“Small businesses” is an economically term which generally related to the business scope and extent. The taxing authorities categorize “small business” according to their finance turnover in a defined time duration, in most cases: a year. Another aspect of specifying a business as a “small” one is its field of activity: a single barber shop, or a single “Pizza” parlor, or a single stand in a marketplace, are “small businesses”. When one of those becomes “a chain of…” it’s another story.

 

The behavioral sciences, especially Sociology, regard “small business” as a small organization. From the sociology point of view a business is a type of social organization. The sociology discipline classifies organizations by their internal human relations and interaction. No matter how many people are involved, what’s count is the quality of the inter-relationships among them. If everybody knows everybody, face to face, by each name, and the instrumental communication is informal as the social communication, then it’s a “small organization”. 

Such informal relationships can function when we are talking about 2 to 100 workers, managers and subordinates all together. Probably when it’s a 100 people organization we’ll find formal division of labor, duties definitions and documented regulations. On the other hand – a 4 personnel store: the informality is extreme and there is no room for documentation and definitions, everyone is doing everything and if the boss, the store owner, will keep distance – he’ll lose the great advantage of potential warm instrumental relationships with his three salespersons.

Between the 4 and 100 personnel the most common are the 30-40 personnel small businesses. Even if the business owner will try to establish formal regulations he wouldn’t succeed. In such a small organization people will behave according to the informal habits which dominate the everyday activities. There is no way that a new employee will sit down and read a documented guidance book. What will probably happen is that he’ll be told orally what to do by a senior foreman and will complete his integration by imitating others in his close working environment. If he’ll insist to read written instructions he wouldn’t find it because it doesn’t exist  in such small businesses and if he will – it wouldn’t be updated. This is the great fault of small organizations and yet their great advantage: it makes them much more flexible and adaptable to market real time changes.

The sociologist Max Weber claimed that the ideal desirable theoretical model of the most efficient organization is the ‘bureaucratic” model. Weber argued that this type of model will be the only social organization that will overcome human faults and weaknesses. His organization will leave much longer than the individuals who are working for it. People will have to adapt themselves to the organizational needs and demands and not the other way round. He wanted to fulfill the old cliché saying “The graveyards are packed with people who thought they were irreplaceable”.

Just for the sake of argumentation, I’ll point only two of the criticism on Weber’s model:

One – Bureaucratic organizations suffer of stagnation. When a “big business” wants to react to changes in its businesslike environment its got to be someone whose job is to detect such changes and to call a meeting of the right forum which is nominated in advance to take care of such cases and according to the firm regulations to make decisions which will be accomplished by those who will be appointed to the task. Such a procedure is taking a lot of time while small business are reacting immediately and move forward leaving the big businesses behind.

Two -  The biggest enemy of the bureaucratic organization is the informal organization within the formal one. A lot of money, time and energy are wasted trying to overcome the influence of the informal organization. In small businesses, which are informal by nature, there is no such problem.

 

As a metaphor we can compare big and small businesses to a steam ship and a sailing boat. In the big steam liner, even if the crew members know each other personally, they operate a daily routine under strict regulations carried out by formally ranked officers and other commissioned lower ranked staff. If the weather will change and threat the ship safety, no one will react without a strict command issued by the captain. In the small numbered crew of a 40 feet sailboat there are no ranks or strictly defined jobs. Everybody is doing everything which is needed when it is needed to be done. There is a Skipper but in case of a sudden hazard you can carry on each sailor that he’ll do what’s necessary without waiting to be told what to do. In small teams, who are operating in a stressed environment, a small boat in the big blue sea or a small business in the jungle of the wild markets, crew members know that if they wouldn’t operate shoulder to shoulder they will be hanged neck to neck. The friendly commitment to each other is working for the benefit of the organization.

 

A online print shop is a classic example of a small business. It is organized by the following departments:

Management and administration (3)

Sales and marketing (3)

Accountants (2)

Customer service (3)

Graphic artists studio (5)

Printing machines operators (3)

Production and finish (7)

Shipping (2)

Business development and Internet support (2)

 

Those 30 workers are crowded in 100 square meters shop including machines and furniture.

The print shop is operating on line and off line.

On line, through the Internet, they offer the classical advertising and promoting printed materials like: Business cards, magnets, fliers, stamps, account books, envelopes, letterheads, invitations, stickers, bookmarks, and so on.

Off line, when the customer arrives in person and orders his request face to face. This is when the products are “heavy” like: books, catalogs, folders, small paper made packing materials, and such.

 

The small number of employees, operating under the right managers leadership, creates consolidation, unification, integration, and forging “team spirit” based on interpersonal relationship which creates an identification, involvement and empathy with the business goals. The lack of distance between managers, foremen and other employees do not harm discipline and high standards of working moral and ethics. Discussions, which are taking place from time to time, in open forums, enable all workers criticize constructively or suggesting improvements. Workers can express themselves freely in periodical interviews and all channels of communication, including internal E-mailing, are open unlimited. The closeness relationships enable flexible positioning workers in different stations according to various burdens. The outcomes of 30 workers is synergistic by nature and much more than just aggregative.

              



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This report presents a comprehensive picture of the contribution of small enterprises in Ireland. The report contains data on the contribution of small businesses in industry, services and construction, as well as statistics on the labor, the knowledge-based economy and workforce. It also includes international comparisons.

In the report, a small business is defined as an enterprise which employs fewer than 50 people. Statistics on medium (50-249 persons) and large enterprises (250 or more people) are included for comparison.

Highlights of the report are:

Industry: Production and employment dominated by medium and large enterprises

* In 2005, four of the five industrial companies (81%) were small businesses with fewer than 50 employees. This company employs 50,000 people, slightly more than one fifth of total industrial employment. * The larger companies (50 or more persons) employed 181,100 people in 2005 and generated 93% of the total turnover in the industry. * The vast majority of small industrial firms were Irish owned (95%). Nearly 42% of larger companies are foreign-owned.

Services: More than 380,000 employees of small businesses in the service sector

* In the service sector, almost all companies (98%) were small. There were 82,100 small businesses, employing over 380,000 people in the service sector in 2005. That was more than half of total employment in this sector. * Small businesses account for nearly half (49%) of total turnover in the services sector, and generates a turnover of nearly ? 81.6bn in 2005. * Nearly half of small businesses in the service sector are the property of the family (47%). The vast majority of these family businesses employed fewer than 10 people.

Construction: Small businesses occupied two thirds of all people who work in construction

* According to the Quarterly National Household Survey, there were 253,200 employed in construction in the fourth quarter of 2005. Of these, 211,000 have indicated that they worked in small businesses (fewer than 50 employees), while 24,500 have indicated that they worked in large enterprises (50 or more employees). A further 17,600 not specify the number of employees to their jobs.

* Among the 253,200 people employed in the construction industry, more than 65% worked for very small concerns employing less tha ten people.

Salaries and wages: 54% of private sector employees in small firms earned between ? 10 – ? 20 per hour in 2006

* The average hourly wage in small businesses were ? 15.22 in 2006 compared to ? 19.38 in companies with 50 or more workers in 2006.

* The average annual salary for employees in a small business amounted to ? 32,453 in 2006. The average wage in large enterprises was ? 44,794 per year.

Knowledge-based economy: the larger companies have shown higher levels of e-government activities

* Small businesses generally not more modern information and communication technology than larger companies.

* Almost all companies with 10 or more employees were connected to the Internet that two-thirds of businesses with fewer than 10 employees to use the Internet.

Size of work: almost 56% of employment in small workplaces

* In all areas, 56% of jobs in workplaces where fewer than 50 persons were employed in the second quarter of 2007. A total of 1175800 people worked in small workplaces. Of these, 839,300 were employees, 216,600 are self-employed and 107,900 are self-employed with employees. These figures include agriculture and the public sector and the economy.

* Among the 316,300 non-Irish nationals in employment in the second quarter of 2007, less than half (47%) worked in small workplaces.

EU comparison, the value added in small construction firms in Ireland was three times the EU average in 2005

* Almost three-quarters of production in Ireland turnover was generated by large companies, while the EU average was 60%.

* In 2005, Ireland is recorded but the gross value added per employee of ? 51,600 in the distribution of services. The EU average was ? 33,000 per employee. * The gross value added per employee in the construction industry in Ireland was significantly higher than the EU average for all types of employment dimension.



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