Small Familiy Bussiness

Small Familiy Bussiness

• 1.
  SMALL FAMİLY BUSİNESS Allthe functions And Levels above If Not, Why Not? Mustafa ÖZER 293422 - M.I.S.
• 2.
  Looking AHEAD 1. Discussthe factors that make a family business unique. 2. Explain the forces that can keep a family business moving forward. 3. Outline the complex roles and relationships involved in a family business. 4. Identify management practices that enable a family business to function effectively. 5. Describe the process of managerial succession in a family business. After you have read this chapter, you should be able to:
• 3.
  What Is aFamily Business? • Family Business A company that two or more members of the same family own or operate together or in succession. Smith Family HardwareSmith Family Hardware Est. 1935Est. 1935 Welcome
• 4.
  Competing Interests inthe Family Business
• 5.
  Family and BusinessOverlap • Family Concerns Care and nurturing of family members Employment and advancement in the firm Loyalty to the family • Business Concerns Production and distribution of goods and/or services Need for professional management Effective and efficient operation of the firm
• 6.
  Advantages of aFamily Business • Strength of family relationships during challenging periods of business change • Financial sacrifices that family members make for the good of the firm • Operation as a family business distinguishes the firm from its competitors • Higher levels of concern for its community and non- family employees • Capability to plan and prepare for the long haul • Emphasis on quality and value
• 7.
  Advantages of aFamily Business
• 8.
  Family Business Momentum •The Founder’s Imprint on the Culture The founder’s core values become a transmitted part of the culture (for better or worse). • Organizational Culture Patterns of behaviors and beliefs that characterize a particular firm. Family Business Cultural Values –Mutual respect –Integrity –Wise use of resources –Personal responsibility –“Fun”
• 9.
  Commitment to theFamily Business
• 10.
  Family Roles andRelationships • Parental Concerns in Passing the Business On: Does my child possess the temperament and ability necessary for business leadership? How can I, the founder, motivate my child to take an interest in the business? What type of education and expertise will be most helpful in preparing my child for leadership? What timetable should I follow in employing and promoting my child? How can I avoid favoritism in managing and developing my child? How can I prevent the business relationship from damaging or destroying the parent–child relationship?
• 11.
  Family Roles andRelationships • Husband–Wife Teams Opportunity to share more in each other’s lives Business differences interfere with family life Work doesn’t leave time for family life Sharing family responsibilities eases the load • Sons and Daughters Personal preferences different from the business Personal qualifications insufficient to assume role in business Desire for personal freedom to choose another career
• 12.
  Family Roles andRelationships • Sibling Cooperation, Sibling Rivalry Best case: siblings work as a team, each contributing services according to his or her abilities Worst case: siblings compete as rivals and disagree about their business roles.
• 13.
  Family Roles andRelationships • In-laws In and Out of the Business Disagreements about how to treat and reward in-laws and family members/children Assign to different branches or to different business roles • The Entrepreneur’s Spouse Communication between entrepreneur and spouse is critical for their performance as an effective team for both the business and the family.
• 14.
  Professional Management of theFamily Firm • The Need for Good Management Best Practices: Stimulate new thinking and fresh strategic insights. Solicit outsiders’ input to keep perspective. Attract and retain excellent managers. Create a flexible, creative organization. Create and conserve capital. Prepare successors for leadership. Exploit unique advantages of family ownership.
• 15.
  Professional Management of theFamily Firm • Nonfamily Employees in a Family Firm Hazards: Competition with family members for advancement Getting caught in the crossfire and politics of family competition within the firm Solution: Identify family-only reserved positions in advance. Treat both family and nonfamily employees fairly in matters of reward and promotion.
• 16.
  Professional Management of theFamily Firm • Family Retreats A gathering of family members, usually at a remote location, to discuss family business matters. Use of an outside facilitator may be necessary. • Guidelines Set a time and place. Distribute an agenda prior to the meeting. Plan a schedule in advance. Give everyone a chance to participate. Keep it professional.
• 17.
  Professional Management of theFamily Firm • Family Councils An organized group of family members who gather periodically to discuss family-related business issues. Represent the family to board of directors Useful in developing family harmony Increases understanding of family traditions and interest • Family Business Constitution A statement of principles intended to guide a family firm through times of crisis and change.
• 18.
  The Process ofLeadership Succession • Available Family Talent Mentoring Guiding and supporting the work and development of a new or less- experienced organization member. Allowing only qualified competent family members to assume leadership roles in the firm increases the value of the firm for all who have an ownership interest in it.
• 19.
  Stages of Successionin a Family Business
• 20.
  Conditions Favoring Successful LeadershipSuccession in a Family Firm • A sound, profitable business • Stable, healthy family relationships • Advance planning for leadership succession • Positive family leadership and a team-oriented management structure • Presentation of career opportunities without pressure • Open communication on family business issues
• 21.
  Reluctant Parents andAmbitious Children • Transfer of Ownership Passing ownership of a family business to the next generation Who will inherit the family firm? When? Should each heir receive an equal share? Should ownership be transferred gradually? How are tax considerations to be handled? What to do with other wealth and assets of the founding entrepreneur?