What are the implications in management and human relations when a son/daughter enters a family business?
Van Heerden, Pieter Francois Hugo (2009-12)
AFRIKAANSE OPSOMMING: In die navorsingsverslag het ons geleer dat dit belangrik is om kennis te dra van menslike gedrag. As ‘n mens ‘n goeie idee het hoe mense funksioneer en dinge doen, sal dit makliker wees om saam te werk en om mekaar beter te verstaan.
Die skrywer het in hoofstuk twee gevind dat konflik ‘n positiewe invloed kan hê op die transformasie van ‘n seun/dogter in ‘n familiebesigheid. In Hoofstuk 2 word die belangrikheid van kommunikasie in enige besigheid, en veral in ‘n familiebesigheid, beklemtoon.
Die skrywer het gevind dat daar nie ‘n groot verskil tussen De Villiers (1985) se studie en dié studie is nie. Hier is ‘n paar verskille wat in Hoofstuk 5 uitgelig is.
Seuns en vaders weet nie regtig wat die seun se rol in die familiebesigheid is nie. Hierdie probleem kan direk toegeskryf word aan swak kommunikasie. In Hoofstuk 2 kan ons lees hoe belangrik kommunikasie is.
Daar is geen strategie hoe die vader die besigheid gaan verlaat nie. Dit is belangrik om so ‘n verlatingsstrategie op papier vas te lê. Die rede vir so ‘n strategie is om ‘n doel te hê om na te streef en om daarna te werk. Dit kan as ‘n plan gesien word om vas te stel wanneer die vader kan aftree en die seun kan begin planne maak vir sy toekoms.
Seuns en vaders het verskillende opinies. Marshack (2003) verwys in Hoofstuk 2 dat die jonger generasie deur konflik ‘n merk in die besigheid kan maak, maar dit hang af of hulle met ‘n doeltreffende oplossing vorendag kan kom vir die konflik of die probleem. In Hoofstuk 2 kan meer oor konflik gelees word.
Die skrywer van hierdie navorsingsprojek hoop dat die lesers meer duidelikheid sal hê oor die onderwerp en die implikasies in bestuur en mensevehoudings as ‘n seun/dogter die familiebesigheid betree.
ENGLISH ABSTRACT: In this research report we learned how important it is to have an understanding of human behaviour. If one has a good understanding on how people function and operate, it is easier to work with other people and it is easier to understand one another.
The writer learned that there is not a big difference between the results of the study done by De Villiers (1985) and this study. There are a few differences that can be found in Chapter 5.
Sons and fathers are often confused on what role the son plays in the family business. This problem is usually a direct consequence of bad communication. In Chapter 2 we can read how important good communication is.
There is often no exit strategy for the father in the family business. It is important to have an exit strategy on paper. The reason for an exit strategy is to have a goal to work towards. This is just a plan to see when it will be possible for the father to retire, and for the son to make plans for his future.
Sons and fathers usually have different opinions. Marshack (2003) says in Chapter 2 that through conflict the younger generation can make a mark in the business if they come up with a proper and different solution. In Chapter 2 you can read more about resolving conflict.
The writer hopes that you will have more answers on the implications in management and human relations when a son/daughter enters a family business after studying this research project.
Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/896