【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。據(jù)估計(jì)，家族企業(yè)帶來(lái)約一半的國(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(wèn)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。在大多數(shù)情況下，有了明確的規(guī)劃，企業(yè)將保持健康。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。雖然這是不容易的，所有家庭成員將成為能夠成功實(shí)行規(guī)劃過(guò)程，企業(yè)繼續(xù)運(yùn)營(yíng)的關(guān)鍵因素。這本書將幫助您計(jì)劃的順利轉(zhuǎn)移所有權(quán)，并避免許多問(wèn)題，家族企業(yè)面對(duì)轉(zhuǎn)接發(fā)生。附錄包括執(zhí)行這個(gè)程序解決緊急情況的措施。

　　

【正文】 ne 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 BusinessThe 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 responsibility for the business. Letting go how to help the entrepreneur let go of the family business. Liquidity and estate taxes. Attracting and retaining nonfamily executives. Compensation of family members equality versus merit. Successors who chooses and how to choose among multiple successors. Strengthening family harmony.All of these issues and the others you include in the Family Business Assessment Inventory can potentially cause business conflict and family stress. But there are three steps you can take tomanage conflict and stress in a family business: Identify issues that may cause conflict and stress. Discuss these issues with the family. Devise a policy to address them.A discussion of policy making, as well as establishing a forum conducive to it, will be addressed later, in the section Family Retreat.Who Are the Actors?The next consideration in understanding the family business is to understand the perspectives of those involved. Without this understanding, managing a family business will be difficult. The actors in the family business can be divided into two groups: (1) family members and (2)nonfamily members. Each group has its own perspective and set of concerns and is capable ofexerting pressures within the family and the firm.Family MembersNeither an Employee nor an OwnerChildren and inlaws are usually in this group. Although they may not be part of the business operations, they can exert pressure within the family that affects the business. For example, children may resent the time a parent spends in the business. This creates a problem because parents usually develop guilt feelings as a result of their neglect and the resentment expressed by the children. Inlaws, on the other hand, are viewed either as outsiders and intruders or as allies and therefore are usually ignored or misunderstood. For example, a daughterinlaw is usually expected to support her husband39。s efforts in the business without a clear understanding of family or business dynamics.She may contribute to family problems or find herself in the middle of a family struggle. The soninlaw faces similar, if not worse, problems. He may be placed in a petitive situation with his wife39。s brothers. If he isn39。t involved in the family business, he can still exert pressure on the business in his role as his wife39。s confidant.An Employee but not an Owner This family member works in the business but does not have an ownership position. For this individual, conflict may arise for a number of reasons. For example, if he or she pares himself or herself to the family member who has an ownership position but is not an employee, a sense of inequity may result. The member may voice his or her resentment: I39。m doing all the work, and they just sit back and get all the profits. Or resentment may occur when decisions are made by owners alone. Here, he or she may feel: I39。m working here every day. I know how decisions are going to affect the pany. Why didn39。t they ask me? Family members employed in or associated with a family business generally expect to be treated differently from nonfamily employees.An Employee and an OwnerThis 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 wellbeing 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 cate