"Year of the Universalization of Health".

PROPOSAL OF ORGANIZATIONAL DESIGN FOR VIVA GRAÑA Y MONTERO

COMPANY

FACULTY: : ADMINISTRATION

CAREER : ADMINISTRATION
PROFESSIONAL

COURSE ORGANIZATIONAL DESIGN

TEACHER NORIZA TURIN

INTEGRANTS : - Huamani curilla Roció

: - Palomino Suarez Ingrith
Tapia Mendoza Miriam
: - Urcon Ventura Fernando
: - Mayssa Flores Estrella

2020

Company name: "VIVA G Y M".

 Description of the company's activities:

Describes your business activity, how you conduct your operations and where.

VIVA GyM, the company of the Graña y Montero Group, dedicated to the promotion and
management of real estate projects.

The real estate business of the Graña y Montero Group began in 1987, with the company GME
S.A., whose main line of business was the management and promotion of real estate investment
projects.

It is in this way that our developed projects have been able to differentiate themselves from existing
projects in the market, which has allowed us to consolidate our position as a leading company in
the high and middle socioeconomic segments. With the positioning achieved, not only multi-family
housing was developed, but also single-family homes such as condominiums, private homes,
beach and country houses, offices and shopping centers (Larcomar).

In 2002, GyM absorbed GME's business, creating the Real Estate Division, which maintained
GME's organic structure, which has lasted until the present day with its project managers,
developing different real estate products with specialized criteria.

VIVA GyM offers an innovative alternative in the real estate sector focused on building wellbeing for
its clients and equal access to healthy and safe housing conditions.

VIVA GyM, the company of the Graña y Montero Group, dedicated to the promotion and
management of real estate projects, with values of Compliance, Quality, Reliability and Efficiency is
recognized by our clients and opens the doors to new projects. Having presence in different parts
of Peru, Lima, Callao, Huancayo, Puira.

Internal and External Analysis

2.1 Analysis of Structural Dimensions:

Describe the dimensions developed in the subject and correlate the descriptions and then draw
a conclusion.

Dimension Description

Formalization Viva GyM has management documents such as :

Manual of organization and functions, Manual of
prevention of money laundering, urban habilitation,
 validity of powers of legal representatives, Manual of
security and traffic, Manual of internal control policies,
also has a computer system of ethics channel, it is worth
mentioning that annually is supervised by the SBS, Viva
GyM is a formal company and this represents a strength.

The company has a money laundering prevention

2. Specialization system and a compliance officer, as well as marketing,
accounting and finance departments.
It has a high degree of specialization which represents a
strength for the company, if the case of any audit issue,
the transparency channel can cope satisfactorily.

Viva GyM has a high level of hierarchy. This represents

Hierarchy of a lack of coordination and communication, since general
Authority management cannot make decisions and solutions on its
own, without first consulting with the majority
shareholders and the board of directors.
These in turn generate certain delays in immediate
solutions.

Viva GyM, the real estate company of the Graña y

4. Centralization Montero group, if changes arise in the CRM system, and
types of financing such as payment methods and credit
evaluation, this conformity is determined by the
commercial area, the company is centralized, because
all decisions are kept at a higher level.

Therefore, it is a weakness since there should be

other people responsible for making decisions
according to the need and experience in each area.

5. Professionalism Viva GyM, the real estate company of the Graña y

Montero group, has qualified personnel according to
each area, so it has a medium degree of
professionalism since there are collaborators in
different areas.

Therefore, it represents a strength for the company,

since the industry requires trained personnel.
 There are 120 employees in the company, which are
Personnel Reasons provided in different areas, such as:
▪ Commercial area 50%.

▪ Marketing 5%.

▪ Loans and collections 10%.

▪ Accounting 10% Accounting

▪ Project area 25%

Analysis of Contextual Dimensions:

Describe the dimensions developed in the subject and correlate the descriptions and then draw
a conclusion. at least two dimensions.

Dimension Description

1. Size 120 top-level professionals, committed to the

organization and endowed with innovative
capabilities.

Therefore, it applies to large companies.

Organizational A major investment for the company was the

Technology modification of the SAP system to the CRM system,
since this system has a more advanced platform to
keep track of customers and contracts issued.

Therefore, it is considered a strength because it helps to

better monitor the files, contracts and has an accurate
data and helps employees to manage more accurate
information.

Viva GyM's main supplier is Viva GyM:

3. The Environment
 ▪ My little house ( mortgage)

The company's customers are:

▪ Legal Clients

▪ Individuals, whether or not subject to credit

evaluation.

The company's principal domestic competitors are:

 Centennial investments
 The pine tree
 The portals
 remax
The company has only one supplier for project
financing, which is unfavorable because more
agreements should be made with other banks.

The company's competitors are competitive, which in

one way or another requires the company to establish
better advertising, marketing, panel and sales
strategies.

4. Goals and Viva GyM ,the real estate company of the Graña y
Strategy Montero group, has the following objectives.

● Increase sales by 70% by 2022.

● Finance (evaluates investments in such a way

as to obtain an expected return)
● Human Resources (in charge of obtaining
qualified personnel with the ability to operate the
machines)
● Marketing (disseminates projects through
newspaper advertisements, radio, television,
giant billboards, referral promotional offers and
social networks)
● Logistics (constant communication with the
Finance area to see if all the necessary physical
resources are available to carry out the project).

5. culture VISION:
 VIVA GyM's VISION is to be the leading Real Estate
Development Company in the Peruvian market,
recognized as the most innovative in terms of service
standards to its customers.

PURPOSE

To develop the best real estate products in all market

segments, always taking care that our products meet all
the needs of the different markets we serve. Always
developing a first class architecture.

VALUES

The main values that identify Viva Gym are

honesty, simplicity and innovation. VIVA GyM offers
an innovative alternative in the real estate sector
focused on building well-being for its clients and
equal access to healthy and safe housing
conditions.

2.2. External Analysis: PESTE Analysis

Perform the external analysis, describe two variables for each force and at the end make a
conclusion correlating the described variables.

Force Description O A

 Peruvian laws are currently in

favor of construction. In these However, there is opposition
 Business is significantly affected proposals there in Congress
by regional, national and are issues of
Political forces

interest such as can therefore be obstructed

municipal laws, policies and
regulations. development,
infrastructure government policies
and citizenship
current situation as they will
that allow the
be looking for auditing.
establishment
of policies in
this area.
  The global recession of 2008
and 2009 significantly affected Investments in Rising prices and the
large-scale infrastructure the covid pandemic will slow
Economic forces

development and projects. construction the economy's progress.

sector for water
 Due to Peru's rapid growth, the and sewage
company's earnings are services will be
positively impacted boosted by the
current
government.

- According to the World Social Importance of

Progress Index Dimensions 2016, social
Peru has improved its well-being responsibility Existence of social
Social, cultural and demographic forces

and opportunities, although it still within the groups for the

has a lot of work to do, such as industry as a construction
meeting basic needs like tool to involve
education, reducing crime, the population
reducing poverty, and improving and benefit
access to water and sanitation. from projects.

- Employment is an important factor for

improving basic needs. In this
sense, civil construction is an
activity that generates jobs and
contributes to economic and social
growth, and as a result, union
groups are formed for the
formalization and elimination of
labor violence.
 - According to the Global The power of Personnel not trained in
Technological and scientific forces

Information Technology Report acquiring state- the use of state-of-the-art

ranking, Peru is in 93rd place out of of-the-art equipment
143, a worrying situation in terms of machines at
technology development, raising the low market
risk of falling behind. costs and the
benefits of
In the construction sector, companies additional
are in the process of renewing services.
machines with the latest technology to
be offered to construction companies,
incorporated technology, equipment
maintenance, software and ICT tools.

- The environmental situation is Corporate State implementation of

criticized not only in urban areas but image for stricter regulations that
Ecological and environmental forces

also in industrial and rural areas, having care raise the cost considered
especially where mining is located, and respect for in the waste management
demonstrating that there is no good the budget.
environmental management and that it environment,
has not been possible through having a better
mechanisms and policies to care for participation in
and preserve the natural heritage. bidding for the
execution of
The construction sector generates works.
waste that affects the environment, so
the ministry in charge regulates the
proper management of waste to avoid
negative impact on the ecology, for
which the budget must be included in
the execution of the works.

In conclusion, these forces allow us to know and make a more detailed study of the current
situation or macro-environment of the company in order to evaluate and make a decision or be
prepared for any situation that may arise. Thanks to this tool GyM has improved its situation in
recent years and has increased and expanded its territory not only in Peru but also in other
countries. It is worth mentioning that the company has had risks such as the Odebrecht case in
which the company has been involved.

2.3. SWOT Matrix

STRENGTHS OPPORTUNITIES
 • Aggressive business diversification • Learning from the incursion into
strategy foreign markets

• Fulfillment of contracts • The

• High participation in mining

WEAKNESSES THREATS

• Strong dependence on private Deterioration in the prospects for private

investment investment recovery

• High level of indebtedness Increased competition in the outsourcing of

technology services.

3. Organizational Purpose

3. Organizational Purpose

3.1. Vision (Make a vision proposal for the company)

The company We propose

VIVA GyM's VISION is to be the To be the leading company in the
leading Real Estate Development Peruvian and foreign market,
Company in the Peruvian market, recognized for its capacity, quality
recognized as the most innovative in and compliance using innovative
terms of service standards to its construction procedures that provide
customers. a better standard of living for our
clients.

3.2. Mission (Make a proposal for the company's mission)

The company We propose
VIVA GyM's MISSION is to develop
the best real estate products in all
market segments, always taking care
that our products meet all the needs
of the different markets we serve.
 Always developing a first class
architecture.

3.3. Values (Make a proposal of values for the company)

The company We propose
Our values define how we do things
at Viva GyM, are the foundation of
our culture and will enable us to
leave a legacy in society.
Seriousness.
Quality.
Compliance.
Efficiency.
Security.
Responsibility

3.4. Organizational Objectives (Make a proposal of three strategic objectives for the
company)

The company We propose

1.- Maintain 100% delivery of the
work before the annual deadline.
Project control management:
- Improve process controls in the
execution of the project.
- Improve efficiency and
effectiveness in the use of
resources.

2.- Maintain or improve the work

environment, which
currently has a result of
75%.
 Human Resources Management
- Meet the objectives of each area
and maintain a collaborative
environment.
- Maintain and increase the
number of training hours in
accordance with the objectives.

3.5. Competitive Advantage and Core Competency

Competitive advantage Core Competency

Viva GyM obtains its competitive advantage It has 3 sustainable competitive advantages
through a differentiation strategy, the in the execution of its works completed
company knows how to integrate its before the deadline, in the good working
processes well, generating value to satisfy itsenvironment with its workers and in the
customers, shareholders and personnel. capacity to take on large-scale works due to
the company's own assets that can support
It has superior innovation because it must these projects.
possess state-of-the-art technologies, as well
as the necessary training and knowledge to
carry out construction projects.

4. Proposals

4.1. Proposal and description of the organization chart

4.2. Proposal of manuals

MANUAL OF FUNCTIONS AND PROCEDURES OF THE COMPANY "VIVA GRAÑA Y

MONTERO".

Informative summary
 Introduction

The functions and procedures manual is a document that guides the members of the
organizations in the execution of their work and are instruments that facilitate the evaluation of
the management within the entity by the control agencies.
Every organization requires at some point in time to document the work performed by officers
or employees in order to keep track of the activities carried out in the industry and the person
responsible for each activity.
Those who lead the development of a manual of functions and procedures assume the
challenge of transmitting to the employees in a clear and simple way, the way in which they
must perform their work and the importance of doing it well in terms of efficiency,
effectiveness, economy and speed. The elaboration of a functions and procedures manual is
not subject to a rigid structure, but on the contrary, its structure is flexible and creative.

Problem statement and justification

The realization of the practice starts from the question: What is the importance of having an
organizational structure and a manual of functions in the organizations? Every organization
seeks continuous improvement and growth. Organizations need to approach things in an
innovative way in order to improve the standard of living of their employees and use the
necessary administrative and operational tools that contribute adequately to the proper
performance of their employees' job duties. To improve the work environment it was
necessary to implement in the company "VIVA GRAÑA Y MONTERO" manuals of
Procedures and Functions, which highlights the functions of each position and achieve a
measurement and evaluation for them in a quick and easy way, minimizing labor conflicts in
the organization.
Objectives

General Objective
To prepare the company's functions and procedures manual as a support instrument that
defines and establishes control sections, communication channels between departments,
responsibilities and functions. In order to standardize all the activities and procedures that
exist within it, so as to allow an efficient administration and achieve all its goals.

STRATEGIC
 Research and diagnose existing information to define the procedures
manual.
 Perform a job analysis to establish the functions performed by each of the
members of the company, level of responsibility and commitment.
 Build the functions manual and identify the different processes that are
developed within the organization.

Theoretical Reference
In this section we will point out the different conceptual contributions in order to analyze all
the components of the organization it is necessary to mention the following concepts.

OPERATIONAL

The organizational structure allows us to know how the organization is divided and the
direction of command.

Job Specialization

It defines work specialization as: "the degree to which tasks in an organization are divided
into separate jobs, allowing for greater efficiency in the tasks to be performed" and also allows
each worker to specialize in a single activity and provide greater performance.

Departmentalization

"Allows you to group and classify the work activities of your employees."
Fulfillment of objectives
List of activities that made it possible to achieve specific objectives

 To know the organizational structure of the company

 Review company information
 Interviewing workers
 Request requirements
 Evaluate specific areas
 Identify positions
 Identify the functions of the workers

Methodology
For the elaboration of the Manual of functions and procedures was made as a primary
source a collection of data on each of the activities performed by the staff of the company
"VIVA GRAÑA Y MONTERO", given by each employer and also as a secondary source
information was obtained from the contracts of the company where they specify some
functions of its employees, other secondary sources were: books, web sites to obtain the
information theory of the theoretical framework and guides for the elaboration of the process
manual.

Results

First Objective: Research and diagnose the existing information to define the
procedures manual.
Based on the first objective, we obtained as a result the primary and secondary collection of
secondary information of the company "VIVA GRAÑA Y MONTERO".

Second objective: To carry out the analysis of the positions to establish the
functions performed by each of the members of the company, level of responsibility
and commitment.
In relation to the analysis and collection of information for each position, it was possible to
determine each of the activities to be carried out with the purpose of strengthening the
functions of each position in the organization and to ensure that the functions manual is
apply and have the expected results.

Third objective: To build the functions manual and identify the different processes
that are developed within the organization.
As a result, the functions and procedures manual was prepared.
 ORGANIZATIONAL DESIGN

of each position in the organization; likewise, the processes for the

new customer acquisition, leasing and property sales.

Contributions
Contributions of the practice to the company.
The contributions made to the company were as follows:
 the elaboration of the Function Manuals where each employee's
function is specifically structured.
 An organizational structure was created with the purpose of obtaining a graphic
representation that allows to know the company and to be able to establish the
levels of hierarchy, lines of authority, responsibility and communication.
 Establish procedures for the recognition of new customer acquisition,
leasing and sales of a property.

ORGANIC
GENERAL MANAGEMENT POSITION GENERAL MANAGER
UNIT

SPECIFIC FUNCTIONS

a. To exercise the legal, judicial, commercial and administrative representation of the

company, in accordance with the powers expressly established in the company's
bylaws.
b. Represent the company when submitting bids for public or private tenders, price or
merit competitions, being able to sign proposals or offers, modify the conditions
thereof, and, in the event that the company is awarded the contract, sign the
corresponding contracts.
c. Direct the company's operations.
d. To review and sign, jointly with the Manager of the General Administration and
Finance Office and the Head of the Accounting and Finance Office, the balance
sheets, financial statements and tax returns, being obliged to ensure that the
company's accounting is permanently updated and in accordance with the
information recorded in the books, documents and/or operations.
e. Negotiate, agree and sign acts and contracts related to the company's regular
operations, in accordance with the policies established by the Board of Directors.
f. To supervise the administration of the company's human, material, economic and
financial resources in accordance with the Law and the policies established by the
Board of Directors.
g. To supervise the performance of the management and work of the company's
employees, with disciplinary and incentive powers.
h. Present the balance sheet for each fiscal year to the Board of Directors of the
company.
i.

LINE OF AUTHORITY

Exercises command and supervision

 ORGANIZATIONAL DESIGN
Secretary General, Head of the General Office of Administration and Finance, Head of the
General Office of Legal Affairs, Head of the General Office of Planning, Budget and
Rationalization, Project Manager, Manager of Real Estate Management and the staff of the
General Management.

MINIMUM REQUIREMENTS

Training:

Professional university degree in Administration, Economics,

Educational level achieved
Law or related careers.
With Doctorate studies in Business Management or Public
Complementary
Management or similar.
Experience

Experience (minimum) Not less than 5 years of work experience.

Not less than 03 years of experience in management functions.
Specific experience
(minimum)

Basic Knowledge
• Knowledge of Business Administration.
• General knowledge of State Administrative Systems, Public Management and Organizational
Management.
• Windows Office and application management.

COMPETENCY PROFILE

 GENERAL SKILLS

o Commitment
o Communication
o Integrity
o Ethics
o Organization and planning Results orientation
o Internal and external customer orientation
o Teamwork

 SPECIFIC COMPETENCIES

o Development of your team

o Negotiation
o Analytical Ability
o Leadership
o Strategic thinking
 ORGANIZATIONAL DESIGN

ORGANIC
PROJECT MANAGEMENT POSITION PROJECT MANAGER
UNIT
A. SPECIFIC FUNCTIONS:

1. Coordinate, evaluate, program, plan, formulate, execute the activities that make up
the Investment Budget of Viva GYM or any other activity under its administration or
assignment.
2. To propose to the General Management, the formulation of the Investment Budget
and the Investment Projects Portfolio, in order to optimize the use of the resources
allocated for this purpose.
3. Identify the existing needs of Viva GYM and the managed entities, and propose the
best alternative solution in a comprehensive manner, regardless of the programming
of its execution in stages in more than one budget period.
4. Execute the Investment Projects in its three phases: Pre Investment, Investment and
Post Investment.
5. Formulate the programming of projects and the requirements for contracting studies,
technical files, works, materials and goods for their execution.
6. Formulate the requirements for the contracting of professionals for the supervision,
residence, coordination and technical liquidation of project studies and works.
7. Ensure the proper execution of public and/or private investment projects.
8. Submit the corresponding reports and documents of the technical inspections and
evaluations of the infrastructure and facilities of Viva GyM's real estate assets,
9. Metropolitan Municipality of Lima, and third parties under administration
10. Review the Terms of Reference and Work Plans submitted by the Deputy Managers
in charge.

B. LINE OF AUTHORITY:

Depends on: General Manager.

Deputy Managers in charge of the Pre-investment, Studies
Exercises Command -
and Projects and Works Execution Sub-Manager's Offices;
Supervision About
and personnel under their charge.

C. MINIMUM REQUIREMENTS:

Training:
Educational level Licensed and authorized professional in Architecture and
achieved Engineering.
With specialization studies in Public Investment Project
Complementary
Management or related field.
 ORGANIZATIONAL DESIGN
Experience
Experience (minimum) Not less than 10 years of work experience.
Specific experience
Preferably not less than 08 years in the public administration.
(minimum)
Basic Knowledge
• Management of Public Investment Projects.
• Windows Office and computer applications.

D. COMPETENCY PROFILE:

Generic Competencies:
1. Commitment
2. Communication
3. Integrity
4. Ethics
5. Organization and planning
6. Results oriented
7. Internal and external customer orientation
8. Teamwork
9. Confidentiality

Specific Competencies:
1. Development of your team
2. Negotiation
3. Analytical Skills
4. Leadership
5. Strategic thinking

PROPOSAL

ORGANIC AUXILIARY IN TRANSPORT

PROJECT MANAGEMENT POSITION
UNIT SERVICE
SPECIFIC FUNCTIONS
a. Drive passenger transportation vehicles and report service occurrences.
b. Ensure the proper operation of the vehicle, in order to detect possible
irregularities in its operation.
c. Require timely preventive and corrective maintenance of assigned vehicle.
d. To give conformity within his competence to the maintenance and repair of the
vehicle in his charge.
e. Keep the logbook of the vehicle in his charge up to date.
f. Other duties inherent to the position as assigned or entrusted by the Project
Manager.

LINE OF AUTHORITY:

Depends on: Project Manager

 ORGANIZATIONAL DESIGN
MINIMUM REQUIREMENTS

Training:

Educational level achieved Completed Secondary Education with professional diploma

Complementary -
Experience
Experience (minimum) Not less than 02 years of work experience.
Specific experience Not less than 01 years of driving experience.
(minimum)
Basic Knowledge
Driver's license with category related to the type of vehicle to be driven.
Have a good driving record.

COMPETENCY PROFILE

 GENERIC COMPETENCIES

o Commitment
o Integrity
o Ethics
o Discretion

o Teamwork

 SPECIFIC COMPETENCIES

o Responsibility
o Working under pressure
o Dynamism - Energy
o Cooperation

5. Management in dynamic processes

5.1. Organizational culture and ethical values

Improve the current channels of communication between the areas, since currently they do
not favor the usual development of the common activities of the area in most cases they
become very bureaucratic and consequently the initiation, development and closing of
projects is slower than necessary.

The company's mission, vision and objectives support this set of elements mentioned above,
which in turn allow unifying the direction to be taken by the company and achieving the
commitment of the collaborators.
 ORGANIZATIONAL DESIGN
Trust and autonomy = higher performance giving employees the freedom to perform their
work along with confidence in their abilities is the key to avoiding the temptation for
managers to control and monitor every task performed by team members.

Ethical values:

Homogeneous and aligned behavior, with the objective of protecting, dignifying and honoring
our profession. And by complying with well-established principles and regulations, avoid
situations that compromise the image of the institution.

Respect, commitment, reliability, discretion, honesty, fairness, loyalty, responsibility,

truthfulness, these are totally linked to your knowledge, experience, the quality of service
you are able to provide to the client.

5.2. Innovation and change

New methods and organizational designs are created, whether in company practices,
workplace organization or external relations. It is through new practices that the
organizational culture is improved and, as a result, the productivity and competitiveness of
human resources is increased.

The virtual reality method is another technology to keep an eye on in the real estate sector.
With this method, future owners of a property can put on 3D glasses that show them the
design or environment of their new home. This technique can provide a great advantage to
visionary real estate consultants, especially when marketing construction projects. Potential
customers who do not have the opportunity to attend site visits can also get closer to reality
with the new 3D glasses than ever before. The wearer can move freely in the virtual
environment, interact with it and even "feel" it, for example the lighting or the spaciousness
of a room.

Administration and management software, programs or applications that contribute to

improve project operation, reduce risks and optimize resources.

5.3. Tactics for managing and increasing power

 The Human Resources Management will report to the Departmental
Head, for the payment of travel expenses, remunerations, among
others. They shall work in coordination in order to fulfill the employee's
benefits, especially when they have met the established goals, in
order to incentivize them by granting bonuses and rewards as part of
their effort and dedication.
 The Valuation Management and Construction Management,
fundamental parts of the company, on them depends the monetary
income and the creation of more projects, therefore, the members of
the team must comply and obey their superiors and team leaders in
terms of training, functions and everything that encompasses the
fulfillment of goals, being the managers in charge of making and
delivering a report to the General Manager in order to follow up on the
progress of the work or the completion of the projects.Therefore, the
team members must comply and obey their superiors and team
ORGANIZATIONAL DESIGN
leaders in terms of training, functions and everything that
encompasses the fulfillment of goals, being the managers in charge of
making and delivering a report to the General Manager in order to
follow up on the progress of the work or change strategies.
 If a sudden change arises, the department involved is the one who
assumes command, giving priority to that contingency so as not to
generate bottlenecks or customer dissatisfaction, or not to meet the
deadlines already established in terms of delivery of real estate,
construction process or any procedure that remains loose. The
objective of those involved is to find a solution as soon as possible,
which requires teamwork.
5.4. Tactics to improve collaboration
 Create times and spaces for integration with the different departments
in order to know the expectations and opportunities for improvement
of each collaborator, starting with a small training, brainstorming,
group work, etc.
 When unforeseen events arise, the department in charge must look
for alternatives for improvement or new strategies.
 Employees should be trained in different functions so that when a
member of the team is absent, others can fill the position and avoid
paralyzing any process. They will also be prepared for when a rotation
or promotion comes up.