Example Dissertation On Determining And Discussing A Family Business

There are various meanings that describe a family group business, and each description describes the family business with a different way. Regarding to Birley and Godfrey, "whether utilizing a broad or thin description of family business, it is clear that family based businesses comprise a very significant percentage of business across the world. Family businesses can range in proportions from a little part store to a huge multinational firm. " (Birley & Godfrey, 1999).

According to Chua, Sharma, and Chrisman (1996), "family business as a company governed and/or handled on a sustainable, probably cross-generational, basis to form and perhaps go after the formal or implicit eyesight of the business enterprise held by participants of the same family or a little quantity of families". .

For the goal of our dissertation, "a family group business is a company whose possession and management are focused in a single family, with at least one member of the family at the helm of the business enterprise and another being groomed or considered for eventual leadership". (de Pontet, Wrosch and Gagne, 2007)

In order for a family group business to survive through the years a proper succession plan must be created to ensure over time wealth and success for the family businesses. Relating to Viktorin and Downs this is of succession planning is "the identification and development of an individual, or a small pool of people, with the skills, features and experience to fill up specific roles. The truth is this is more like Replacement Planning-where companies look to replace individuals based on a never-changing organisational chart. (John Viktorin and Lee Downs, 2010)

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Also, corresponding to Christee Gabour Atwood, "succession planning is referred to as having the right people in the right place at the right time. More specifically, succession planning is the ongoing process of identifying future market leaders in an business and developing them so they are ready to move into control roles. This process includes reviewing the organization's strategic plan, studying the existing labor force, forecasting future movements and developing employees in a set ups plan to replace leaders as they retire or depart from the organization. " (Atwood, 2007)

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In order to enhance Business continuity in the permanent after a major event that impacts the business enterprise a succession plan must be so long as gives ensure survival. Regarding to David Honour "An all natural management process that identifies potential effects that threaten an organization, and provides a framework for building resilience and the capability for a powerful response which safeguards the hobbies of its key stakeholders, reputation, brand and value-creating activities. " (Honour, 2006)

http://www. continuitycentral. com/feature0398. htm

Business Continuity planning is thought as the Planning which identifies a business exposure to internal and external dangers and synthesizes hard and tender assets to provide effective reduction and recovery for the business, whilst retaining competitive edge and value system integrity. (Dominic Elliott, Ethn Swartz, Brahim Herbane, 2002)

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Why succession in family business is important

According to the review from the Price Waterhouse Cooper Cyprus they discovered that the 50% of family organization across Cyprus are expecting a big change of possession and the 30% of these will change within the next five years. Yet, in Cyprus the 34% expect change of possession in the five years, which is higher than the rest of Europe. Also 58% would pass their business to next era and 29% would sell to another company. Unfortunately this 29% of family business in the foreseeable future will are having issues in the future.

The succession to family organizations is an integral moment in the life span of any family organization. Although only 16% of the Cypriot individuals of the study respond that they can manage succession. This means that that only a few Cypriot family organizations will be able to survive in the foreseeable future. Inside the U. S. only the 30% of family companies will survive in the next era and 10% to the 3rd generation. In general the 50% of world's overall economy is made up of family businesses in support of 10% will make it through to the third generation, these implies that the world market depends wholly in the long term sustainability of the family entity.

According to Aronoff "It has been said that the three important issues comforting the family business are succession, succession and succession. " In order for a family business to make it through it must be succeeded every single era must be been successful by the next which is the most important family business

No you can arrange for the worst circumstance scenario because even you can forecast your financial status for the future and make a breakeven research there is no way to forecast the unpredictable. The unstable can be natural devastation, national economy collapse, CEO health problems or retirement which really is a good reason for having a succession plan prior. Contingency planning can assume the worst circumstance scenario that will assist the company to remain afloat.

Succession planning together with current evolved procedures over the year have grown and transformed. Succession planning is not only a plan for authority change is something more, it helps to establish a solid authority that will ensure the success of the business enterprise from competition in the marketplace and stress the professionals the importance of reviewing and evaluating the mission and objectives of the business.

Also developing a ready succession arrange for a family business it gives the opportunity for the rest of members of the family to truly have a voice and exhibit their needs and concerns. It'll make them more sensible and care more about the business which will boost an effective succession planning. It will raise the team spirit and will avoid the temptation to solely carry the whole weight of fabricating and sustaining a plan.

Income and expenditures are sustained whenever a succession plan is set up, because it can offer answers as to the future income the business will require and what expenses will occur after the founder steps back again from the key leadership role. Possessing a good succession planning offers to someone a helicopter view on how to look at his or hers employees and not mistakenly focus exclusively on replacing high level executives. Neglecting to include all the employees from all layers of management and their subordinates, not simply the high executives to succession planning can cause a series of consequences in to the future.

Moreover succession planning boosts better interactions between departments by producing better communication between them and resulting into a more cooperative environment of synergy which grows a culture of strength and team nature. Succession planning activities must be linked with human resource practices because in the end Human Resource is about people and people are the most effective asset of every company. Including HR in succession planning can show important functions such as staff evaluation procedures that help decide whether to load vacancies with interior candidates from the business.

Succession planning keeps emotions always high because change is major element of succession plan. Change can be a way to obtain stress in the event of people where in fact the jobs at risk. On the other hand it could be a thrilling process since it plans for future years and can encourage employees to become involved and devoted to the company.

4- The Family Business Challenge

Family businesses in developed countries including the U. S take into account the 50% of the gross domestic product from small business to large firms. Yet, in the fortunes 500 companies list family based businesses take into account the 35% which ultimately shows that big family firms rule the planet. These family based businesses are powerful and at exactly the same time very complex that create both of them advantages and opportunities as well as problems. The main challenge is to effectively align the business system with the family system which it cannot come naturally. In the main one hand we have the family which is influenced by feelings and on the other palm the business enterprise that is driven by economics. The relationship of family cohesion and business accomplishment often creates excellent business performance but at a cost. When there is insufficient coordination, good stuff that benefit the business can harm the family so when there are family conflicts can damage the business enterprise.

The crossroad between possession, management and family found in family business creates challenges for succession. During succession trust and tranquility in the family can complicate the transition process and cause conflicts. Elements affecting family business succession could possibly be the impact of the board of directors and other experience with succession that can be considered as business factors.

According to Carlock the following diagram describes the conflict between your family expectations and the business demands in planning a family organization strategy which includes the strategy for all the activities that require to be conducted by a family group business family including its operating businesses, its ventures and other business activities. Family Businesses have four basic strategies: invest, keep, harvest or sell. These strategies mirror the owners investment commitment predicated on the business' proper prospective for value creation. Furthermore considering the diagram we can easily see that family prospects, business requirements and result in different tactics and actions shape the decision of enterprise strategy.

Figure 1: Aligning family objectives and business demands

Family Corporations need to build up family and business plans because of five important conditions that arise from the turmoil between your family targets and the business demands. These issues seem to be in almost all of the family organizations not induced by conflicted associations among users but driven by life pattern and life events, family values and experiences and real dissimilarities between family goals that are emotional and business goals. To be able to have the control of the issues, mindful planning and decision making must be looked at, in order to ensure family harmonization and business performance. Also to secure effective communication between these family and business goals, conflicting demands must be tackled from both aspects.

The five structural issues are:

· Control: How are decisions made?

· Capital: How are money allocated?

· Opportunities: How does the family create profession and leadership roles?

· Connection: Just how do we keep family associations strong?

· Culture: What prices drive our planning, decision-making and tendencies?

Looking to these issues meticulously we can understand how family expectation and business goal often don't match and bring about to conflict. Setting up the next generation careers is often a way to obtain stress and misunderstanding. All businesses need in a position and well trained professionals to control the company. However the majority of the parents see their children as the utmost suitable and eligible for the family business than other people but is not necessarily like this. Usually there are children that are entitled to run the business but they insufficient expertise and frame of mind, these cannot be entitled of the business because they will drive the business enterprise downward. When a family member expects to run the business enterprise like its parents, his / her aspiration collapse because the family haven't prepared succession properly or there is a lack of fairness in recruitment method. These scenarios may cause issues among family relationship within the company and losses for the business. So, if so family and business planning must be completed and associated with each other in order for the family members to be enlightened and centered about the business enterprise need, where family is cared for fairly and the business enterprise has able employees.

Figure 2: Structural Issues in Family Business Systems

A good start for the family is to recognize its values and its own future eye-sight. Its prices can be filled in the vision statement of the company that will encourage and determine what the actual business and its strategy can be. However if the family's eyesight is to stay a small family business that competes in the local market, then family occupation is feasible. The standards of selecting family members will be devotion and interest only, which in case of being within the family business, then the management positions for family members are certainly possible.

On the other hands if the eyesight of the family is to expand the business and dominate the market or industry, the family will think of its business requirements and look at a professional management that includes skills to be able to identify strategies that suits the family business needs to dominate the marketplace or industry. Hence, the family business will demand key management people who have elevated skills which could result from the family or not. To conclude, households that identify their values helps these to acknowledge their vision statement that drives planning for align family and business activities that will ensure in the family and business performance.

Leaders of family based businesses who tend to be the primary owners can exercise great control over the procedure of succession. Corresponding to a lot of the research upon this subject has focused on their unwillingness to cede control, which relating to relevant ideas can be an example of people who lose management and have problems with a psychological loss from retirement because of their role as market leaders that offered them respect and admiration that they might not exactly discover it someplace else. Another obstacle may be consider the emotional burden of the first choice of choosing a successor from among his children, which can delay the succession process. Additionally they rely on income from the business enterprise to fund retirement and they may not onward with succession if they believe the business enterprise cannot function without them.

Referring to the successor's connection with succession, its pursuits and abilities impact on succession effects. Generally in most organizations they gain control through demonstrating their prior experience and competence but in family business it is unclear if this technique works in the same way. Relevant family business research discovers that the way the heir experiences the succession process can add to his / her fulfillment with work as well as to anticipate to dominate. (Stphanie Brun de Pontet, 2007)

An Exploration of the Generational Variances in Levels of Control Held Among FAMILY BASED BUSINESSES Approaching Succession

5. Determining the current owners needs and objectives

The foundation of family business succession plan is to determine "what", "when" and "how" the owner's goals and objectives. It's important to know about the goal and objective of family business because this is essential to choose about financial planning, retirement life planning, business planning, business succession planning, duty planning and strategy of company.

The goal and goal can help the owner's advisors to establish a good put together for succession planning. This information can give guide to balance between family situation and business situations. Also difference between current situation and their goal and objective situation can show strengths, weakness and reality of the family business situation. Therefore, accomplishment of good plan needs many parameters that it is including family ideals and business ideals. Family principles present their situation available, the owner's family dynamics, Constraints of the business enterprise and the family currently. Business worth can present company's cash flow, competition level, reputation and their role in current market.

In a nutshell, this part entails deciding and considerate the business enterprise owner's goal and targets that present situation and the Limits, observing the reality of the problem and making practical recommendations that possible by the dog owner and his business and family.

A family succession plan must involve the financial needs of the owner and his / her spouse. The truth is almost all of the family business owners are with respect to the business to provide for their retirement life because they can have less cash in hand and more cash on paper which means that the majority of their money is commit into their business. Family COMPANIES having at heart that 1 day their money from pension will be spend once they retire and do things that they have not done before where for many years they made sacrifices to perform their business. Also whatever they have not done all these years even for all of those other years they have gone they would like to spend their time using their family and get involved in community and not revenue activities. However is it possible for the business to support their owner and his or her partner after succession? And is it possible for the family business to support the new owners "children".

In addition the owners goals and financial needs need to be synchronized in order to be brought into tranquility because almost all of the times the dog owner evaluates its company a lot more that this actually. A genuine business valuation will persuade the dog owner about the correct value of the business enterprise to become cautious to make right decision that concerns his or hers personal goals and financial needs, particularly for retirement living.

The Vroom-Yetton-Jago Normative Control Decision Model

Management or authority in family business is all about making decision, setting the goal, establish guideline to attain the goal and assess strategy of succession plan. Command can be effective when the first choice can take decision in difficult times and situations. An effective leader is considered when he/she offers ideas and ideas in appropriate situations when advice is necessary. Your choice making is basic thing for leaderships. How decision-making and decision-making positions is vital. A decision might have different result in variety situation.

One of the decisions is creating and choosing succession plan. In decision making we must know that what things influence our decisions. , what is the managers objectives about his/hers result of its decision?, when the managers require appointment from for others in their decision making?, and How does the managers get dedication from his/her employs on specific decision?

Therefore we desire a theory for determining the leader's decision making. Vroom-Yetton-Jago Normative Decision Model can help us to answer the above mentioned questions. This model present five different styles on the various situation & degree of engagement. These five styles are following

Autocratic - 1 (AI): This part is totally autocratic which means the manager solve the condition and turmoil with himself decision by manager's information that's available.

Autocratic - 2 (AII): In this particular part, manager accumulate specific information from associates and staff. In the long run, the manager's decision is specific decision and maybe the follower does not have aware about this decision. They require in this part limited to data Collection.

Consultative -1 (CI): The supervisor explains the condition or situation to each follower singularly and asks to judge from each enthusiasts. Within this part, followers do not constitute an organization and director will decide exclusively.

Consultative 2 (CII): The manager and plants constitute a group about their situation and can consult together however the final decision gives manager.

Group-based 2(GII): The managers and enthusiasts constitute an organization about their situation or problem and they'll decide together. In this particular part manager will accept final decision and he/she doesn't induce his/her specific decision.

Vroom-Yetton-Jago created some questions on decision quality, commitment, problem information and decision acceptance, with which leaders can determine degree of followers involvement in decision. These question are following and the professionals has to answer only Yes/ No for every single question.

1- Will there be a quality need? Is the nature of the perfect solution is critical? Are there technical or logical grounds for selecting among possible solutions?

2- Do I have sufficient information to produce a high quality decision?

3- Is the problem structured? Will be the alternative classes of action and options for their evaluation known?

4- Is acceptance of the decision by subordinates critical to its execution?

5- EASILY were to make the decision by myself, could it be reasonably sure that it might be accepted by my subordinates?

6- Do subordinates show the organizational goals to be obtained in solving this problem?

7- Is turmoil among subordinates likely in obtaining the preferred solution?

Quoted from: (Vroom & Jago, 1988)

Then the manager cloud find type and level of decision from below graph.

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