Locket of family business XY and evaluation of current activities

Conflicts between relatives arise because they tend to stick to traditional family roles and define their roles in business in a way that creates problems over who does what. We recommend developing the company's staffing table and prescribing job descriptions for all employees, be sure to establish the structure of official subordination. A clear and distinct division of labour is a valuable means of preventing interpersonal conflict, avoiding many of the problems that employees, customers and suppliers face due to shifting signals from the enterprise when it is not clear who is responsible for what.Since it is traditionally believed that the relatives of the owner of the enterprise are in a privileged position, receiving higher salaries, undeserved authority and appointments to high positions, business management should not make concessions to relatives and friends, and also develop a reward system according to the contribution of each employee, in order to ensure fairness remuneration is the key to the long-term development of the family business and comfortable relationships in the team [4].The solution of the identified problems will make it possible to intensify the activities of the domestic family business, which not only develops the economy, but also contributes to the improvement of the demographic situation in the country. The family has something to strive for and for the sake of which to raise their children, there is something to inherit. In this way, a middle class of owners will gradually form in the country, able to work for themselves and at the same time bring significant income to the state.Today, it is the sector of small and medium-sized businesses that is developing - the basis of the well-being of any state, as evidenced by the experience of America, Asia and European countries. A new company can be created by people who are on friendly terms, who are well acquainted with each other, and then there is an enterprise created by partners on shares. But more often, a new business is organized by relatives, close or distant, but related to the same “family”. Such firms have received in world terminology the name of "family firms", or "family business". At the same time, in order to remain a family firm, the company itself, as well as the company's equity, must remain in the hands of the family and be inherited. The entire set of family businesses in terms of the structure and distribution of capital, the management of organizations, and the size of the companies themselves can be divided into two groups.The first is a family business in the narrow sense, i.e. a firm in which family members and their immediate family members work. As a rule, these are small companies with staff rarely more than 10 people. At the same time, it is possible to single out such separate subclasses as the business of one family, where only the closest relatives work for the benefit of the common cause - husband, wife, son, brother, father. Such firms in a number of countries, for example in Canada or America, as, indeed, in our country, make up the majority of family companies. First of all, these are various individual entrepreneurs, until recently called PBOYuL, "entrepreneurs without forming a legal entity." In such companies, there is no clear job division of powers, there is no subordination structure itself, there are no hierarchical levels. Leadership belongs to the head of the family, and the rest do their job as they understand it. Small shops often work according to this principle, where the daughter is a seller, the wife is an accountant and supplier, and the father is a leader and driver all rolled into one. Consulting firms, recruitment agencies, small family publishing houses are often built on the same principle. At the same time, there are no prescribed job descriptions, there is functional interchangeability, all family members are “vitally” interested in the survival of their small family business. The second subclass is the business of several related families. These are, as a rule, already grown “family” companies with a clearly defined organization and subordination structure, where family relations turn into “business” ones, and one has to assume that some relatives become managers, and some become their subordinates. Often, at the stage of a company's transition from its own family firm to an interfamily association, serious managerial problems await it in the division of power and the capital accumulated by the firm. Family grievances from undeserved promotions of some members and fleeting demotions of others, family squabbles and scandals that have begun, can ultimately lead to the closure of the case itself.Therefore, at this stage, it is important to bypass all sharp corners, resolve all internal conflicts, come to a family-wide understanding of the goals and objectives of the common business, and clearly delineate the functions and responsibilities of all employees of the company.The second large group of family businesses are firms that are inherited from generation to generation, owned by entire family clans. This group, which forms foreign family capitalism, includes, as a rule, large and very large companies such as international corporations with many subsidiaries. In this case, the "family" owns only control over the company through a family block of shares. In each country, a family needs to retain a different percentage of shares in order to be eligible to be called a family firm. In Finland - at least 50%, in America and Germany it is enough to keep about 25% of the shares in the hands of one family, provided that this is the most significant of all shareholdings in this campaign, and the rest of the shares are dispersed among multiple small owners of small blocks of shares. There is another way to maintain family control over the company - the issuance of shares of two classes with a different number of votes per share (the shares that give, for example, the right to 10 votes remain in the family, and shares with the right to 1 vote per share enter the stock market; or only family shares retain the right to choose members of the board of directors. Thus, it is possible to maintain control over the company and at the same time attract additional capital, which is so necessary for the development of any company [4].Literature1. Vasiliev M.V. Criteria and definitions of a family firm: the evolution of the views of European and Russian researchers // Problems of theory and practice of management. - 2019. - No. 7-8. – c. 155-162.2. Kasyanenko T.G., Vorotilkina A.M. The evolution of the concept of "family business" according to the research of Russian and foreign scientists // Economics and Management: Problems, Solutions. - 2019. - No. 2. - p. 36-44.3. Nemilentsev M.K. Family business pricing. / diss. cand. economy Sciences: 08.00.05: defended on 06/12/2019. - St. Petersburg, 2019. - 30-40 p.4. Smirnov V.V. The development of family business as a factor in the recovery of the Russian economy in a crisis. - Vladimir: VSU, 2022. - 20-23 p.5. Chepurenko A.Yu. Entrepreneurial potential of the Russian society: analysis and recommendations for promoting the involvement of the population in small business (Conclusion) // Economic sociology. - 2022. - No. 4. - p. 26-51. 06. Shnurovozova T.V. 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