| 书目名称 | Inside the Multi-Generational Family Business | | 副标题 | Nine Symptoms of Gen | | 编辑 | Mark T. Green | | 视频video | | | 丛书名称 | A Family Business Publication | | 图书封面 |  | | 描述 | Inside the Multi-Generational Family is an inside look at how familial relationships affect the success or the failure of the family business. Many family business owners encounter conflict between siblings, children, and other relatives especially when they‘re all involved with the business. | | 出版日期 | Book 2011 | | 关键词 | business; business strategy; family business; management; operation research; organization; success | | 版次 | 1 | | doi | https://doi.org/10.1007/978-1-137-51101-0 | | isbn_ebook | 978-1-137-51101-0Series ISSN 2947-3985 Series E-ISSN 2947-3993 | | issn_series | 2947-3985 | | copyright | Palgrave Macmillan, a division of Nature America Inc. 2011 |
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Front Matter |
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Abstract
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| 2 |
,The Syndrome of Generational Stack-Up, |
Mark T. Green |
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Abstract
Less than 10 percent of family businesses make it past a second generation.. But some of the 90-plus percent that don’t might consider themselves lucky.
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| 3 |
,Control beyond the Grave, |
Mark T. Green |
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Abstract
Members of the Silent and GI generations have been through a lot—an economic depression, several wars, and a decades-long booming global economy followed immediately by a major recession. On the one hand, this has resulted in a resilient, “can-do” cohort praised by many as “The Greatest Generation.” On the other, the stress and uncertainty these groups have gone through creates mindsets that can cause conflict for them and those around them, including in family businesses. Business owners from these generations sometimes struggle to relinquish control, having nurtured the companies they founded for decades. Their clinging to control can stifle the growth of later generations, the very people expected to take the firm’s reins. What’s more, it’s a pattern that tends to repeat itself from generation to generation. Thus addressing the generational stack-up dynamics reflected in this symptom is crucial to gaining control of it and achieving what all generations involved wish for: the healthy continuity of the business.
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,Who’s (or What’s) Your Daddy?, |
Mark T. Green |
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Abstract
Today’s dads come in many shapes and sizes; many of us are still the primary breadwinner in the family, but most of us place much greater emphasis on family than our counterparts in previous generations, including our own fathers. On the one hand, that represents progress from a time not so long ago when men rose early each day, went to work, then came home and focused as much or more on a cocktail and the newspaper than on their children. On the other hand, today’s men, especially Gen Xers, are faced with daily dilemmas around choosing work, family, or their own pursuits. And it’s even more complicated in family businesses where men from different generations work together, each bringing biases and expectations about work-life balance. This chapter helps fathers, sons, and those around them deal with the frustration this tricky situation often generates.
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,Battle of the Super-Women, |
Mark T. Green |
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Abstract
From suffrage to bra-burnings to military service, no one would dispute the magnitude of change women’s roles have gone through in the last decades. It’s hard to believe that the controversial Virginia Slims slogan, “You’ve Come a Long Way, Baby,” debuted in 1968, over four decades ago. For family businesses, those changes have meant increasing involvement for women—as company founders, managers, employees, and supporters—often with dominant roles in both business and family. Though the term is overused, we can think of these females as “super-women,” as they were the first to rise beyond stereotypical roles to take on major challenges in multiple settings, excelling in each. The presence of super-women has been a great thing for businesses in general, as they’ve benefited from female family members’ talents. At the same time, the rapid evolution of women’s roles has led to increased tension in family businesses—especially among the women, as each generation holds different expectations of themselves and other women in the family regarding motherhood, management, and other areas. This chapter will help all generations of super-women and those around them manage the issues created b
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,Meet the MEOWs—Mommy Executive Officer Women, |
Mark T. Green |
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Abstract
They seem to have it all: career, family, friends, and the time and space to enjoy all of these. So why are so many Gen X women today dissatisfied? Some of the reasons parallel those of their male counterparts, including the idea that having too many choices isn’t always a good thing. Other reasons, rooted in biology and historical gender roles, are more specific to women. The complication, of course, is that Gen X females facing today’s challenges often have to deal with their parents who, as illustrated in the Battle of the Super-Women chapter, may hold different expectations about what women can—and can’t—do. This chapter will help Gen X women and those around them gain perspective on the challenges they face and embrace personal and professional lives that are both full and satisfying.
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,Boomer Retirement Mirage, |
Mark T. Green |
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Abstract
It’s something most of us dream about: shedding all responsibilities except for vacationing, playing cards, and spending time with friends and loved ones. So why has retirement become such a complicated thing? Boomers are finding out the reasons firsthand as they struggle with the economic and psychological complications of leaving the workforce, from trying to stretch savings accounts over longer periods to dealing with loneliness and identity issues. For Boomers and their business families, it can be even more challenging, given how many issues they face regarding shifting roles, responsibilities, succession, and finances. The result, naturally, is confusion and frustration for everyone, especially when retirement is more a mirage than a reality. This chapter will help you cope with Boomers’ retirement-related issues, whether retirement is a mirage, a reality, or something in between.
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,My Child, My Boss, |
Mark T. Green |
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Abstract
Most of the previous chapters have talked about the tricky balance business families have to strike in sharing responsibilities and finances among generations—but the stack-up symptoms so far have involved the unwillingness of older generations to part with control and money. What happens when the balance of power is on the other side, with the younger generation? What seemed unlikely in the past has become a reality for many family businesses today, as later generations start and grow businesses joined by older family members. This blend of new and old can work very well, especially when families appreciate what each member and generation brings to the table, whether skills, experience, or perspective. But for too many families the flipped roles become a source of stress and conflict, harming both the business and the family. This chapter will help families take steps to reduce that tension and harness the resources each member brings most effectively.
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,Generation-Straddling Siblings, |
Mark T. Green |
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Abstract
The previous chapters discussed the challenges business families face when multiple generations work together. But what happens when age differences among a set of siblings place its members so far apart that they’ve effectively been raised in different generational contexts? That’s becoming more and more frequent for business families, given trends and technology related to birth patterns, as well as the rising rates of remarriage and blended families. The result is a new layer of stack-up-related complications: generation-based conflicts among siblings, rather than between parents and children. The challenge is that siblings often have less clearly defined roles—and much more potential for jealousy—than parents and children do, making for conflicts that are more difficult to resolve in many cases. This chapter helps families understand the sources and nature of these points of conflict, and take practical steps to overcome them.
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,Comfortable Gen X, |
Mark T. Green |
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Abstract
It used to be that we worked too hard. In the fast growth of the 1980s and 1990s, long hours at the office became a badge of commitment to the company, one often associated with promotions and other perks. People, especially men, routinely chose career over time with family and friends, and job responsibilities over hobbies. Such workaholism is still alive and well in many quarters of the United States and other countries—careers like banking and consulting are notorious for their combination of high compensation and challenging lifestyles. But there has been a growing backlash to the notion of “live to work,” and today many professionals have turned that phrase on its head: they wok to live, enjoying multiple aspects of life outside the office. This has become a hallmark characteristic of Gen X. Their quest for balance is admirable, and has resulted in many benefits like higher quality family time and better physical fitness (for some of us). But it also creates challenges; when work responsibilities take a back seat to other pursuits, productivity can suffer, and tension regarding roles and responsibilities can arise. In family businesses, the issues can be even more complicated,
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,WimpY Gen Y, |
Mark T. Green |
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Abstract
As parents, it’s hard to get it right. Here in the United States, we’ve gone from communities with no locked doors and children out on the streets at all hours, to a nation with a sharp focus on seat belt laws, cell phones for everyone from an early age, and other safety measures. Of course some of these are necessary and good. But the intensity surrounding the need to protect our children from life’s hazards—both physical and emotional—also has significant negative consequences for everyone. Those taking a hard line on the issue have even labeled the country a “Nation of Wimps,” based on the youngest generation’s inability to do things for themselves—from schoolwork to job responsibilities. It’s an especially big challenge for the Gen Y cohort, or Millennial. Naturally these trends represent major challenges for family businesses, where each generation has to be able to step up to lead and take on major responsibilities. Ironically, the very people who depend on later generations to take responsibility are often the ones who’ve made it hard for them to do that in the first place: the parents, or earlier generation.
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,Surviving Generational Stack-Up Now and Later, |
Mark T. Green |
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Abstract
We’ve reached the proverbial end of the road. We’ve talked about the trends driving generational stack-up in family businesses, the idea that stack-up can be seen as a syndrome, or set of symptoms—each with its own set of associated trends and treatments—and the best approaches to each of the symptoms. And to highlight the symptoms we met ten fictional business families representing amalgamations of the hundreds I’ve worked with.
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Back Matter |
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Abstract
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发表于 2025-3-21 19:36:30
