Company Structures

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Company Structures por Mind Map: Company Structures

1. Sale of property

1.1. It is a major financial transaction involving many steps from selecting the right sales price and marketing the property, to negotiating with buyers and finally receiving funds at closing.

1.2. Caracteristics and definition

1.2.1. -Set the price and time frame

1.2.2. Determine the actual market value based on a comparable market analysis, which will include recent home sale transactions in the same area as the property you are selling. Supply and demand, amenities, condition and any special circumstances may also affect the price. For example, a relocation move may require a quick sale.

1.2.3. -Develop and implement a marketing strategy

1.2.4. To get the most exposure for a property, you should have a marketing plan with clear objectives and an outline of the specific resources to be used. Your plan should include a combination of conventional and online marketing to optimize outreach to potential buyers.

1.2.5. -Make sure the property is in good condition

1.2.6. It eliminates clutter and removes personal items, not only at the time of physical showing, but also when taking the respective photographs. A move-in condition home is much more attractive to buyers in a competitive market.

1.2.7. -Evaluate the offers

1.2.8. You must make sure that your property has enough online visibility to be able to sell it easily and without complications. For this, you can use different technological tools such as a CRM, which will help your properties to have a greater reach.

1.2.9. -Begin the negotiation process and finally accept an offer.

1.2.10. One of the most critical roles you play as a real estate professional is in the negotiation phase. Negotiating the terms of a home purchase contract can be extremely delicate.

2. The Corporate Structure

2.1. A well-planned organizational structure serves to focus efforts towards the objectives and all departments grow in the same direction. If it has not been properly developed, employees are bewildered by the lack of authority, coordination fails, and decision making is slower. The company's long-term financial performance could suffer.

2.2. Caracteristics and definition

2.2.1. -Chain of command

2.2.2. It is the basis of any organizational model. It is a line of authority that flows from the highest management to the lowest positions. This chain defines who is to be addressed depending on the issue at hand.

2.2.2.1. the chain of command is composed of five elements:

2.2.2.2. - Strategic apex (top management). - Middle line (department managers). - Operational core (non-managerial workers). - Technostructure (technical specialists). - Support staff (subcontracted cleaning or security personnel).

2.2.3. -Level of centralization

2.2.4. Whether the organization is centralized or decentralized will contribute directly to the speed of the decision-making process. It will also have an impact on the more or less democratic perception of the way of acting.

2.2.5. -Control margin

2.2.6. This element is strongly influenced by the size of the company and the level of centralization. The more employees a manager controls, the greater his or her margin of control.

2.2.7. -Degree of specialization

2.2.8. This key to organizational structure addresses the division of labor. Within an organization, tasks are distributed at different levels. If employees are highly specialized, they will be experts in their field and will be more productive.

2.2.9. -Structural formality

2.2.10. Another point on which harmony must be maintained is the degree of formality of the organizational structure. A compromise between rigidity and freedom that allows working with fast processes, but without eliminating the relationships between workers and their creativity.

2.2.11. -Formation of departments

2.2.12. The different activities of an organization are divided into departments, each with its own projects. When building the organizational model, the need for rigid or flexible departmentalization is studied. More rigid structures achieve a higher degree of specialization, while flexible structures encourage collaboration between departments.

3. Partnership Agreement

3.1. A business partnership agreement is a legal document signed between two or more parties ("partners") who wish to enter into an agreement to do business as a single entity. This business entity, the partnership between two or more individuals, functions as a legally recognized business entity. In a business partnership, each of the partners shares in the collective profits and losses of the business. Traditionally, each partner in a partnership is liable for all debts and obligations of the business partnership, but there are some modern legal acts that also provide for limited liability partnerships, which are formed through a limited partnership agreement.

3.2. Caracteristics and definition

3.2.1. -Coincidence of wills

3.2.2. The final result must be a negotiated and agreed decision between the parties.

3.2.3. -The decision taken is binding

3.2.4. This means that the signing of an agreement generates obligations that must be fulfilled and rights that can be exercised.

3.2.5. -Consent of the parties

3.2.6. -The subject matter of the agreement

3.2.7. must be well specified and must be feasible.

3.2.8. -As to the form

3.2.9. it is possible to enter into agreements orally or in writing. However, depending on the type of agreement, the law may require that the agreement be recorded in writing.

3.2.10. A collaboration or business partnership agreement template has the following details and contents that you must complete before signing the document:

3.2.10.1. - Name of Members - Partnership Name - Type of Business and Partnership - Date of Formalization of the Partnership - Assets and Capital Included of each Partner - Banking Arrangements and Financial Terms - Management and Voting Arrangements