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paper代写- Sigma Motion

2019-02-11 | 来源:51due教员组 | 类别:Paper代写范文

下面为大家整理一篇优秀的paper代写范文- Sigma Motion,供大家参考学习,这篇论文讨论了西格玛运动公司。西格玛运动公司是一家管理优先型企业。西格玛运动的高端定制产品,被誉为运动产品中的劳斯莱斯,这也让西格玛运动保证了稳定而有前景的盈利能力。

Sigma Motion,西格玛,英国论文代写,论文代写,paper代写

The case of Sigma Motion, Inc. can be viewed as the most typical example illustrating the normal dilemma of every family business. According to the history of Sigma Motion, this corporation in the charge of Mr. Ron Burton achieves the impressive performance. Based on the description of Sigma Motion’s development and feedbacks given by those non-family managers, this enterprise can be categorized as a management-first business. Both of Ron’s sons are arranged to gather wilder experience although within their family business. Sigma Motion’s high-end and customized products, appraised as the Rolls Royce of linear motion products, guarantee the stable and promising profitability. Moreover, the failure in the gear company acquisition makes this family business introspect its core competency—the depth of product line. Consequently, this enterprise refocuses on its existing four product lines rather than the quick expansion of new product lines. Therefore, this developing strategy with low risk and high value, can endow the business positive cash flows (De Visscher, 2-31). The sufficient reserve can assist the enterprise to increase its production and expand the customer base. The cost savings benefiting from its consolidation of manufacturing plants can achieve its goal to vertically improve its products with higher quality and preciseness. Furthermore, the management in this family business, compared with others’ operation, avoids many internal risks and inferiorities under the assistance of those non-family employees in the top management team (Fishman, 199-225). Mr. Burton shows his respect and trust to those non-family managers. Meantime he would prefer to accept the latest and scientific management mode, which can be proved by the electronic labor-collecting barcode system installment and the ERP program implement. According to this corporation’s financial goals mentioned in the case, it is obvious that this corporation does have a mature long-term developing program. Those senior managers are different from those aggressive managers eager to show their ability. Those ambitious managers ignore the possible long-term negative influence and only concentrate on the performance during their tenure. However, these non-family managers in Sigma Motion, assume the responsibility to think and plan for this enterprise like their own business. Like most founders of family businesses, Mr. Burton does want to leave any debt to his successors out of the conservative and responsible attitude. But in fact, Sigma Motion does not need to intentionally pursue the goal of zero debt. A healthy asset liability ratio can boost the development.

Therefore, when applied a SWOT analysis to assess the development of Sigma Motion and predict its future, this enterprise does possess its own strengths and opportunities. The internal factors, a high-level and innovative engineering team, a responsible and professional management team and well-performed financial conditions, make this enterprise all in the control. The possible risks from the following succession may be the only uncontrollable internal factor. As for the external situation, the stable customer base and the less-professional competitors in this market, provide more opportunities to Sigma Motion to precisely plan its development and implement its scheme step by step.

Family dynamics challenges

Similar to the case of Bob Reardon mentioned in Family Business (Poza and Daugherty 163-82), Sigma Motion is well-run and even possesses a more promising future. Meantime, Mr. Burton only have two sons both involving the family business. But this family business is still faced with a tinderbox caused by parent-child dynamics challenges and sibling rivalries.

Initially, Mr. Burton, in fact, does not prepare well for his retirement. Not only his two sons, but also the non-family management teams including the company president—Mr. Briscoe, are delegated to take more significant roles and endowed with more powers. But the general operating situation is still under his control. The most persuasive evidence is that he still takes the helm of all voting shares. Only the non-voting stock are allocated to his families. Secondly, both Bob and Michael perform well in their own departments. Meantime, compared with those gifted with non-voting shares but not involving the business running, Mr. Burton’s two sons devote more painstaking effort to this family business. On one hand, due to this deep relation, they will consider more for the long-term development of Sigma Motion rather than for their lust for power. On the other hand, which may be negative, because of their commitment to their families, they may be more conservative and stubborn about the viewpoints about this enterprise’s development in the future. Their disagreements may be mostly caused by their relatively different educational background and working experience. Thirdly, there is no apparent conflict in this family. They all maintain the efficient and frequent communication. All the family members show their strong respect and trust to Mr. Burton’s spouse—Mary.

Compare with Bob, Michael does work at Sigma Motion for a shorter period. Moreover, due to his educational background, Michael does not participate in all the departments in Sigma Motion. Therefore, different with Bob, Michael does not possess a panorama of this enterprise with his own experience and understanding. Bob works with Mr. Burton almost 8 years and fosters deep relations to every employee, while Michael only possess a higher educational background and the experience from his career outside this family business. In case Michael is not a son of Burton, his position can be replaced by a more excellent sales manager. But Bob possesses the irreplaceable superiorities. Although sales and marketing is the most important sector in a company, non-family member can be provided more powers under the supervisions in order to ensure the stable customer base. As for some powers related to financial conditions and core competency, they must be in charge of those family members, based on the preference of most family businesses. Furthermore, compared with Bob, Michael can live on his own capabilities. In case Bob leaves Sigma Motion, maybe Mr. Burton has to delay his retirement for at least 8 years. Therefore, Michael's letter to express his willing to leave Sigma Motion can be viewed as a way to show his father his painstaking care and strong love to this enterprise. His thoughtfulness and generosity may move his father. Moreover, Mr. Burton's response can partly reveal his current plan or thoughts of the succession. May Michael also would like to use this letter to let Mr. Burton realize his specialty and significance as a leader in this enterprise. Thus, his father may identify the possible issues caused by Michael's departure.

Sibling rivalries

When a founder of a family business considers about the succession issues, the initial question he or she will ask himself or herself is "Are they good and experienced enough to run this business?". Mr. Burton's current succession arrangement or disposition just represents his worries and standpoints about the fact that both of his sons have their own flaws and inferiorities, this is to say that from a founder's perspective no one is competent to a CEO's position. Michael can seize the time before his father's final succession arrangements. Michael can persuade Mr. Burton to delay his retirement and maintain the current operating mode. Then Michael can use this opportunity to gather experience and cultivate the deep and good relations with every department. Also, Michael can learn something about engineering, which is the most expectation that Mr. Burton always hope Bob to achieve. Therefore, presently, the best option is persuading Mr. Burton to delay his retirement, which can support the viability of the following plans mentioned above.

Management succession difficulties

According to Family Business, Mr. Burton’s current succession disposition to let both two sons co-lead this enterprise, may easily cause a leadership vacuum issue. This will lead this enterprise to a disastrous ending. A possible leadership vacuum is because that neither of sons gains the other one’s trust and prestige, which can be proved by the current silent sibling rivalries and previous conflicts caused by their own management concept. Therefore, the best way to solve this succession problem is that no matter what happens Mr. Burton should delegate one of his son to assume more responsibilities and provide this son with more voting shares. In case, Mr. Burton would prefer to avoid the possible risks, he and his senior management team can discuss a re-arrangement of voting stock. This co-president mode is not a wise choice. If Mr. Burton insists on the co-president, ultimately the increasingly stern sibling rivalries may create a ferocious blowback.

References

De Visscher, F. M. Financing transitions: Managing capital and liquidity in the family business. Springer, 2016, 2-31.

Fishman, Allen E. 9 Elements of Family Business Success: A Proven Formula for Improving Leadership & Relationships in Family Businesses. McGraw-Hill, 2009, 199-225.

Poza, Ernesto J and Mary S Daugherty. Family Business (4th ed.). Cincinnati: South-western, 2014, 163-82.

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