As a contractor who wants to expand his small manufacturing company to produce very small aircraft that can fly on long-term flights into larger aircraft, the Home Protection Department needs to be participating in contracts. I recognize, however, that this can be achieved by evaluating how federal acts benefit my business with large organisations, including Mitsubishi Aircraft Corporation constructing aircraft. Secondly, we need an organizational map that best fits for the federal contracting system and illustrates all the roles for the company I propose (Brown, Potoski & Slyke, 2015).
Rules of Federal Government Contracting
The idea of growing my business into the federal marketplace is lucrative and gives an opportunity of numerous networking. However, it has come to my notice that winning federal contracts requires observance of laws and regulations which are different to those when carrying out businesses with the government. Often, many small businesses are not ready for these rules, which result in errors that are costly and legal problems. In this respect, the Federal Acquisition Regulation(FAR) consists of the complicated rules which govern the process of purchasing contracts by the federal government. The main function of FAR is to ensure the procedures involved in purchasing are consistent and standard and are carried out in a fair manner. Federal contracts reference or contain my provisions which are unique to the government, and they mostly include requirements for changing the dimension of work, making payments, termination of contracts and carrying out inspections, testing and agreeing to the delivery of goods and services. Unlike Mitsubishi Aircrafts which is a government business, my small business has high chances of expanding its growth base considering that federal contracts are different from those of the state (Worthington & Goldsman, 1998).
Organisational Chart on Proposed Leadership
At the topmost position in the organisation is the business owner, which I will serve. My functions will include running the daily operations of the company as well as ensuring there is a conducive environment for employees to operate. Other positions include the manager of marketing and sales whose main functions include handling the few duties associated with marketing needed by the business. these duties include but are not limited to creating, proofreading and approving advertisements and making decisions on the magazines which should be used by the company for purposes of advertisement. The third high position is that of the finance manager whose main duties include carrying out an estimation on the amount of capital needed in running the business and determining the structure of capital. Additional duties include deciding on the appropriate choice of finances, procuring and giving directions to the company on the use of funds, disposing surplus or profits and managing and controlling cash for the company. The final position would be the production manager who is tasked with the duties of ensuring that the process of manufacturing the very small remotes is ruing efficiently and reliably. Additional functions include organizing and planning on the schedules of production, evaluating the requirements of the project in terms of resources, approximating, bargaining and agreeing to budgets with managers and clients. finally, the local workers would include the distributors and suppliers of the products which we use in making our remotes. There is need for having a very good and effective value chain, which would ensure that there is smooth running of operations. The remote workers include our representatives in the foreign markets such as marketers and analysts who assess the state of the market.
References
Brown, T. L., Potoski, M., & Slyke, D. V. (2015). Managing complex contracts: A theoretical approach. Journal of Public Administration Research and Theory, 26(2), 294-308. Rüppel, U., & Wagenknecht, A. (2007, June). Improving emergency management by formal dynamic process-modelling. In 24th conference on information technology in construction (pp. 559-564). Worthington, M. M., & Goldsman, L. P. (1998). Contracting with the federal government. University of Texas Press.
