家族企业管理英文文献及翻译 第3页

家族企业管理英文文献及翻译 第3页
differently from nonfamily employees.
An Employee and an Owner毕业论文http://www.751com.cn
This individual may have the most difficult position. He or she must effectively handle all the actors in both systems. As an owner, he or she is responsible for the well-being and continuance of the business, as well as the daily business operations. He or she must deal with the concerns of both family and nonfamily employees. Often, the founder, as the sole owner and chief executive, falls in this category.
Not an Employee but an Owner
This group usually consists of siblings and retired relatives. Their major concern usually is the income provided by the business; thus, anything that threatens their security may cause conflict. For example, if the managing owners want to pursue a growth strategy that will consume cash and has an element of risk, they may face resistance from retired relatives who are concerned primarily about dividend payments.
Nonfamily Members本文来自辣'文'论.文'网
An Employee but not an Owner
This group deals with the issues of nepotism and coalition building and the effects of family
conflicts on daily operations. Owners' concerns for nonowner employees usually involve recruiting and motivating nonfamily employees and nonfamily owner-managers who will have little or no opportunity for advancement, accepting children of nonfamily managers into the business and minimizing political moves that support family members over nonowner employees.
An Employee and an Owner
With the emergence of stock-option plans, this group has become more important. Employees may become owners during a succession. In companies where a successor has been chosen, partial ownership of the company by its employees can foster cooperation with the new management because the employees will personally share the benefits and responsibilities of the company. In cases where there is no successor, selling the company to the employees who have helped build it makes good business sense. Employees who own the company will want to be treated like owners,which may be difficult for family members to understand and accept. A thorough understanding of the behavioral consequences of an employee stockownership program (ESOP) should be grasped before a family implements such a program. Understanding the perspective of the individuals around you, both family and nonfamily, will make communicating and decision making easier.
BALANCING FAMILY AND BUSINESS GOALS
When conflict occurs in the family business, it can be traced to a disparity in the goals of the
individuals, the family or the business. Perhaps a family member works in the business out of
economic necessity, not because he or she wants to. Or perhaps the potential successor has plans for the business that differ from current management plans -- different generations usually have
different goals. Whatever the cause, the conflict must be addressed and resolved to avoid and
prevent more serious problems later.
One way to define and align family and business goals is through business and family strategic planning. In these plans, you will create a mission statement for the business and for the family that allows each element to complement the other. Once you have completed this task, set goals for the family business that will allow the family and business to prosper. Next, develop a strategy to accomplish these goals and, finally, formulate policies and procedures that control the family's involvement in the business. Appendix B, the Strategic Plan Checklist, can help you review the steps in strategic planning.
Business Strategic Planning
Strategic planning for family-owned businesses requires that you integrate family issues, such as:
1. What are the long-term personal and professional goals of family members?
2. What is the family mission? Why are you committed to establishing and operating the business?
3. How do you envision the firm in the future?
4. Will family members be active in management or will they be passive members?
5. How will issues such as compensation, benefits and performance evaluation be
handled?本文来自辣'文'论.文'网
The answers to these questions will affect the business strategy and should be resolved before strategic planning begins.
Strategic planning involves analyzing the business in its environment and devising a process for guiding its development and success in the future. This process involves assessing the internal
operations and the current external environment (i.e., economic, technological, social and political forces) that affect the business. To begin this process, identify internal strengths and weaknesses that may constrain or support a strategy. Components of this assessment include (1) the organizational structure, (2) the culture and (3) the resource. Make a list of the opportunities毕业论文http://www.751com.cn
available (growth, new markets, a change in regulations) and the threats (increased competition,
shortage of raw materials, price cutting) to your business. This should give you some insight into
the current situation and provide a strategic direction.
Next, list the objectives of you and your family, identifying personal needs and risk orientation. Many of these objectives and goals will be addressed in your family strategic plan. Also, you will find that your personal objectives will affect the strategy you choose. For example, if there is a great opportunity for growth in your market but you have a low risk orientation and a high personal need for security, you probably should not pursue high growth. It would be not only risky but also expensive. Growth consumes cash, and cash must be generated internally or financed externally.
Your personal objectives should mesh with your strategy.Once you have identified opportunities in the industry, assessed the strengths and weaknesses of the firm and listed your personal objectives, you can proceed with the strategic plan. This willinvolve
developing a mission statement,
setting objectives,
developing strategies to meet objectives, and
developing action steps to implement the strategy.
Mission Statement
The mission statement answers the question What business are you in? It defines your customersand explains why you are in business. The mission statement embodies the heart of the business and gives direction to every facet of the business. Effective mission statements
include specifications that allow measurement,
establish the individuality of the firm,
define the business in which the firm wants to be involved,
are relevant to all with a stake in the firm, and
are exciting and inspiring.
Objectives
You should set reasonable objectives for the firm, based on the mission statement, to ensure

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