How to manage small family businesses

Lead: Blood-related enterprises are not necessarily bad enterprises. Many excellent foreign companies started from family businesses. Family business must adhere to the road of sustainable development? Only in this way can the family business go fast and steadily.

How to manage a small family business 1 Family members are not allowed to work in enterprises unless they are as competent and diligent as non-family members. If mediocre or lazy family members continue to work in the enterprise, all employees' respect for the top management and the enterprise will soon disappear. Let the lazy nephew go to work, it is better to give him money to spend.

No matter how many family members there are in the management of the company, no matter how capable they are, there is always a senior position to be held by an outsider who is not a family member. Usually, this position is either CFO or R&D director, because these two positions value technical qualifications most.

3. Family-managed enterprises increasingly need to use professionals who are not family members in key positions. Manufacturing, marketing, finance, R&D and human resource management all need professional knowledge and skills. It is best to hire professionals to hold these positions and give them the same rights and status as family members.

4. Let outsiders decide the successor. Outsiders are neither family members nor working in enterprises. When choosing a successor, family members are either inclined to this candidate or that candidate. The judgment of outsiders is more objective and fair. Now, more and more family businesses are trying to find a suitable outsider to make a ruling long in advance.

How to manage a small family business 1 Employ people on their merits and manage the system.

The first problem faced by any enterprise must be survival, and only leaders who are suitable for the enterprise can lead the enterprise to survive and develop in the market. The management problems of all enterprises must also be caused by people. The key to solve these problems is to use the right person and manage people with the system. Since its birth, the family business has gained one more layer than other enterprises? Family? In order to develop steadily, we must do everything possible to get rid of this coat of internal management of enterprises. Establish a fair, open and reasonable human resource competition system within the company and downplay the family members working in the enterprise? Home? Thinking, run the enterprise with the thinking of the enterprise, get rid of the idea of always wanting to use the existing personnel in the family to hold management positions in the company, tap the truly suitable candidates inside and outside the enterprise, and have trust and confidence in people outside the family. Establish and improve the company's rules and regulations management system, set an example from the top leaders of enterprises, establish the cultural atmosphere and discipline requirements of formalization and institutionalization of enterprises, and ensure that the system is above all else. No one can violate the system or turn the implementation system into? Take the process? . No matter how big the company is, no matter how small the private family business is, only by doing these two things can the enterprise have the premise of healthy and stable development.

2. Equity incentives, modern management

One of the most important characteristics of modern enterprise system is the clear property right relationship and the separation of enterprise ownership and management right. This feature is just the opposite of the family business whose management right and ownership are completely unified. According to the 20 14 survey report of China family businesses published by Forbes, 86% of the 747 listed family businesses surveyed still control the equity and management rights, while more mainland family businesses listed in Hong Kong are managed by professional managers. Therefore, it is suggested that the small and medium-sized family enterprises established for many years in China should establish a modern enterprise system, clarify the ownership and corporate governance structure in time during the enterprise expansion period, set up a formal shareholders' meeting system instead of the internal members' meeting, and fundamentally remove the obstacles to the development of family enterprises, so that small and medium-sized family enterprises can develop into large-scale group-based formal enterprises and listed companies. Recruit talented backbone employees, give them equity incentives, let more talents integrate into the core management of the enterprise, give employees confidence, confirm that the company will give employees a bright future on the road of career development, and encourage employees to have a sense of ownership and self-motivation.

3. Pay attention to training and unite * * *

When it comes to small and medium-sized family businesses, what is the general impression in people's minds? Irregular? A big reason is that foreign employees have not developed in such enterprises. The so-called lack of development means that business leaders always want to recruit external employees? Ready-made? In terms of personnel, it is necessary to reduce the company's investment in human capital and train their relatives to participate more. To develop modern enterprises, we must attach importance to the people-oriented concept. People are assets that can create greater value for enterprises, not just the cost and burden of enterprises. Pay attention to employees' psychological needs and career development needs, establish a fair and reasonable training system and create more training opportunities. You can't leave because you are afraid of the improvement of employees, but you don't pay attention to the growth and development of employees. We should not only make use of employees' intellectual ability, but also be willing to spend money to develop employees' higher level potential. Only when enterprises sincerely think about their employees can employees more actively unite in the large collective of enterprises and make suggestions for the development of enterprises.

4. Treat everyone equally, be kind and kind

When you enter the house, you are relatives, and when you enter the company, you are colleagues. Leaders of family enterprises should pay attention to relationship management, implement this spirit from the company leadership, treat foreigners and foreign employees equally, and treat them equally from the distribution of work content, guidance of work methods, guidance in the work process, tolerance and recognition of work results and so on. Put an end to painting cakes for foreign employees on the surface, but it is cheaper inside the family when there is actual benefit distribution. At no time should we leave room and space for the formulation and implementation of company rules. The mistakes made by family members in the company's decision-making and business should be handled like ordinary employees, and they should not turn a blind eye to the negative impact on the company because of their special relationship with leaders.

5. Sensitive positions, careful use of people

In addition to leadership positions, sensitive departments and positions of the company, such as finance department and purchasing department, suggest using people outside the family. In this way, the source of unhealthy trends such as factional collusion and abuse of power for personal gain within the company has been fundamentally eliminated. Department management and system management should be formulated strictly and transparently, and implemented resolutely and thoroughly. The leaders of family enterprises should have a broader mind and a longer-term vision than the leaders of ordinary enterprises, and should be equipped with modern enterprise management systems in order to build a smooth development road for family enterprises.