Farm Produce Business:
Entity Enterprise Design
The requirement for successfully grounding the founding if a venture is the setting of the core of the corporate operations from the get-go and the plugging in of the staffs and the respective work-tools as each staff is brought on board. However, setting the operations core often takes some guidance from other considerations. One of such considerations is the Enterprise Design of the venture. Accordingly, the carefully planned launching of the Farm-Produce Business must necessarily proceed with the same guidance. Essentially, the Enterprise Design of the Farm-Produce Business invariably achieves Business Activity routines compartmentalization in a more strictly operations as to enable effective support of division of labour as well. Consequentially the compartmentalization suggests various forms of data flow within the Enterprise from which the farmer-entrepreneur can choose to empower more efficient management derivative of well structure reporting formalism and thereby guard against the self-evolving of any destructive Shadow Organization within the entity.
Routines compartmentalization effectively defines within the operations the interactions between the various routines of the Business Activities; and of course, this leads invariably to the organization chart. One significant consequence of the creating of units of Business Activities within the operations is the inadvertent decomposition of the Enterprise into a systems state; so the entire Enterprise Design effectively becomes a matter of Enterprise Systems Design.
For the Farm-Produce Business, the core systems state consists obviously of the Business Activities defined as critical to the founding of ventures:
Sales
Marketing
Administration
Production Operations
Products Designs
which must be set up as the operations core but with the routinizations of the related Business Activities compartmentalized.
Revealing though in the above listing of the core operations of the Farm-Produce Business is Production Operations and not Production. The suffix of "operations" is significant in that it explicitly excludes Production functions but embodies such activities as warehousing that fall in the sphere of production as a whole. The prevailing perspective is that the Green Subsistence Farming is the de facto or virtual production arm of the Produce Business which it is, in actuality, but is also actually external to the entity being not part of the entity, and independent onto itself. The Farm-Produce Business, as such, is an Extended Enterprise, being extended by the Green Subsistence Farming, and so operates an Extended Enterprise System, which may be defined as an enterprise system that supports relationships with external entities in which the company suffers dependencies on one or more of its operations functions need. The Enterprise System Design for such entities evolves into Extended Enterprise System Designs which explicitly shows the interactive dynamic between the company and its dependencies -- the independent external entities to which it has outsourced some of the crucial business functions such as sales, product design or production. For the Farm-Produce Business an obvious dependency is the Green Subsistence Farming that embodies the production function.
Clearly, the Enterprise Design of the Farm-Produce Business will take on the form of an Extended Enterprise Systems Design. While this state of extended enterprise is intrinsic to the Farm-Produce Business, it is generally not advised that a venture start off as such, because the relationship almost always results in the failure of the startup entity, often out of squeeze plays of the Enterprise functions extender entities. The Extended Enterprise Design for both the Singular Reseller entity and the Cooperative Reseller entity follows the same approach as is the case with every startup venture. However, because of the larger relatively larger produce volume that the Cooperative Reseller operates with, the Cooperative has more functions to support than the Singular Reseller, accordingly the scope of the operations is relatively more.
To boot, as per the norm, the Farm-Produce Business is due to be organized in layers of activities: Operations Layer and Management Layers. Usually the overall structure is represented with a apex-up triangle sliced into the layers of interest with each layer being of the shape of a rhombus; however, each layer is best represented with a rectangular and actually envisioned as later slab of the company. Structure of the slab, in the generic, is a polygon of sorts. So, there is the base polygon, often identified as the operations slab. On top of this are the additional polygonal slabs, culminating with a spheroid being placed at the center of the topmost slab; and the CEO is deemed to exist within the spheroid --and this is quite apropos after all, CEOs exist in a bubble all of their own.
All considered then, for Singular Reseller business its Flat Organization system of the five staffs composing the Operations Layer and with the farmer-entrepreneur at the head; and so the farmer being CEO or general manager effectively occupies the spheroid as it should be, being the norm. However, with the Cooperative Reseller the scope of business functions are more, so the Extended Enterprise Design is quite different and somewhat more complex. Yet as always the starting slab is the Operations Layer which will include the business activities of the same core five staffs; but the functions corresponding to the five staffs may be expanded to meet additional operations need. For the Cooperative Reseller, an Operations Management Layer slab would be appropriate on the Operations Layer, and then the CEO bubble spheroid. Of particular note though, is that the two Layers are just the starters and do not necessarily reflect the final form of the design. For instance, in those cases where the warehouse has to manned by several staffs, then the design changes dramatically: The Management Layer will now possibly become two: Lower Management Layer, Upper Management Layer; in which the Lower Management Layer will consists of the Warehouse Manager and Office Manager, and the Upper Management Layer will consists of just the Executive Manager, say, Vice President or some other such position of high rank. Yet an exception need be made that even for the singular reseller, for cases of sustained regular large volume harvests, sporting the Management Layer may become imperative and so be implemented.
The effect of all this effort is relatively more poignant with the Cooperative Reseller where the competitive state between the management staffs is more fierce and hence the preventing of the formation of destructive Shadow Organization consequent on the compartmentalization of the Business Activities, and derivatively, the formalized Report Structure ensures to some extent stability of operations, such that decisions are made at the appropriate centers at which respective decisions are due to be made.
The influence of the bountifulness or lack thereof of the harvest on the Enterprise Design has been elicited, but even so, the activities of the Green Subsistence Farming that could change the state of harvests is not readily conceptualized with a thorough wetting of self in the prospective development do the presentations on Green Subsistence Farming as proffered in parallel on the same platform and channel.