【導(dǎo)讀】是雇員但不是企業(yè)的所有者………………在美國(guó)經(jīng)濟(jì)的發(fā)展中，家族企業(yè)是一支生力軍。約90%的美國(guó)企業(yè)是家族擁有或控制。一半的國(guó)家的國(guó)民生產(chǎn)總額和全國(guó)的一半工資。美國(guó)經(jīng)濟(jì)在很大程度上取決于政策的連續(xù)性和成功的家族企業(yè)。這是不幸的，甚至令人。震驚的是，這樣一項(xiàng)至關(guān)重要的力量有如此懸殊的成活率。在任何特定時(shí)間內(nèi)，40%以上的美國(guó)企業(yè)所面臨的轉(zhuǎn)接問題。這些因素，單獨(dú)或合并，轉(zhuǎn)讓，使家庭經(jīng)營(yíng)困難，甚至不可能。轉(zhuǎn)型由四個(gè)計(jì)劃組成。這項(xiàng)計(jì)劃確定了政策，對(duì)家。庭的作用，在行業(yè)中獨(dú)占鰲頭。家庭戰(zhàn)略計(jì)劃將解。通過實(shí)施這一計(jì)劃，你可能避免沖突后，有關(guān)補(bǔ)償，兄弟相爭(zhēng),所有權(quán)和管理控制權(quán)。通常意義上的繼承人不愿意和計(jì)劃另類生涯。概述了演替過程中，他們可能更傾向于繼續(xù)家族生意。所有家庭成員將成為能夠成功實(shí)行規(guī)劃過程，企業(yè)繼續(xù)運(yùn)營(yíng)的關(guān)鍵因素。操作和轉(zhuǎn)移的家族企業(yè)是：信息共享與所有家庭成員。出決定并實(shí)施的知識(shí)和律師所有家庭成員。

　　

【正文】 . The appendixes include aids to help you implement the process. UNDERSTANDING THE FAMILY BUSINESS This section will explore the nature of the family business as a dual operating system, and will identify issues of greatest concern to family business owners, as identified by family business owners across the United States. As you review these issues, you will see that, although you and your family are unique, the challenges you face are not, because almost every family business shares the same problems. Also, perspectives of the individuals involved in a family business will be presented. We tend to confuse personality with perspective understanding the viewpoints of the different actors involved in the family business (active and nonactive) can help alleviate conflicts that may arise. After reading this section, you and your family should plete the Family Business Assessment Inventory in Appendix A. What Is a Family Business? Defined simply, a family business is any business in which a majority of the ownership or control lies within a family, and in which two or more family members are directly involved. It is also a plex, dual system consisting of the family and the business。 family members involved in the business are part of a task system (the business) and part of a family system. As you can see in Figure 1, these two systems overlap. This is where conflict may occur because each system has its own rules, roles and requirements. For example, the family system is an emotional one, stressing relationships and rewarding loyalty with love and with care. Entry into this system is by birth, and membership is permanent. The role you have in the family husband/father, wife/mother,child/brother/sister carries with it certain responsibilities and expectations. In addition, families have their own style of municating and resolving conflicts, which they have spent years perfecting. These styles may be good for family situations but may not be the best ways to resolve business conflicts. Figure 1 is a graphic not available in this format. Conversely, the business system is unemotional and contractually based. Entry is based on experience, expertise and potential. Membership is contingent upon performance, and performance is rewarded materially. Like the family system, roles in the business, such as president, manager,employee and stockholder/owner, carry specific responsibilities and expectations. And like the home environment, businesses have their own munication, conflict resolution and decisionmaking styles. Conflicts arise when roles assumed in one system intrude on roles in the other, when munication patterns used in one system are used in the other or when there are conflicts of interest between the two systems. For example, a conflict may arise between parent and child, between siblings or between a husband and wife when roles assumed in the business system carry over to the family system. The boss and employee roles a husband and wife might assume at work most likely will not be appropriate as athome roles. Alternatively, a role assumed in the family may not work well in the business. For instance, offspring who are the peace makers at home may find themselves mediating management conflicts between family members whether or not they have the desire or qualifications to do so. A special case of role carryover may occur when an individual is continually cast in a particular role. This happens primarily to children. Everyone grows up with a label: the good one, the black sheep, the smart one. While a person may outgrow a label, the family often perceives that person as still carrying the attribute. This perception may affect the way that person operates in the business. Family munication patterns don39。t always affect the business, but when they do it can be very embarrassing. Often you say things to family members in a way you would never speak to other employees or managers. This problem is pounded when your munication is misread by the family member. Often parents are surprised by a son39。s or daughter39。s negative reaction to a business directive or performance evaluation. This reaction is probably because the individual perceived the instructions or evaluation as orders or criticism from Dad or Mom, not from the boss. System overlap is apparent when conflicts of interest arise between the family and the families put personal concerns before business concerns instead of trying to achieve a balance between the two. It is important to understand that the family39。s strong emotional attachments and overriding sense of loyalty to each other create unique management situations. For example, solving a family problem, such as giving an unemployable or inpetent relative a position in the firm, ignores the pany39。s personnel needs but meets the needs of family loyalty. Another example of conflict of interest occurs when business owners feel that giving children equal salaries is fair. Siblings who have more responsibility but receive the same pay as those with less responsibility usually resent it. In cases of sibling rivalry, it isn39。t unusual for one sibling to withhold information from another or try to engage in power plays, ., behaviors that can be detrimental to the firm. Much of this behavior can be eliminated or managed by devising policies that meet the needs of both the family and the business. Developing these policies is part of the family strategic planning process. Before discussing them, you should make sure you have identified all the issues that need to be addressed. Issues in the Family Business The list below contains the issues that most family businesses face: ??Participation who can participate in the family business and under what circumstances. ??Leadership and ownership how to prepare the next generation to assume resp