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The organizational and legal field of a project responds to the strategic analysis of the company to be created, which, in addition to taking into account the philosophical exercise (mission, vision, values, principles, plans, policies and programs), an organizational chart according to the business model, a projection of personnel costs, discrimination against professional profiles, DEFINITION OF THE TYPE OF COMPANY TO BE INCORPORATED, THE TAX STRUCTURE THAT SHOULD BE LINKED TO THE RELATIONSHIP BETWEEN THE REGULATIONS AND THE REGULATIONS THAT WILL BE COMPLIED WITH 1 Administrative and Legal Study 5.0. The objective of this chapter is to present the analysis of the main elements to be addressed in the administrative and legal feasibility study. In previous chapters, the need to emulate the operation of the project in order to more effectively measure the income and expenditure it will generate has been repeatedly emphasized. This is therefore necessary to estimate the relevant investment and operating costs from the organization`s analysis. For example, the study of the organizational structure will determine staffing requirements based on the size of positions and workload directly and indirectly, as well as the costs of information management and administrative procedures. In addition, from the design of the structure, the physical sizing of the offices and their equipment is determined in order to estimate the investment in the construction of the necessary physical structures. For each project, it is possible to define an organizational structure and define the most appropriate legal form that best meets the requirements of the subsequent operation. Knowledge of these elements is essential to define the need for qualified personnel for management and operation, as well as the financing needs of the project and the main legal constraints that the project may have. Each project must be developed within the current legal framework. Therefore, the administrative and legal analysis refers to the conformity of the execution and operation of the project with the current legal framework: labour law, tax legislation, industrial legislation related to the project, specific legislation relating to the goods to be manufactured; regional industrial development measures; international treaties; Priority of the national development plan, etc. Some of the points addressed in this study are: 1. Organisation of implementation 2.

Organization of the holding 3. Legal framework 4. Legal form 5.1. The implementation and operation of a project requires the coordination of a significant number of specialized activities. The number and diversity of these require organization for their harmonious development. In the formulation and presentation of the project, the planned organizational schemes must therefore be included, emphasizing the general guidelines. The main objective of this chapter is to define the characteristics of the organizational unit that will manage the project and to determine the associated capital and operating costs. 1 BUSINESS ADMINISTRATION 1. Concept and nature of the management system.

2. The management process and its functions. 3. Nature and tasks of administrative work. 4. Planning context. A brief overview of the origins of the company and a preliminary overview of the organization deemed necessary for the proper administrative functioning of the project are given. The objectives of the company and its main shareholders are reflected. Legal aspect.

All laws that directly or indirectly interfere with the day-to-day operations of the business must be reviewed, be it the Labour Code, the Income Tax Act and other laws that could affect its operation. 4 The indirect effect results from operating costs resulting from administrative procedures designed according to the organisational structure defined in advance. With regard to the market research, the conclusions will be based on definitions of an administrative nature, inter alia, with regard to sales channels, sales force or branches. The same applies to decisions on the location, size and even cost of administrative procedures. All these decisions, in order to achieve the optimal level, had to take into account the impact of administrative costs, and organizational decisions had to in turn use the results of studies on location, size, administrative procedures, etc. as data. More than a sequential relationship, most projects represent a ratio of simultaneity of decisions. This is the only way to optimize the overall result of the projection.

Another aspect is to provide for the normal allocation of funds, which will certainly depend on a different distribution than that made by the project. This funding can be blocked through no fault of the project. In this sense, although the funds come from foreign or international organizations, bodies in other areas of administration, such as the Central Bank or the Ministry of Foreign Affairs, must be met, for example, ORGANIZATIONAL STRUCTURES For the design of the organizational structure of the project, many theories have been developed, but the current trend of design is that it is carried out according to the situation specific to each project. Because each investment project has specific and generally unique characteristics. The classical theory of organization is based on the management principles proposed by Henri Fayol: a) the principle of division of labor to obtain specialization; (b) the principle of single management, which provides for the grouping of activities with a common objective under the direction of a single administrator; (c) the principle of decentralization, which strikes a balance between centralization and decentralization; Max Weber`s theory of bureaucratic organization emphasizes that the organization must employ certain design strategies to streamline collective activities. These include the division of labour, coordination of tasks and delegation of authority, as well as the impersonal and formalistic management of the official. Structures refer to the relatively strong relationships that exist between positions in an organization and are the result of processes of division of labour, departmentalization, spheres of control and delegation. Departmentalization summarizes and groups together the individual elements of specialization obtained through the division of labor.

This factor is crucial for the organizational structure of the company that would create the project, and therefore for the amount of investment and costs involved. The most common types of departmentalization are by functions, territories, products, customers or mixed. All of them group the works according to a common element.