Establishing the structure of the administrative, financial and operational processes of enterprises

It is the services of organizational and administrative development and improvement, the organizational and operational structures of business organizations, and their competitive and institutional distinction.

corporate structuring assignment

Corporate restructuring operations aim to make the necessary correction to the technical, economic and financial structures of the establishment in a way that enables it to remain in competition, and even to continue successfully and achieve an appropriate return. Usually, corporate management uses the term “corporate restructuring” to describe the process of operational and/or financial reorganization, with the aim of meeting its debts, increasing its profits, and achieving effective results that enable it to overcome financial difficulties. The successful restructuring of any company must lead to a reorganization of the original form of the company that was affected by the factors of general economic recession or mismanagement.

Our main areas of service in corporate structuring assignment include:

• Establishing a structure for the administrative, financial and operational operations of the facilities
• Rehabilitation and restructuring of the administrative, financial and operational operations of the facilities

Restructuring methods:

1. Debt rescheduling and forgiveness:

Negotiations are made with creditors to schedule debts or to waive part of them, and a comprehensive solution must be reached in this part.

2. Converting indebtedness into equity participation:

This tool is used to support the establishment by converting the debt or part of it into a contribution to the capital, This step may be considered dangerous, but it is among the solutions.

3. Revaluation of Assets:

Many assets may have a lower book value than the real value and may be revalued in order to cover part of the accumulated losses.

4. Collection of dues from others:

A timetable must be prepared for settling arrears from third parties and with third parties in order to provide the necessary liquidity.

5. Development of Management and Managers Skills:

Developing administrative and organizational methods in the establishment by evaluating the efficiency of management and its leadership ability, and what are the possible modifications that can be made in this regard?

6. Utilization of Labor Power:

Developing appropriate alternatives to correct the employment structure, and therefore the following points must be dealt with in this regard:

• Excess employment.
• Developing the wage structure and incentive system.
• Continuous training and staff development.

Restructuring steps:

To restructure the company’s departments, define their tasks, and develop an action plan, the following steps must be followed:

1. Studying the status quo as it is with weaknesses and overlapping tasks.
2. Developing the main tasks required of each department and therefore of the administration.
3. Developing the administrative structure of the department and its specific functions, and identifying vacant ones.
4. Develop a complete job description for the management jobs, clearly explaining the job duties accurately and according to the job requirements, and not based on the skills of the current employees occupying these jobs.
5. Determining the capabilities of the current employees and comparing them with the required availability for each job and placing each employee in the appropriate place for him, if any, or transferring or dispensing him.
6. Determine the models used in each job to carry out its tasks specified in the job description.
7. Developing detailed policies and procedures regulating the work of management functions and defining the limits and powers of each job (or updating the existing ones if they exist).
8. Developing and drawing the documentary cycle of the models and the workflow of each part in the functions of the concerned department only without going into the details of the documentary cycle in the departments related to the job from other departments, and it is sufficient to refer to the role of other departments in short so that there is no repetition in drawing the documentary cycle.
9. Determine the outputs of the job (reports – productivity) and the people who will benefit from those reports or the next step that follows the outputs of this job, as is done in production lines or sequential jobs in which the work of the next job level begins with the completion of the previous job level in completing its work and submitting its work outputs (reports – productivity).
10. Circulating all the above to the persons concerned and related parties from other departments of the company.
11. Training members of the administration on all of the above and on the use of forms and their documentary cycle and introducing them to the tasks of their jobs accurately and the position of each person in the administrative structure and the person responsible for him and the persons responsible for them.
12. Developing a sub-work plan for each employee in which his main tasks are specified, which generally should not exceed 10 main tasks, and quantitative measures are also specified for the completion of those tasks (all tasks must be specific, clear, and measurable, not subject to personal appreciation, except in the narrowest limits, such as evaluating behaviors Others related to personality and not to achievement) and on the basis of which it will be evaluated.
13. Evaluation of employees according to the percentage of completion of the sub-work plan for each employee. The administration evaluates the performance of the department manager as a whole and the company in general.