Who's in Charge? : A Guide to Family Management

Table of Contents

• Acknowledgments 11
• 1 13
• Introduction 13
• The Job of Parenting 14
• The Myth of Maternal Instinct 15
• Other Myths of Parenting 16
• From Dysfunctional to Functional 18
• Characteristics of Children in Charge 19
• Permission to Parent 22
• 2 23
• The Family Management Model 23
• Basic Assumptions 24
• Total Quality Management 24
• Goals of Family Management 25
• 3 27
• The Structure of the Family Company 27
• Democracy or Dictatorship? 27
• Management and Trainees 29
• Variations In Management Structure 32
• Traditional Structure 32
• Single Manager Companies 32
• Branch Offices and Restructured Companies 34
• Replacement Managers 34
• “Interfere-iority” 35
• Part-time Trainees 35
• Parent Companies—or “Management Consultants” 36
• The Importance of Stability 39
• 4 40
• Management Style 40
• Right, Wrong—or Simply Different? 40
• The Two Way Street of Parenting Styles 45
• Management Differences 48
• Merged Companies 48
• The Bottom Line 48
• Management Training 49
• The Sins of Our Fathers ... 49
• Individual Differences 50
• Extraversion and Introversion 51
• Extraverts and Extraverts 52
• Introverts and Introverts 52
• Extraverts and Introverts 53
• Trainee Issues 56
• And the Moral of This Story is ... 58
• 5 60
• Family Policies 60
• Traditional Sources of Policy 60
• Parent Company Values 61
• Media Influence 61
• Current Management Practices 62
• Conflicting Policies 63
• Unpredictability 64
• Six General Policy Areas 64
• Leaving the Nest 66
• A Tale of Two Families —Policies at Work 67
• 6 74
• From Policy to Procedures 74
• General Operating Procedures—or House Rules 75
• What’s Good for the Goose… 77
• Job Descriptions 79
• Employment Equity? 80
• Rules of Thumb for Job Descriptions 81
• Performance Evaluations 83
• What Gets in the Way? 85
• 7 88
• Money Matters —to Pay or Not to Pay? 88
• Remuneration Policy: The Jones Family 88
• Remuneration Policy: The Lalonde Family 89
• Remuneration Policy: The Johanssen Family 91
• Remuneration Policy: The Brown Family 92
• 8 94
• Labour Relations 94
• General Principles of Labour Relations and Negotiations in Families 95
• Choices 96
• Non-Negotiables—or “Yes, It’s an Order!” 102
• Negotiables—Or Advice, Suggestions and Opinions 106
• Important Issues In Communication 108
• Complaints Time 109
• 9 112
• A Special Note for Management 112
• Delegating 112
• Recharging Batteries 114
• Affirmations for Management 116
• Useful Management Phrases 117
• Troubleshooting Using the Family Management Model 118
• A Final Word 124
• Bibliography 125
• About the Author 129
• Books by Maggie Mamen 130