diplomski seminar
Nastja Koštomaj (Author), Tjaša Štrukelj (Mentor)

Abstract

Družinsko podjetje nima enotne definicije. Gre za podjetje, ki je v večinski lasti družine. Upravljajo in vodijo ga družinski člani, ki so lahko v družinsko podjetje vključeni, nekateri izmed njih pa v družinsko podjetje niso vključeni. Družinska podjetja se zelo razlikujejo od nedružinskih podjetij, saj imajo v družinskih pomembno vlogo sorodstvene vezi. Želja družinskih članov je, da družinsko podjetje ostane v družinski lasti. Nasledstvo je zaradi tega potrebno planirati. Največjo težavo lastniku/managerju večkrat predstavlja odločitev o tem, koga postaviti za naslednika, v kakšni meri in na kakšen način ga izbrati. To predstavlja še posebej težavo tistim lastnikom/managerjem, ki imajo več otrok. Vsak starš namreč želi zapustiti zapuščino svojim otrokom, težko pa je določiti, komu pripada. Lastnik/manager ima možnost zapusti družinsko podjetje več otrokom hkrati, ki si kasneje delijo lastništvo nad družinskim podjetjem. Zaradi nasledstva se lahko hitro razvijejo konflikti. Zato je zelo pomembno, da lastnik/manager prične s planiranjem nasledstva dovolj zgodaj, da ima čas določiti potencialnega naslednika in/ali več potencialnih naslednikov. Družinsko podjetje LTIP d.o.o. je na trgu dela od leta 1970. Lastnik/manager je Vladimir, ki se bo kmalu upokojil. V družinskem podjetju LTIP d.o.o. je pričel z vzrejo kokoši, nato je nadaljeval z lesno proizvodnjo (okna, vrata, palete idr.), ki predstavlja tudi obstoječo dejavnost. Družinsko podjetje LTIP d.o.o. bo predal svojemu mlajšemu sinu Petru, ki je že od osnovne šole vključen v družinsko podjetje LTIP d.o.o. Starejši sin Simon nikoli ni hotel vstopiti v družinsko podjetje LTIP d.o.o. Žena lastnika/managerja, Ivanka, je bila vključena v družinsko podjetje le na začetku ustanovitve le-tega (6 let). Med seboj so zelo povezana družina, zato pri procesu nasledstva do sedaj ni prihajalo do večjih konfliktov. Nikoli niso imeli kriznega plana, zato smo zanje pripravili predlog le-tega.

Keywords

družinsko podjetje;nasledstvo;prednosti;slabosti;plani;krize;

Data

Language: Slovenian
Year of publishing:
Typology: 2.11 - Undergraduate Thesis
Organization: UM EPF - Faculty of Economics and Business
Publisher: [N. Koštomaj]
UDC: 334.722.24
COBISS: 11835676 Link will open in a new window
Views: 1484
Downloads: 259
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Other data

Secondary language: English
Secondary title: Succession in the family business LTIP d.o.o.
Secondary abstract: There is no uniform definiton of family business. It is a company that is majority-owned by the family. Directed and managed by family members who are involved in the family business, but some of them may not be. Family businesses are very different from non-family businesses, since family kinship is very important in family business. The desire of family members is that family company remains family-owned. Succession is therefore necessary to plan. The greatest difficulty for the owner/manager is the decision about who to put as the successor, to what extent, and in what way you choose. Of course every parent wants to leave a legacy to their children, but it is difficult to determine who it belongs to. The owner/manager can leave the family business to more than one child, who later share ownership of the family business. Due to succession, conflicts can quickly develop. It is very important that the owner/manager begins early enough with succession planning so that he has time to determine a potential successor and/or more potential successors. Family business LTIP d.o.o. is in the labor market since 1970. Owner/manager Vladimir will retire soon. In his family business LTIP d.o.o. he started breeding chickens, then he continued with wood production (windows, doors, pallets, etc.), which represents an existing activity to this day. Family business LTIP d.o.o. will be handed over to his younger son Peter, who has been involved in the family business LTIP d.o.o since primary school. Older son of Simon never wanted to enter the family business LTIP d.o.o. Wife of the owner/manager Ivanka was involved in a family business only at the beginning of its establishment (6 years). As a family they are very close so there has never been any bigger conflicts regarding succession. They never had contingency plan so we are preparing one for them.
Secondary keywords: family business;succession;process of succession;participants in family business;pros and cons;the possibility of succession;crisis plan.;
URN: URN:SI:UM:
Type (COBISS): Final seminar paper
Thesis comment: Univ. v Mariboru, Ekonomsko-poslovna fak.
Pages: 54 str.
ID: 8730235