After the family business became bigger, the management level stagnated

Neither of these ideas is right.

Here's a suggestion for you: Now because of the existence of interest groups, the boss can't see the problems in enterprise management. Ok, he's the boss, he's not doing everything. So first you have to decide if you want to change and what you think. To change or not to change.

1. If you don't change, go with the flow and go with the flow. This type of enterprise is the most supportive. So if you keep going, the business will keep going.

2. If you are the only one who starts from the scope of your management, the instructions issued by the leader, you go to do it according to the content of the instruction, stop, I only ask you to do it according to the instruction, but the instruction is a direction, and you can make up your mind about the specific implementation method, and implement the instructions with some deviations according to the right method, and get good results. In this way, enter a concept that makes the boss think that you are on his line of thought, so as to have a promotion of his own position, in order to achieve the long-term development of his career, and to change the status quo within his management step by step, so as to affect other managers, note: family business, the handling of interpersonal relationships should be grasped well, and the first bird is not so easy to be, so do things steadily and win, and the choice and road lie in how you go on.

If you don't have enough courage and experience, it is recommended that you go with the flow

It depends on whether the boss has a strategy, if you want to become bigger and stronger, it is necessary to reform the management idea! As a professional manager, it is normal for people to have a lot of contradictions in the management process, and they need to be gradual!

This is the disadvantage of family business, everyone is a family, and even if many rules and regulations are formulated, everyone may not abide by them and implement them; There is also such a phenomenon that enterprises are prone to multiple leaders, sometimes for a certain problem, one person one idea, one person one order, so that employees do not know who to obey.

For such an enterprise, it is best to distinguish the rights, fulfill their duties, do not involve too much with each other, should be independent, but also do not have no connection, because the enterprise is a whole, to deal with the relationship between the part and the whole, so that it is well combined.

Family-owned company

If the business management is done well, the core members of the family have advantages in many aspects, such as in anti-risk and execution.

But if it is not well managed, there are also many drawbacks:

1.Weaken the motivation of foreign employees. It is obvious that employees, especially foreign middle managers, find it difficult to find a sense of belonging in the family business and hit the career ceiling prematurely;

2.It is difficult to unify government decrees, which leads to disordered implementation. The eldest uncle said that he wanted to control the inventory, and the second uncle said that he wanted to shorten the delivery time, and a similar situation would cause the following personnel to be at a loss;

3.difficulty in retaining top talent;

Disadvantages of family business management: self-management of family affection and amplification of family affection system. A management model that treats people not for things.

Always believe in family affection and not in true management, so it is difficult for external talents to make a difference in the family business. Consistent talent cannot be maximized. There is also the fact that the owners of family businesses are all working their own.

Often he has a strong sense of personal awareness, and he understands all the problems, so he asks all the questions to interfere. Therefore, it is not obvious that the ability of the inferior employees is not the reason, and the employees cannot give full play to their own abilities. This is the real reason why family businesses are tired now.

Why do some people feel overwhelmed when they can lead a team of 100 people? Why do some people feel so relaxed that they can manage a million heroes? That is the two words "decentralization".

The boss can only check one level: employ people and assume the responsibility of employing people. Personnel decisions are the only effective means of controlling a company.

There is also the fact that successful people rely on others, and those who rely on themselves are either tired to death or die alone. Successful people think that others are capable, and losers think they are capable!

A dominant bai

Grabbing the control of the entire company, du forms its own core group, will produce dao, sales, internal control, row repulsion and oppression of other answers.

Shareholders, other non-descendant personnel, attack others to achieve their own achievements, the enterprise is not big, their own ability is limited, will be outdated, can not adapt to the development of society, there is no fertile soil for high-quality development.

1.The development of enterprises is mostly subject to the knowledge and experience of the owner, and the rejection is strong; dao2.It is impossible to ensure that the development direction of the enterprise will be passed on from generation to generation, and there are many uncertain factors; 3.

Most of the company's products are relatively concentrated in a specific field, and the ability to resist risks is poor; 4.Transformation is more difficult. 5.

There is a shortage of talents who can share the hardships of the enterprise.

Dear, hello, I am happy to answer for you The obstacle to the long-term operation of a family business is that the family members in the middle and senior management of the enterprise bring contradictions and emotions into the work, and the crux of business management seems to be more difficult to solve: in non-family enterprises, there are also situations where middle and senior managers bring contradictions and emotions into the work, but the difference between the owners and managers, and the difference in controlling rights between owners, create good conditions for the solution of this situation. In a family business, in addition to the above-mentioned identity differences, everyone may also have a relationship between elders and juniors, brothers and sisters, husband and wife, etc.

The relative complexity of the relationship adds more risks to the operation and management of the enterprise. As this situation continues, the factional power among the employees of the enterprise has gradually become apparent, and has led to a series of problems in decision-making, execution, market reaction, etc., and the enterprise has become increasingly weak.

That must be learning to work together, as long as we are united, there will be a very good force that can be united forever.

I think I can choose to change positions with people in the family, or we can have a small meeting to talk about what we think of the company.

Then we should make some breakthroughs in technology or content, and at the same time integrate some current factors, so that it will be more popular with young people.

At present, various markets such as the manager market and the capital market are still immature, which has increased the cost and financing cost of the family business system to a certain extent.

At present, most of the family businesses in China are still in the first place.

3. At the beginning of the fourth stage of transformationThis transformation is a process of all-round institutional change involving multiple levels such as the ownership structure, control allocation structure and governance mechanism of enterprises. The decisive aspect of this process is not the corporatization of the legal form or organizational structure of the enterprise, but the realization of the reconfiguration of corporate property rights (ownership and control) in the whole society outside the members of the entrepreneurial family, and the institutional change of this property rights requires huge transaction costs.

In a society with a sound legal system, a sound credit system and a developed factor market, the transaction costs related to the opening of property rights to the society by entrepreneurial families can be partially resolved through a series of professional institutional arrangements and a business culture environment that emphasizes "integrity". However, in a society where the legal system is not perfect, the credit system is lacking, and the factor market is not highly developed, due to the high cost of social transactions, the most basic functional division of labor within the enterprise often has to be maintained by the credit relationship network naturally formed by kinship, blood relationship, and geographical relationship.

The above analysis shows that as a specific institutional structure,The characteristics of the family business and the family governance model itself determine that it has become the form chosen by many small and medium-sized family enterprises. It is precisely because of this that at present, when various external conditions have not yet been perfected and various institutional arrangements are not yet matched, the process of institutional change of China's family enterprises is bound to be slow, and the family governance model still has strong vitality.

Due to the imperfection of the monitoring system, the governance structure of family enterprises needs to be improved.

Even if a family enterprise undergoes shareholding reform, it is still an individual or family holding that occupies an absolutely dominant position, and the number of other shareholders and the proportion of equity are insignificant, and the difference in equity of many individuals or families is as high as 90%. This kind of property rights are highly concentrated, which directly leads to the separation of ownership and management rights in the real sense, so that the family completely controls the board of directors, and the phenomenon of the general manager and chairman of the board of directors abounds in the enterprise, which is very different from the mature family governance in foreign countries in which the family only holds a relative holding, making the effective mechanism of mutual checks and balances of the three powers of corporate governance useless. Second, the Bank did not play a supervisory role.

The debt ratio of family enterprises is the lowest among all types of enterprises in China, and its debt ratio is still very low compared to foreign family companies. Bank loans make up a small percentage of the capital structure of family businesses, so banks can hardly act as overseers.

The external monitoring method is not perfect, which is reflected in the fact that many market systems need to be further improved. The construction of the market system lags behind China's reform practice, especially the construction of the entrepreneur market, the capital market, and the product market. At the same time, the independence of some intermediary organizations that cooperate with external monitoring methods is poor.

The most important thing for family business is the division of power, because the power of family business is quietly concentrated in the family, and if there are internal contradictions in the family, it will often lead to problems in the enterprise, which is the core problem that needs to be improved.

A family business should start with your own family, because you are a family relative, so some things will be unfair.

It may be necessary to know how to appoint people on the basis of merit, not cronyism. It may be necessary to establish a set of methods for assessing heirs.

Family enterprises should face up to their own problems, establish a sound reward and punishment system, appoint people on the basis of merit, and relax family control.