Family Business Ownership
not going to say need urgent help because it’s worse then that?
this is my business unit 1 p1 i have to do four businesses and a glossary and this is my first business
Mc Donald’s
Purpose: Began in the 1940’s as a single restaurant in California, set up as a family business. Aims and Objectives are to be the UK’s best fast service restaurant experience and to bring a healthy approach to the restaurant. [http://www.bized.co.uk/]
Size: In 1997, McDonald’s employed 42,982 staff in 836 restaurants in the UK. By 2001, their UK workforce had risen to 47,735 (an 11.1% increase) in 1,184 outlets (a 41.6% increase). [http://www.bized.co.uk/]
Ownership: Franchise
Scale: Multinational and Multi-continental
basically i need help expanding the ownership into like franchise who won its were how well im not sure exactly but that’s why im asking you guys and gals any answer will help
not to mention its my coursework and is already late and i will fail the course if don’t get at least a pass 
I am not surewhat you are trying to say, maybe try to rephrase?
Free Special Report: Family Business Ownership
Paradigms are the strongly held beliefs and assumptions we use to “filter” incoming information. They are the eyeglasses through which a manager in family business “sees” problems and potential solutions to those problems. A family business manager suffering from paradigm paralysis fails to change his or her beliefs and assumptions when new information shows a change is needed.
Paradigms may be long standing:
“Salespeople are only interested in selling me something.”
They also may be new:
“The web makes hard copy obsolete.”
In their most constraining form, they appear to be completely consistent with common sense and the decision maker’s life experiences. Note the following paradigms about management succession - the challenge of transferring management to a new generation of people that every family business eventually faces.
The paradigms labeled as “new” avoid an artificial separation of family and business. The paradigms labeled “old” summarize the more traditional views that have dominated thinking about management succession. Imagine two families each facing similar management succession challenges. The first family has all the old paradigms. The second family has all the new paradigms. Undoubtedly their management succession problems solving would differ markedly.
New: Some families will decide, for good and justifiable reasons, to liquidate their successful businesses rather than pass them to the next generation.
Old: Managers of successful family businesses oppose liquidation in their life times and believe they owe the next generation the opportunity to continue their businesses.
New: In management succession, family and business concerns are overlapping and inseparable.
Old: In management succession, the business concerns dominate and family matters are secondary and separate.
New: Mission and goals for the family business continuously address management succession.
Old: Management succession, retirement planning and estate planning are relevant issues only at the end of the business founder’s career.
New: Planning of management succession encompasses the extended family.
Old: Planning of management succession concerns only the people directly involved in ownership and operation of the business.
New: Successful management succession does not guarantee the long-run viability of a founder’s thriving family business.
Old: A family business thriving in this generation depends primarily on management succession to be successful in the next generation.
New: Employment outside the family business may provide essential perspective, maturity and experience necessary for success in the family business.
Old: Haste in joining the family business is essential because the opportunity may be lost.
New: Joining the family business as an employee in a non-management capacity with a formal job description and regular performance evaluations provides a beneficial testing period both for the family and the family member employee.
Old: Family members come into the business as managers and co-owners so that they have an immediate sense of responsibility, importance and commitment.
About the Author:
FamilyBusinessBattleGround is a place for family business members to hang out, watch videos, read articles, and most importantly a place for family business members to help one another.
Article Source: ArticlesBase.com – Essential Paradigms Shift in Family Business
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