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General Administration of Contemporary Business

 

September 23, 2024

 

By Thals R Volmar

 

 

Today, no one is unaware that science in many fields is advancing at cruising speed, and it is knowledge's time. This concept is the set of materials, data and tools that users and individuals can access without great difficulty. The techniques and data that had belonged to elites have become ordinary things. In fact, through many means, particularly technological and commucational, individuals, users and/or consumers can collect as much data as possible for decision-making purposes. Today, a range of choices open up before users and/or consumers in their quest and, at this point, they are no longer the intended users and/or consumers, they are decision-makers.

 

General Administration and its Roles in Contemporary Business.

 

Given the current situation of contemporary business, general administration has its roles to play in the survival of the enterprise. The general administration is the body responsible for operating the enterprise with a view to sufficiently attractive operating results, sustainable and lasting prospects and alternatives. In contrast to the enterprise's supervisory board, it is the top management represented by a single person whose mission is roughly to make the enterprise profitable and ensure its preservation. Contemporary business is the dynamism of the ecosystem of the market  of enterprises and users and/or consumers that, today, is based on information and communication technologies.

 

In such a market, enterprises are the suppliers of goods and services, and users and/or consumers are enterprises and individuals. In contemporary business, not all markets are undefined, however, they are linked and subject to the effects of information and communication technologies. As we have seen above, thanks to technology and communication tools, users and/or consumers here are no longer those they are represented in the eyes of the enterprise or the supplier, they are decision-makers. At this point, the question we must ask ourselves is what can enterprise or supplier do to influence or convince decision-makers?

 

Contemporary business is full of know-how, knowledge and technologies of all kinds that weaken the monopoly or oligopoly by allowing newcomers with offers adapted to the time. The national market is transparent, that said, users and/or consumers now called decision-makers know everything that happens in there and have data that allows them to make wise choices. To avoid its decadence or queuing, or to keep up with the pace of contemporary business, the enterprise or supplier must have a general administration that applies or follows the DDCP model as far as possible.

 

This model relies on the general administration or the administration board that must develop a future plan for the profitability and continuation of the enterprise. It governs the plan for operation, development and continuous transformation of the enterprise. The model is simple and built from four basic elements:

1. Direction;
2. Delegation;
3. Coordination;
4. And feedback.

 

• The general administration with the support of supervisory board if there is one must be able or have real power to direct. That said, the failures and successes of the enterprise depend on itself, i.e., its general administration model. Said administration, with the support of the suppervisory board if necessary and if there is one, develops the objectives - in the short, medium and long term - of the enterprise, and the strategies - operating methods, financial tools and channels, marketing plan, etc. - for achieving those objectives. The strategies, which are only the means put in place for the achievement of the objectives, must be flexible enough to allow adaptation and/or change if necessary.

 

• The general administration does not have expertise in all areas depending on the type of enterprise operated, that is why the delegation of power, empowerment, to resources persons is inevitable. The latter must be or are called upon to manage and not administer the branches, departments, etc., of the enterprise. In their opinion, the strategies implemented can and/or must be modified to achive the optimal expected results.

 

• The general administration must use a transversal coordination model allowing harmonization between the branches, departments and/or the different elements of the enterprise. At this point, the enterprise is seen as a harmonious whole where its different parts constitute a chain. If one of the links happens to break, the effect must be felt throughout the enterprise. This is where we see the enterprise's management practices, its leadership, its principles and code of ethics, its culture, and so on.

 

• As the operating modes used by the enterprise unfold, it needs feedback as a means of control to correct imperfections and adapt its management model to the need of the hour. Feedback is a dashboard developed from indicators, measures, etc., to see if the enterprise's objectives are achieved and if it is on the right track. Feedback must come from two sources: internal and external. Internally, if the results are in line with the established objectives, the general administration can consider investing more in its human resources and the development of the enterprise through remuneration budgets, research, etc., on the contrary, it must take drastic measures to correct the imperfections or inconveniences by means of dismissals, changes in operations, and so on.

 

The feedback that comes from outside must be clear enough to give the general administration a clear idea of what is happening in the market. This will allow them to know in time the introduction of new thechnologies in the sector and new ways of doing things adapted to the time including changes in the needs and behaviors of consumers. From then on, the enterprise will know how to react and act to avoid losing market share or seeing its customer base fall.

 

In conclusion, the DDCF model assumes that general administration must be proactive with regard to its internal and external environments, and its operating methods must rely on technology and continuous transformation to be or remain in contemporary business.