1237 - THE FAMILY BUSINESS

Subject type: Optional

Coordinator: Enric Camón Luis

Trimester: First term

Credits: 4

• Catalan

Catalan

Spanish

The family business is different from other companies. Non-family businesses are governed by a number of market rules. In family businesses, these rules have specific nuances to consider.

Three areas appear that interact with each other: company, property and family. Each area of ​​action is governed by its own rules that must be taken into account, as well as the cross-implications between each of these areas.

Goals

The people linked to a family business must be placed in the different areas of action, being able to develop a single, double or triple role. This can give rise to a series of interpersonal conflicts that appear in the making of decisions relating to the family business (career paths, intergenerational coexistence, dividend management, etc.).

Knowing these aspects is key to preventing the appearance of these conflicts and, should they appear, to manage them appropriately.

Successful family businesses are able to establish problem-solving mechanisms, avoiding business blockages and driving the smooth running of the business.

The classroom (physical or virtual) is a safe space, free of sexist, racist, homophobic, transphobic and discriminatory attitudes, either towards students or teachers. We trust that together we can create a safe space where we can make mistakes and learn without having to suffer the prejudices of others.

1. Family business
   1. What is a family business? Different definitions of family business
   2. Areas of action. How do they interrelate with each other?
      1. Property
      2. Family
      3. Business
   3. What kind of family business do we want to have?
      1. Family work company
      2. Family run company
      3. Family run company
      4. Family company
   4. What roles will the different family members play in the business?
   5. Non-family employees, what is their role?
   6. What does being a family business bring? Advantages and disadvantages of being a family
2. Strategy and organization. Mission, vision, values
   1. Any wind is good for those who do not know where it is going.
      1. The importance of knowing the course
   2. Organizational structure as a vehicle to achieve strategy
   3. Does the family business have different values ​​from other companies?
      1. Values ​​to guarantee the continuity of the family business
      2. Are they real values? How are these values ​​lived?
   4. How are these values ​​transmitted?  
      1. The importance of internal communication
3. Ownership, Government, Management, Family
   1. Business governance
      1. Shareholders meeting. Serene and active shareholders
         1. Family shareholders who work in the company
         2. Family shareholders who do not work in the company
         3. Rights and obligations of shareholders
         4. Non-family shareholders
      2. The administration: single administrator
      3. Role of the Board of Directors
         1. The role of the CEO (Chief Executive Officer)
      4. Role of the Steering Committee
   2. family government
      1. Family Assembly
      2. Role of the Family Council. Family unit engine
      3. Do we have a Family Office?
      4. Family pacts
4. Intergenerational integration
   1. How do the different family generations coexist in the company?
   2. Interpersonal relationships in the family business
   3. How to prepare a succession process?
   4. How is the successor prepared? And the predecessor? And the rest of the company? And the rest of the family?
5. Conflict management
   1. How do we avoid conflicts?
   2. What do we do when conflicts arise?
   3. Money, Power, Work...
      1. How do they affect the interpersonal relationships of the business family?
6. Aspects to consider...
   1. The satisfaction equation
      1. Satisfaction = Perceptions - Expectations
   2. And now what?
7. You, business model
   1. Application of the concepts used in the generation of business models at a personal level
      1. Business model canvas: Business Model Canvas
      2. Personal canvas: Personal Model Canvas
   2. The Personal Strategic Plan

The evaluation will be a weighted average grade distributed as follows:

• SE4: final exam (EF) 60%
• SE2: Teamwork (TE) 30%
• SE1: Class participation (PC) 10%

To be able to make an average, the grade of the final exam must be equal to or higher than 5.

• If final exam grade ≥ 5, final grade = 60%EF + 30%TE + 10%PC
• If final exam grade < 5, final grade = final exam grade

In order to pass the subject, the final grade ≥ 5 is required. Otherwise, recovery will be made.

Recovery

• If make-up exam grade (ER) ≥ 5, final grade = 60%ER + 30%TE + 10%PC
• If retake exam grade (ER) < 5, final grade = retake exam grade

Teamwork and Class Participation grades cannot be recovered.

Tapies, Joseph. 2018. Family Business: 30 years of questions with answers. IESE Business School

Gallo, Miguel Angel. 2007. Basic ideas for running a family business. UNSA

Hunter, James. 2003. The Paradox. Active Company

Tarragona, Jordi. 2019. Key themes of the Family Business. Editorial Profit

Gallo, Miguel Ángel – Casado, Luis Miguel. 2019. Pathologies of family entrepreneurs

Ward, John. 2011. Keeping the Family Business Healthy: How to Plan for Continuing Growth, Profitability, and Family Leadership (A Family Business Publication). Palgrave Macmillan