Remove the boss tight-head hoops - crack dealer family under the system of personnel management problems.doc

 PAGE \* MERGEFORMAT 10 Remove the boss tight-head hoops - crack dealer family under the system of personnel management problems Dealers often said that business tired, do not happy, often by the end of the plywood factory and retail gas market is also part of the reason for deterioration of the environment. However, the most gratifying thing to distributors within the personnel management issues. In particular, dealers in small businesses transition to the formal company prior to its unique family-management system, but also in personnel management have had a great impact. Case: This jacket is difficult to bring easy to let go Wu boss in 2000 when the agency has a beverage brand, began his road to dealers, but in that time, Xiao Zhang graduated from college came to work here, Wu boss. With the expansion of company size, Xiao Zhang was promoted to assistant general manager. However, the adjustment of the company in various positions and arrangements, and there is no formal appointment document, open the meeting announced orally click on it. It stands to reason that he has been general manager of the trust and reuse, however, he has offered his resignation, which had surprising. Kobari Why resign? This all goes back to look at the course of development of the company and management characteristics. The company’s assets are in fact one person the boss all the Wu, but the company’s franchise owner from the Wu family members control. Wu boss’s cousin as a vice president in charge of the market distribution of goods; Ms. Wu Laoban’s sister in charge of finance; Wu boss’s nephew is the head of the Department of Marketing From EMKT.; Wu boss’s wife name in the company without any a clear position, but the director of sales, as well as other matters have a voice and management. The company’s start-up phase, family members of a close collaboration between the company’s rapid development has no doubt played an important role. But the company developed, among family m