Sanitary family enterprises exist and develop in a large number of countries around the world, playing an important role in economic development and employment. With the arrival of the sanitary ware company in the replacement period, the family business inheritance problem has become the focus and hot spot. Throughout the Chinese and foreign models of the intergenerational inheritance of sanitary ware enterprises , Zicheng's father industry is still the preferred handover method for many sanitary ware enterprises.
Although family businesses once disappeared in China, “familialism†and “pan-familialism†never left China, even in the most prosperous period of the planned economic system, only in a disguised or latent Form exists. Once the family business has sufficient policy soil, it will quickly become the mainstream mode of entrepreneurship in sanitary enterprises, and the significance of family business is not limited to this. Its emergence makes people have to re-examine the modern significance of traditional Chinese social economic system. First of all, China's family business is not an exotic product. It has experienced long-term development, growth and prosperity in China. The “family business†itself is composed of “family†(social organization) and “enterprise†(economic organization). The actual operation mode and the deep description of the socio-economic environment on which this economic organization depends on survival, growth and development, how to face up to the embeddedness of this economic organization. In fact, in the absence of a deep understanding of the family system and family business, it will be difficult to accurately grasp the development of the Chinese economy, especially the enterprise organization.
Modern inheritance and development of Chinese-style family sanitary ware enterprises
Modern management has given full attention and unremitting research to the replacement of corporate leaders for a long time. How can new business leaders successfully take over the responsibility of business management from their predecessors, ensuring the sustainable development of enterprises and the harmony between personnel? It is no easy task. For family businesses, succession is far more than the exit of the old leaders of the general enterprise and the entry of new leaders. The whole process of intergenerational inheritance needs to apply the principles of ownership, family and company development, so its leaders The succession of the company shows its unique complexity and its impact will be more extensive. The succession problems faced by ordinary enterprises are “life and death†for family businesses. Since any company has a growth cycle from small to large, from weak to strong, only a few generations of entrepreneurs go forward and continue to work. It may be a valuable enterprise to accumulate valuable material and spiritual wealth, so the success of succession is not only related to the survival of the family business, but also to its long-term growth.
The sanitary ware enterprises have gradually entered the peak of replacement. The first generation of successful entrepreneurs are quietly retiring. It is striking that several sanitary ware enterprises that have developed to a certain scale have gradually transferred their operational responsibilities to the second generation. The transfer of the scepter of these companies has a characteristic, that is, the successor is the son of the founder of the company. Regardless of whether the enterprise belongs to a family business in a strict sense, and regardless of the proportion of non-family members in the senior management, the phenomenon of the main leader of the enterprise “subsidiary father†is mainstream in small and medium-sized enterprises. The replacement of large and medium-sized enterprises mainly adopts the senior management collectives with the immediate family members of the original entrepreneurs as the core, and most of these senior managers are the insiders of the original enterprises. Although these enterprises are no longer strictly family businesses, But they still complete intergenerational inheritance through internal successors. This "sub-father" succession model can be traced back to when humans appear in the family. For parents, the best way to perpetuate their hopes and dreams is to pass on the careers they have built and established throughout their lives to their children and grandchildren. This is human nature.
Family-owned companies have a variety of ownership structures, but their starting point is no more than three types: one with an owner-controlled equity, one with a brother-sister partnership, and one with a cousin. These ownership structures greatly influence how businesses and families/families operate. The development of family is through the study of various situations such as marriage, parental duties, relationships between adult children, in-laws, and ways of communication. This enables us to understand the structure of the family and the personal inheritance of the father. The succession model is not unique and not optimal. In theory, there are two ways for sanitary companies to choose their successors: one is internal training, which is to train their sons to take over; the other is extensive external search, that is, looking for professional managers from outside the company. From the perspective of ability, external search is stronger than internal training, because the external choice space is larger, the chance of choosing a strong professional manager is higher; and the close relatives are prone to shrink. However, professional managers have many obstacles to the management of family businesses. The first is the legality of management. Because professional managers do not own company shares, not business owners, unless they have abnormal management capabilities, employees may be difficult to generate identity for emotional or other reasons, resulting in management failure; and business owner intervention and Intervention further constrains professional managers, and their ability cannot be fully implemented. Second is the problem of determining the ability. The ability of a son in a family business is relatively easy to determine, while the ability of a professional manager requires further understanding. In a competition that freely chooses to become an entrepreneur, a capital owner with higher operational capabilities will be the winner. Because the capital owner wants to be an entrepreneur, he will be more honest, credible, diligent and diligent; relatively speaking, a person who has nothing is more motivated to falsely report his own business ability and engage in over-investment. Ownership is the main obstacle to the failure of professional managers to manage in family businesses. It is also a deep-seated factor that determines the family business's search for successors. It is therefore concluded that the ability of the successor to become the successor is the most effective for the family business. System choice.
The process of Chinese family business from the first generation to the second generation will present diversified results. From the perspective of efficiency, there is no difference between family management and non-family management. In the question of whether to choose a son to succeed or a professional manager to succeed, there is no question of which way is better. Most entrepreneurs will seek to be as close as possible between "pro- (reliable)" and "sage (capable)". Good Pareto optimal combination. At the same time, we must also admit that the “sub-bearing father†or “sub-father†model extrapolated by the differential pattern is the mainstream model for the succession of Chinese family businesses, and truly absorbs and integrates human capital with universalist rules. It may be a relatively long process in China, and it may not become a common model for Chinese companies to organize their behavior.
At this stage, we should focus on how to successfully complete the continuation and innovation of the transfer and management of the enterprise's scepter under the premise that the ownership and management rights continue to be controlled by the family. With the gradual entanglement of a new generation of entrepreneurs and more professional management personnel entering the middle and senior management positions of the enterprise, the management innovation under the control of the family will inevitably be completed, and the management culture of the enterprise will gradually change. Due to the complexity of the business environment, due to the special circumstances of enterprises and families or families, the ownership structure, organizational design and management mode of family businesses in the new era will appear in various specific forms.
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