家族继承人与职业经理人的两难选择(The dilemma between the family heir and the professional manager).doc

家族继承人与职业经理人的两难选择(The dilemma between the family heir and the professional manager).doc

  1. 1、本文档共10页,可阅读全部内容。
  2. 2、原创力文档(book118)网站文档一经付费(服务费),不意味着购买了该文档的版权,仅供个人/单位学习、研究之用,不得用于商业用途,未经授权,严禁复制、发行、汇编、翻译或者网络传播等,侵权必究。
  3. 3、本站所有内容均由合作方或网友上传,本站不对文档的完整性、权威性及其观点立场正确性做任何保证或承诺!文档内容仅供研究参考,付费前请自行鉴别。如您付费,意味着您自己接受本站规则且自行承担风险,本站不退款、不进行额外附加服务;查看《如何避免下载的几个坑》。如果您已付费下载过本站文档,您可以点击 这里二次下载
  4. 4、如文档侵犯商业秘密、侵犯著作权、侵犯人身权等,请点击“版权申诉”(推荐),也可以打举报电话:400-050-0827(电话支持时间:9:00-18:30)。
查看更多
家族继承人与职业经理人的两难选择(The dilemma between the family heir and the professional manager)

家族继承人与职业经理人的两难选择(The dilemma between the family heir and the professional manager) The credibility crisis of TOYOTA and the destruction of the Bank of Bahrain are all related to the lack of family talents and the lack of cooperation and checks and balances mechanism among professional managers. To ensure the continuation of family, family and future generations must shoulder the mission of inheriting founder of intangible assets, and outside the core special asset management enterprises implemented by the occupation managers. When the enterprise founder is in office, he must establish a family and non family talent selection, training, division of labor, competition, cooperation, promotion, incentive and supervision system. In China, although many entrepreneurs, after a firm foothold, encourage their children to enter the enterprise trainee or introduce professional managers (Table 1), it is often difficult to let go of these successors to fight the world. As a matter of fact, this situation is common in Asia, so the vast majority of Asian entrepreneurs do not retire at the age of 65, and stick to the last minute of their lives. Are these entrepreneurs ultra workaholic or unwilling to let go of dictators, or do they have difficulties? In fact, entrepreneurs have great concerns for the successor: on the one hand, their children may not have the ability to manage the enterprise increasingly large and complex, and the long run, the family again big also sooner or later there is unable to provide talent continuation enterprise growth day; on the other hand, employment occupation managers, entrepreneurs also worried that they can not cherish and inheritance the spirit of enterprise assets, heavy short-term interests and tunneling mutiny. We can see the typical dilemma in the recall of TOYOTA motors. Occupation management destroyed goodwill, the TOYOTA family stepped in third generation Toyoda Sayoshi, the founder of TOYOTA, started in the textile industry, and he gave bi

文档评论(0)

f8r9t5c + 关注
实名认证
内容提供者

该用户很懒,什么也没介绍

版权声明书
用户编号:8000054077000003

1亿VIP精品文档

相关文档