for development, and assures profitability.

Establishing general goals and objectives, as well as coordinating execution strategies,

fall within the purview of this position. In collaboration with other top executives, is responsible
for achieving profits that are compatible with the interests of clients and the company. Creates
and promotes the company's vision, purpose, fundamental values, and long-term strategies.
Oversees and manages operations and activities to ensure that the firm's goals are met.
Policies determined by the board are implemented. Participates in the creation and positioning
of the company to capitalize on prospects for development and market expansion. Ensures
profitability, quality improvement, and professional growth. In small to medium-sized
businesses, you may be responsible for part of the duties of the Director of Human Resources.

CHIEF OPERATING OFFICER

Responsible for the day-to-day operations of the firm, including revenue and sales
growth, expense, cost, and margin control, and the administration of monthly, quarterly, and
yearly financial goals. Typically, an MBA or a certified professional with substantial operational
experience is required.

DIRECTOR OF OPERATIONS

Licensure is recommended but not needed; establishes and oversees project quality
and production standards. Directs and supervises project team members, ensuring high
productivity. In small to medium-sized businesses, you may be responsible for part of the duties
of the Director of Human Resources.

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Responsible for setting universally high production standards and monitoring projects
to verify that all design and contract documents meet quality and production requirements. Must
be extensively versed with the whole architectural process and have the management
competence to lead and oversee the activities of all project-team workers while monitoring
technical production on all projects to ensure adherence to quality standards while maintaining
high productivity.

DIRECTOR OF DESIGN

Licensed architect with vast experience architect with understanding of architectural

practice who establishes design guidelines and may manage design department Oversees
design presentations and the development of project designs.

Responsible for setting firm-wide design standards; may also be in charge of

administering and supervising the design department. Oversees design presentations,
oversees project design progress, and offers design guidance and assistance throughout the
company to guarantee consistent and high-quality design. Must have a solid understanding of
architecture practice, with a focus on design, building materials, construction processes,
engineering discipline integration, and building costs/codes.

DIRECTOR OF FINANCE (CFO)

Oversees and organizes all firm-wide financial operations, assures financial operations
operates properly, and gives guidance to financial managers.

Overseeing and directing the complete spectrum of firm-wide financial operations,

ensuring that they operate effectively and efficiently and in accordance with policies defined by
the board and directed by the CEO. Controls the firm's treasury, budgeting, auditing, tax,
accounting, buying, real estate, benefit programs, and insurance. Assists the CEO and the
firm's continuous success by ensuring that all financial activities run smoothly and effectively.
Financial leadership, vision, and direction are provided to managers in charge of the firm's
financial activities.

CHIEF HUMAN RESOURCES OFFICER (CHRO)

Executive-level strategic control of human resource policies and procedures in a multi-

office, worldwide practice. This encompasses overall recruiting strategy, organizational growth,
affirmative action, employee relations, succession planning, leadership development,
performance management, benefits, and remuneration. Learning and growth may be overseen.
Directly reports to the CEO.

DIRECTOR OF HUMAN RESOURCES

Encourages the firm's success by recruiting a diverse range of people, promotes the
firm's goals, and develops human resource assistance. Responsible for ensuring that an
appropriate balance of personnel is hired, developed, and motivated to fulfill staffing objectives
in order to stimulate the firm's present and future performance. Promotes the vision, purpose,
and basic values of the company. Establishes a human resources support service that offers
offices, company executives, and supervisors with information, tools, and training.

DIRECTOR OF INFORMATION TECHNOLOGY (CIO)

Directs, maintains, and coordinates the firm's information systems; evaluates system
capacity/equipment requirements; and handles hardware, software, and other essential tools
acquisition/upgrades.

Oversees the firm's entire information systems function, which includes system and
programming methods, as well as computer equipment operations. Coordination of office
operations and information systems, as well as evaluation of new equipment procurement and
installation. Creates and implements tactical strategies for information systems that support the
firm's strategic goals. Consults with management to assess the information needs and goals of
the new project, as well as to evaluate system capacity and equipment requirements. Provides

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suggestions and supervises the purchase and/or lease of all hardware, software, and service
purchases and/or leases to ensure that the organization's information is accessible in a timely,
efficient, and secure way. Creates catastrophe recovery strategies to guarantee that business
activities remain uninterrupted.

DIRECTOR OF PLANNING AND/OR URBAN DESIGN

Licensure is recommended but not needed; manages/directs the planning and/or urban
design group, examines operational processes, and maintains communication within the
company.

Has main responsibility for the profitability and expansion of the planning and/or urban
design group by managing and leading the organization toward its major objectives. Provides
advise, direction, and authorization for important programs, standards, and processes.
Examines the operational outcomes of the planning and/or urban design groups and takes
actions to ensure that suitable measures are implemented to fix unacceptable results. Creates
and maintains an effective communication system throughout the organization.

DIRECTOR OF STRUCTURAL ENGINEERING

Engineer who is registered and oversees structural engineering tasks, creates project
solutions and specifications, and manages other structural design employees.

An engineer with professional registration in charge of supervising the structural

engineering activities of the company. In charge of establishing the firm's structural
requirements and solutions for projects, as well as maintaining all areas of structural
engineering activity. Supervises structural-design employees to guarantee that high-quality
drawings and computations are produced. Professional certification is required.

CHIEF MARKETING OFFICER

In charge of the firm's business development strategy, marketing, branding,

communications, and public relations infrastructure, as well as positioning it for growth and
profitability.

DIRECTOR OF COMMUNICATIONS

Leads strategy, branding, and content, as well as communications material for internal,
client-related, and industry publications, and is in charge of public relations.

ARCHITECT/DESIGNER
SENIOR PROJECT DESIGNER

Ten or more years of experience, licensing recommended but not needed, bachelor's
degree in architecture from a recognized institution; produces project designs and plans for all
phases of projects, manages building design consultants, and monitors drawings.

Creates project designs and plans for clients, as well as develops solutions. Initiates
and develops project design and plans for all phases of one or more projects, as well as being
responsible for generating presentation and design drawings. Coordination of all trades and
agencies involved in construction design, as well as drawing monitoring Typically has 10 or
more years of expertise in all stages of architecture and engineering, including significant and
diversified project planning experience.

PROJECT DESIGNER

5–10 years of experience, licensing preferable but not necessary, bachelor's degree in
architecture from a recognized institution; manages project design, creates creative-design
concepts for projects, and generates presentation and design drawings.

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Works on architectural design projects autonomously and frequently coordinates

project design activities. Creates project planning and creative design concepts. Prepares
presentation, design, and technical drawings and information. Significant expertise, 5-10 years,
in generating details and giving planning and design help in the preparation of design
development is required.

SENIOR PROJECT MANAGER

Ten years of experience, licensing recommended but not needed, bachelor's degree in
architecture from an authorized institution; manages all project activities to ensure successful
execution, produces strategic plans, and acts as principal client liaison Estimates work scope
and supervises less experienced project managers.

Handles the most difficult and large-scale projects. Responsible for coordinating all
administrative and technical project activities to ensure the most efficient and cost-effective
execution of given projects. Creates strategic planning to ensure the success of a project.
Serves as the principal point of contact with clients in order to complete projects on time, under
budget, and with optimum client satisfaction. Actively manages client budgets, timetables, and
programs; budget and schedule; project communications and documentation; administrative
responsibilities in the office; and project team assignments. On the most difficult projects,
estimates fees, establishes scope of work, and writes proposals and contracts. Oversees and
monitors the work of less experienced project managers. In the absence of the manager, may
function as team leader. A bachelor's degree in architecture from a recognized institution is
required, as well as 10-12 years of experience. Preference given to registered architects.

PROJECT MANAGER

8+ years of experience, licensing recommended but not needed, bachelor's degree in

architecture from a recognized institution; handles several small/medium projects, organizes all
parts of given projects, and estimates scope of work

Has complete responsibility for handling all elements of a number of modest to medium-
sized projects. Creates strategic planning to ensure the success of a project. Responsible for
coordinating all administrative and technical project activities to ensure the most efficient and
cost-effective execution of given projects. Serves as the principal client connection in order to
complete the timeline, budgets, and scope of work to the customer's satisfaction. Manages
client budgets, timetables, and programs, as well as project communications and
documentation, office administrative responsibilities, and project team assignments. Fees are
estimated, the scope of work is determined, and proposals and contracts are prepared. A
bachelor's degree in architecture from a recognized university is required, along with eight
years of experience. An architect's license is necessary.

ARCHITECT 3

Licensed architect with ten or more years of experience who plans and designs medium-
to-large-scale projects with various complications, executes and organizes projects, and may
supervise a big group of architects and technicians.

Licensed architect in charge of significant projects. Plans and develops projects of

medium to large scope while working with little supervision. May be in charge of a huge team
of architects and technologists. In charge of translating, planning, carrying out, and coordinating
duties. Plans and produces architectural projects involving unusual and/or contentious
difficulties that have a substantial influence on important corporate programs. Exploration of
the topic area, defining of scope, selection of materials for inquiry, and creation of fresh
concepts and methodologies are all part of the process.

UNLICENSED ARCHITECTURE / DESIGN STAFF 3

Same definition as Architect 3 except unlicensed.

ARCHITECT 2

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Licensed architect with eight or more years of experience, diversified understanding of

architectural concepts and practices, applies sophisticated techniques, and is responsible for
final designs, specifications, and material approval. May be in charge of a small team of
architects and technologists.

In charge of final designs, specifications, or material and construction approval. May be

in charge of a small team of architects and technologists. In a wide range of assignments and
related sectors, applies solid and diversified understanding of architectural principles and
techniques. Acts autonomously in terms of architectural approaches and complications.
Requires the application of sophisticated techniques as well as the modification or expansion
of ideas, precepts, and practices in the individual's area. Supervision and guidance are primarily
concerned with overarching goals, crucial concerns, new concepts, and policy issues.

UNLICENSED ARCHITECTURE / DESIGN STAFF 2

Same definition as Architect 2 except unlicensed.

ARCHITECT 1

Five years of experience, licensed architect who uses independent judgment in the
evaluation, selection, and application of conventional approaches, solves difficulties as they
arise, and gets assistance on complex projects.

Licensed architect with expertise in all traditional elements of architecture. Performs

work that necessitates individual judgment in evaluating, selecting, and adapting/modifying
conventional methodologies, processes, and criteria. Solves challenges faced on their own.
Technical advice on unique or complicated situations is provided, as is supervisory approval
on proposed project plans.

UNLICENSED ARCHITECTURE / DESIGN STAFF 1

Same definition as Architect 1 except unlicensed.

INTERNS
INTERN 3

Full-time intern with three to six years of experience on the route to licensing, works
under supervision, is responsible for project technical design; gives
planning/design/coordination consulting on big projects; reviews/approves conceptual designs.

Responsible for specialized technical design components of an assigned project, such

as inquiry, appraisal, and design solution proposal. Performs work under supervision with little
design responsibilities. Professional architectural advice for big, complicated projects' planning,
design, and coordination. Makes independent conclusions on major architectural design
challenges and approaches. Conceptual designs are reviewed and approved. Executes
complicated or unique assignments that necessitate the creation of new or enhanced processes
and procedures.

INTERN 2

Full-time intern with two to three years of experience on the way to license, works from
the designs of others under supervision, and conducts routine and restricted architectural
projects. On task specifics, only limited judgment is necessary.

Higher-level tasks for training/development reasons may be assigned. Uses defined

procedures to complete specific/limited chunks of assignments. Under broad direction, works
from other people's designs and completes normal architectural tasks. On task specifics, only
limited judgment is necessary. Higher-level tasks for training/development reasons may be
assigned.

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INTERN 1

Full-time entry-level intern with less than two years of experience on the route to
licensing; creates design or technical solutions under the supervision of an architect.

OTHER DESIGN PROFESSIONALS

SENIOR INTERIOR DESIGNER

Eight or more years of experience is required, with a bachelor's degree in interior design
preferred; supervises projects and leads teams, does schematic design work, participates in
project design control, and is responsible for project budget management.

Project management of all sizes and levels of complexity, as well as project team
leadership. In charge of schematic design work. Takes part in project design control during the
design development, construction document, and supervision stages. Lower-level interior
designers are given direction. In charge of project budgeting, administration, and cost control.

INTERMEDIATE INTERIOR DESIGNER

Five or more years of experience is required, and a bachelor's degree in interior design
is preferred; executes design and presentation drawing, plans/designs/furnishes interiors of
various building kinds, and must specialize in a certain field/style/phase of interior design.

On interior design projects, in charge of design and presentation drafting, as well as

schematic design chores and design development. Interior designer who plans, designs, and
equips the interiors of residential, commercial, or industrial structures. Creates designs that are
functional, aesthetically pleasing, and beneficial to the desired goals, such as increasing
productivity, selling items, or enhancing living. Interior designers that specialize in a specific
topic, style, or aspect of the industry.

ENTRY-LEVEL INTERIOR DESIGNER

Assists senior designers in the creation of design solutions, conducts research and
selection of colors/finishes/materials, conducts site surveys, and maintains resource
documents. Under the supervision of mid- to senior-level interior designers. Investigates interior
design items. Adheres to established interior design guidelines.

Assists senior designers in the creation of design solutions for evaluation. Performs routine
inspections and/or verification duties. Researches and decides on colors/finishes/materials.
Assists with company development initiatives by providing tools such as finish boards or
PowerPoint presentations. Conducts a site survey and documentation. Keeps reference
materials on hand. Is gaining knowledge of computer-aided drawing, presentation tools, and
basic office applications. Has a working knowledge of interior design specifications,
mathematics, and industry standards.

LANDSCAPE ARCHITECT

Licensed landscape architect with five or more years of experience who does landscape
design on projects, develops general needs, analyzes site potential, and conducts
environmental impact assessments.

In charge of the landscape design for one or more projects. Provides design and
delivery on a wide range of projects. Determines the general landscape needs. Conducts
preliminary site investigations. Assesses a site's ability to satisfy customer standards. Conducts
environmental impact assessments.

PLANNER

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Five years of experience; undertakes urban design and site planning, gives technical
help on problems connected to planning/zoning/environmental concerns, attends planning
commission meetings, and interacts with government publications

Urban design, site planning, and other planning studies and projects fall within the
purview of this position. Provides professional advice in areas such as planning, zoning,
environmental problems, and other issues relating to overall planning. Attends meetings of the
planning commission. Meets on a regular basis with various government publications.

GRAPHIC DESIGNER

Performs print/multimedia/Web design, generates design and layout for various

materials, prepares project charts/graphs, and offers cost estimates for all printed graphics.

Responsible for print, multimedia, Web, and/or environmental graphic design. Creates
the design, layout, and manufacturing coordination of numerous materials. Creates precise
project charts and graphs for clients. Provides precise cost estimates for every printed graphics.

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CHAPTER 6

SAMPLE COMPANY ORGANIZATIONAL CHART

6.1 SIMPLE OFFICE ORGANIZATIONAL CHART

CEO / PRESIDENT

GENERAL MANAGER

PERSONAL SALES & SYSTEM

FINANCIAL TECHNOLOGY
ADMINISTRATION MARKETING INTEGRATION
DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT DEPARTMENT

6.2 PARTNERSHIP ORGANIZATIONAL CHART

PARTNER A PARTNER B PARTNER C

GENERAL
MANAGER

ASSISTANT
MANAGER

MARKETING TECHNICAL SUPPORT FINANCE OPERATION

MARKETING TECHNICAL FINANCE OPERATING

MANAGER MANAGER MANAGER MANAGER

MARKETING ASSISTANT
TEAM LEADERS SUPERVISOR
EXECUTIVE MANAGER

SALES PERSONS DEVELOPERS ACCOUNTANT

EXECUTIVES

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6.3 CORPORATION OTGANIZATIONAL CHART

CHAIRMAN AND CEO BOARD OF

DIRECTORS

PRESIDENT AND CHIEF

OPERATING OFFICER
AUDIT AND
RISK INTERNAL
OVERSIGHT AUDITOR
COMMITTEE
CORPORAT INFORMATI
E CHIEF ON AND PROCUREME
FINAN HUMAN GENERAL
MERGERS CORPORAT TECHNOLO PROCUREMEN NT
CE RESOUR COUNSEL AND
AND E AFFAIRS GY T GOVERNANC
OFFICE CES COMPLIANCE
ACQUISITIO MANAGEME E
R OFFICER
NS NT

DATA PROTECTION
FINANCIAL AND SECURITY
PLANNING AND TREASURY OFFICE
ANALYSIS

INVESTOR
RELATIONS

COMPTROLLERSHIP

PLANNING AND
RESEARCH

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CHAPTER 7

CONCLUSION

This chapter presents the summary of findings and conclusions of the research.

SUMMARY OF FINDINGS

• Based on the obtained data, the summary concerns with the various types of office
organization are presented in the table below.

SOLE PARTNERSHIP AND ASSOCIATES AND

ISSUE
PROPRIETORSHIP JOINT VENTURES CORPORATION
Partnerships are
Partners are
registered with the
personally
SEC. BIR registration
accountable for the
The owner is solely and municipal
partnership's
accountable for all of business licenses are
liabilities. This means
Liability of Owners the sole also necessary. Joint
that if the partnership
proprietorship's Ventures are not
declares bankruptcy,
responsibilities. required to be
unpaid creditors can
registered. They can
pursue the partners'
be formed by the
personal assets.
parties' consent.
Individuals are taxed.
Depending on the
In most cases, it is set In most cases, it is set
Tax Treatment taxable amount, the
at 30% of net income. at 30% of net income.
percentage ranges
from 5% to 32%.
The Board of
Management is
Directors governs the
The proprietor has guided by the
Control and Corporation. The
complete control over partners who own the
Management shareholders elect
the company. majority of the
the members of the
company.
Board of Directors.
Corporations can
A partnership is
raise money through
formed when two or
a variety of methods,
more people come
including equity
together to generate
financing, debt
cash for a business
financing, stock
and agree on
The owner's option plans, debt-to-
Ease of Raising contribution and
creditworthiness is a equity conversion,
Capital sharing. The
constraint. and so on. Investors
partnership may incur
are aware that their
debts, and the
personal assets are
partnership leverages
protected from
the combined
creditors in the event
creditworthiness of all
that the firm goes
partners.
bankrupt.
Partnerships are
Sole proprietorships Corporations must be
registered with the
are the simplest to registered with the
Securities and
establish because all SEC, and BIR
Exchange
that is required is registration as well as
Commission. BIR
registration with the local business
Ease of registration and
DTI. Registration with permissions are
Establishment municipal business
the Bureau of Internal necessary. Annual
permissions are also
Revenue ("BIR") and reports in the form of
necessary. Joint
municipal business General Information
Ventures are exempt
permissions are also Sheets and Financial
from registration.
necessary. Statements are
They can be created

GREGORIO, SHIELA MAE B. (ARCH 3A) 24

 ARCHITECTURE AND ORGANIZATIONAL BENEFITS: RESEARCH PAPER

by the parties' required by the SEC

agreement. and the BIR.

CONCLUSIONS

Throughout history, architecture has served as a symbol of society, representing the

ideals, triumphs, and final demise of civilizations. From monumental monuments to the dwellings
and buildings that make up a city's fabric, we may learn a lot about the people who lived there
long before our time. We are learning about the effects of architecture on people in whole new
ways by examining the built environment of the past in conjunction with modern-day studies on
psychology and the environment, which begs the question: How does architecture influence
society?

Architecture, at its core, exists to create the physical environment in which people live;
nevertheless, architecture is more than simply the constructed environment; it is also a
component of our culture. It represents how we see ourselves as well as how we perceive the
environment.

While the notion of shelter is quite straightforward, the architecture of structures was
originally determined by the environment of a specific place, the materials that were readily
accessible, and the values of the community that built them. The designs developed as the globe
got more linked, but even in modern architecture, there is still an emphasis in recognizing cultural
subtleties in the built environment.

Architecture not only has a tremendous influence on society, but it may also have a
profound impact on its occupants on a more intimate level. Everything from the arrangement of
the space to the material finishes may have an impact on the health, mood, and productivity of
the occupants. People who work in well-designed workplaces take less sick time, are more
focused, and contribute more to their firm overall.

Stress levels are increased in sterile, concrete landscapes and unoriginal structures.
Buildings and cities that are designed to fight this, whether via gorgeous, awe-inspiring
architecture or simply a thoughtful connection to nature, make individuals feel more calm, joyful,
and engaged.

Well-designed architecture and the emotional attachment that people have to it are not
easily quantifiable. However, we have all had the sensation of entering into a setting that just
seems right. It's not just useful, but it also speaks to you on a subliminal level. While building for
function is vital, it's also necessary to tap into that emotional connection since they both speak to
the feeling of experiencing architecture. It's not only an academic comprehension, but an
emotional bond between the user and the area itself.

Looking ahead to the future of architecture and its influence on society, we think that
technology will continue to have a big impact, but we feel it is critical that we continue to
understand human ties to the built world. How, for example, can we handle the rising disparities
in economic diversity within cities? How, for example, do we use new technology to respond
quickly to natural catastrophes or refugee needs? How do we counteract the world's ongoing
population growth while still ensuring that our cities preserve our innate yearning to be connected
to the natural environment?

There are several methods for architects to continue to grow their profession and adapt to
our society's evolving requirements. We simply need to rise to the occasion, believing that we are
capable of doing so.

GREGORIO, SHIELA MAE B. (ARCH 3A) 25

 ARCHITECTURE AND ORGANIZATIONAL BENEFITS: RESEARCH PAPER

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