Managed Structure Of Familial Private Business Administration In China

The familial private enterprise is a mainstream of the current non state-owned enterprise in our country. According to authoritative statistics , the familial enterprises account for more than 90% of the local private enterprises. Familial enterprise is not a unique phenomenon in China, and 175 of the world top 500 enterprises are held by families. The proportion of GDP that family enterprises occupy over the world: 48. 2% in South Korea; 67. 2% in Malaysia; in Philippine and Indonesia, ten top familial enterprises account for half of the national market value; the familial enterprises of U.S.A. have created 75% of job opportunities, with 50% of the whole American GDP.How to increase the competitiveness of the familial enterprise? According to the good examples in the western countries, the key sector lies in the internal company structure and quality, which is the bottleneck of our familial enterprises. According to some researches, analysis and calculation, the average life span of the our familial enterprises is 2.9 years at present. A lot of familial enterprises find it hard to make further development after a period of growth. One important factor is the defects of the company structure and management. How to improve the company structure and quality is a key point for the rapid growth of the familial enterprises. From this point of view, the competition among the familial enterprises is mainly a competition of company structure and management quality, instead of technique, products and market.The thesis is to make a research and classification on current situation of the familial private enterprises in China, and to make analysis on real cases. Through the research on internal structural problems as enterprise and family relationship, enterpriser and system relationship, and HR, the thesis aims to find a way to improve the management structure and quality by capital, talents and property.