Tan Xiaofang's View Of Family Business Management

In the 2200 B.C., three heroes, who had passed through the family and did not enter the water, passed the throne to their son Kai, replacing the Chan Dharma and establishing the first dynasty of Xia Dynasty in Chinese history. At this time, China entered the era of 4000 years of royalty hereditary home world.

Today, the governing structure of the whole family is thrived in the business world, or it is shining or ephemeral, attracting countless people's attention. It has also attracted a lot of business leaders, industry professionals and experts and scholars keen interest.

The United States wealth The magazine's list of the 50 most respected companies in the world in 2004. Retail giants of family businesses WAL-MART has won the championship again and again.

According to a comprehensive survey of European family businesses by Thompson financial consultancy, analysts and economists have found that in the stock market of France, Germany, Italy, Spain, Switzerland and England, large family businesses have unexpectedly developed and expanded in recent years.

According to Professor Lang Xianping, Professor of Hongkong studies on corporate governance in various countries around the world, at present, the proportion of the top 15 families controlling listed companies in Europe is over 20%. Belgium and France even reached 36.63% and 33.80%, and the role of family businesses in their host countries is very obvious.

In Southeast Asian countries and regions, the largest 15 family controlled listed companies account for the largest share of the market capitalization and gross domestic product. According to the eighth issue of the new wealth of 2002, apart from mainland China and Japan, the top 15 family controlled listed companies in China, such as Hongkong, Indonesia, Korea, Malaysia, Philippines, Singapore, China Taiwan, Thailand and so on, account for 34.4%, 61.7%, 38.4%, 28.3%, 55.1%, 29.9%, 20.1%, 53.3% and 84.2%, 84.2%, 84.2%, 84.2%, 84.2%, GDP, 28.3%, 55.1%, 29.9%, 20.1%, 53.3% and 84.2%, respectively.

In China, reports and debates on private family businesses are also frequently seen in the major media. However, China's private family businesses are a few joys: new hopes, the emergence and steady development of a number of family businesses such as Kingdee, FOTILE and so on have made people see the hope of the national enterprises going to the world, and the track of the "family business" from glory to decline has been cast a heavy shadow in people's hearts.

All this has raised a serious topic for China's private enterprises: since WAL-MART and Ford, as family businesses, can last forever, why is China's private family businesses unhappy and happy? Should China's private enterprises adhere to the path of family ownership? Where is the way? Tan Xiaofang has the following views:

First of all, let's look at the drawbacks of family management.

(1) Policy decision Subjective personalization restricts the standardization of management.

First, the paternalism of family businesses, lack of democratic and collective decision-making mechanism, is not conducive to enterprises becoming bigger and stronger. Because personal intelligence and ability are limited. Dictatorial personal decision-making is more likely to fail than democratic wisdom. The implementation of decisions on problems is obviously unfavorable to the growth of enterprises. Failure to do so will result in the collapse of enterprises.

(two) cronyism restricts the development of talents.

Family management is very serious. When they deal with interpersonal relationships, they act according to the principle of "alienation" rather than "reason", so the difference between "their own" and "outsiders" is generated in the organization.

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(three) social financing is difficult, which restricts the development of enterprises.

Family management is based on the absolute holding state of the family members in the enterprise. When the enterprise develops to a certain scale, if it does not absorb foreign capital and open the ownership structure, its development power will fail.

From the data at the beginning of the article, we can see that a blood related enterprise is not necessarily a bad company. Many excellent enterprises abroad are family businesses. Domestic bosses, like those mentioned above, are mostly from the roots of self-made grass roots. They just start businesses without relatives. Who can rely on them? Who is reliable? This is also a very practical problem. Therefore, the vast majority of enterprises are not husband and wife shops or relatives stores. Relatives with bosses are more or less in the presence of enterprises. It should be noted that the family businesses abroad are not contradictory to the modern enterprise system without consanguinity. On the contrary, many foreign family businesses are family businesses that have established the modern enterprise system and professional manager mechanism.

But let's not forget that the "South Orange and North trifoliate" is more difficult than the foreign family businesses. Tan Xiaofang thought that a very big reason is that foreign countries are the management logic of "law, reason and emotion", while China is on the contrary, it is the logic of "emotion, reason and law". First is not compatible with human feelings, there is no reason. Finally, it does not conform to the rules and regulations. Even if the boss of a business owner has a flat bowl of water for his relatives, other people always think the bowl is still crooked. Most employees think this way: as long as there are relatives, there is no justice.

No matter how loudly the boss shouted, it's no use. This highlights one of the best private enterprises in China, one of Liu Yonghao's and Liu Yonghang's brothers' greatness. We are too familiar with China's human nature, but can only be a successful case. It is not representative and universal. The reality is that with the growth and development of enterprises, bosses should let their relatives fade away from the business.

How did Liu Yonghao do it? Mr. Tan learned that the new hope group led by Liu Yonghao has always attached great importance to the use of professional managers. Liu Yonghao's attitude towards professional managers should be delegated in real terms to allow them to have room for making their own decisions, but authorization should be "gradual" and "catastrophe" will have big problems, allow mistakes and protect and support their work. "In dealing with professional managers, the most important point of new hope is inclusiveness. We patiently wait for professional managers to understand us and recognize us. "

The manager of Human Resources Department of new hope group said that the board of directors of the new hope group was composed of Liu Yonghao, Liu Yonghao's wife and daughter, and three professional managers. In the company's management and management, there was no other person in the family except Liu Yonghao. So for a professional manager, it is still up to the company to give its own space to make good use of its ability and find its own position in the company.

Finally, Mr. Tan believes that only by insisting on the road of sustainable development can family businesses go faster and more stable on this road.

1, improve the law, standardize the market and provide a more perfect market platform.

2, establish a sound market for professional managers and credit evaluation system.

3, relax financing control, strengthen the financing system and monitoring system.

4, the internal transformation of family businesses is also very important.