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The creation and development of a family business has very deep roots. There are aspects in the stories of families that are clear, others remain hidden about frustrations or successes of past generations. Understanding where we come from, what our true project is reassuring. We live in a turbulent context, in a succession of unpredictable and destabilizing changes that affect all companies and especially the smallest ones. Conflicts are a necessary aside from human relationships. They are differences of opinion. In a family business it is necessary to discern what are the difficulties themselves and those of the outside world. Understanding, analyzing and having an integrated vision helps keep the company alive.
In my practice with family businesses, you can divide them into four large groups:
First group: The entrepreneur is more interested in the welfare of his company than in his family. This case is the most frequent. Family relationships blur. He is very aware of his work and everything is subject to the proper functioning of his company.
Thus begins to establish conflicting relationships, first with your partner and then with your children. It will reward those who follow it, and punish those "rare" who do not adapt to their vision of "killing themselves" for the company. When the time comes for him to retire, he finds, not without surprise, that no one is waiting for him at home. That is why he will try to perpetuate himself, until he is displaced by his own heirs
Second group: The employer prefers family relationships to the detriment of his company. It is the case in which the children and relatives occupy the most important rank of the company, whether or not they are qualified for the positions they occupy.
Children feel entitled to make capricious decisions, since primogeniture is worth more than talent. Employees have no voice and become an undervalued product, they are not taken into account. It is the typical case in which the grandfather passes from worker to employer, his son maintains the company, but his grandson fuses it, ending his days as a worker, yearning for past glories.
Third group: The businessman does not care about his family and neither does his company. Those are the least.
Fourth group: The entrepreneur finds a balance between a successful company and a happy and integrated family. This is the ideal case.
Business mentoring
That said, it is worth asking if to preserve the family it is necessary to undo the family business. In this sense, entrepreneurial mentoring appears as a way to find an exit to this problem, since it promotes the understanding of the entrepreneur, placing it in a place as close as possible to the fourth group, to that which can make the company compatible with the family.
Because it's never too late to learn, it's never too late to change the relationships that keep family members away, for the sake of business success, which ends up being ephemeral, because money comes and goes, companies can open or close, but the family ties are, finally, those that tell of the success of the company and the good coexistence of the relatives that make it up
DATES I HORARI
March 3, 2004 from 5:00 pm to 9:00 pm
RECIPIENTS
People who in one way or another are related to family businesses and people who are thinking of starting their own business
MAXIMUM NUMBER OF ASSISTANTS
25
AMOUNT
General public: € 36
Students and former students of the URV MBA and members of the CETIT and the ATEQ:: € 24
INSCRIPTION:
Web: http: //www.fundació.urv.es
Telephone: 977 558 733 - Fernando de Noguera (Monday to Thursday from 3:00 pm to 9:45 pm and Friday from 3:00 pm to 6:15 pm)
DOCUMENTATION
A CD with the seminar documentation will be delivered
ATTENDANCE CERTIFICATE
All attendees will receive a certificate of their participation in the seminar
COORDINATION
Pilar Segura García and Joan R. Alabart Córdoba, professors of the Master in Business Management (MBA) of the Rovira i Virgili University
ORGANIZED BY
Fundació URV / Master in Business Management (MBA) of the Rovira i Virgili University
COLLABORATORS
Col·legi d'Enginyers Tècnics Industrials de Tarragona (CETIT)
Associació Tarragonina d'Enginyers Químics (ATEQ)
In my practice with family businesses, you can divide them into four large groups:
First group: The entrepreneur is more interested in the welfare of his company than in his family. This case is the most frequent. Family relationships blur. He is very aware of his work and everything is subject to the proper functioning of his company.
Thus begins to establish conflicting relationships, first with your partner and then with your children. It will reward those who follow it, and punish those "rare" who do not adapt to their vision of "killing themselves" for the company. When the time comes for him to retire, he finds, not without surprise, that no one is waiting for him at home. That is why he will try to perpetuate himself, until he is displaced by his own heirs
Second group: The employer prefers family relationships to the detriment of his company. It is the case in which the children and relatives occupy the most important rank of the company, whether or not they are qualified for the positions they occupy.
Children feel entitled to make capricious decisions, since primogeniture is worth more than talent. Employees have no voice and become an undervalued product, they are not taken into account. It is the typical case in which the grandfather passes from worker to employer, his son maintains the company, but his grandson fuses it, ending his days as a worker, yearning for past glories.
Third group: The businessman does not care about his family and neither does his company. Those are the least.
Fourth group: The entrepreneur finds a balance between a successful company and a happy and integrated family. This is the ideal case.
Business mentoring
That said, it is worth asking if to preserve the family it is necessary to undo the family business. In this sense, entrepreneurial mentoring appears as a way to find an exit to this problem, since it promotes the understanding of the entrepreneur, placing it in a place as close as possible to the fourth group, to that which can make the company compatible with the family.
Because it's never too late to learn, it's never too late to change the relationships that keep family members away, for the sake of business success, which ends up being ephemeral, because money comes and goes, companies can open or close, but the family ties are, finally, those that tell of the success of the company and the good coexistence of the relatives that make it up
DATES I HORARI
March 3, 2004 from 5:00 pm to 9:00 pm
RECIPIENTS
People who in one way or another are related to family businesses and people who are thinking of starting their own business
MAXIMUM NUMBER OF ASSISTANTS
25
AMOUNT
General public: € 36
Students and former students of the URV MBA and members of the CETIT and the ATEQ:: € 24
INSCRIPTION:
Web: http: //www.fundació.urv.es
Telephone: 977 558 733 - Fernando de Noguera (Monday to Thursday from 3:00 pm to 9:45 pm and Friday from 3:00 pm to 6:15 pm)
DOCUMENTATION
A CD with the seminar documentation will be delivered
ATTENDANCE CERTIFICATE
All attendees will receive a certificate of their participation in the seminar
COORDINATION
Pilar Segura García and Joan R. Alabart Córdoba, professors of the Master in Business Management (MBA) of the Rovira i Virgili University
ORGANIZED BY
Fundació URV / Master in Business Management (MBA) of the Rovira i Virgili University
COLLABORATORS
Col·legi d'Enginyers Tècnics Industrials de Tarragona (CETIT)
Associació Tarragonina d'Enginyers Químics (ATEQ)
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