Proyecto

1. Nombre: Empresa La Atomica MDC

Giro: Comercio
Tamaño: Pequeño

2. Los 3 Círculos
a. Homopoliticus: El gerente busca dirigir su empresa con ayuda de los hermanos pero él
es quien ejecuta las direcciones dentro del departamento de gerencia. Por su parte es
un rol de bastante responsabilidad y se necesita para eso carisma y honradez. El
gerente quiere asegurar su posición y para esto se ocupa de habilidad política.
b. Paterfamilias: El gerente ya no se preocupa tanto por la unión familiar pero tengo el
recuerdo que antes así era. Es importante mantener la fraternidad entre la familia
porque así mejoramos las ventas.
c. Homoeconomicus: El gerente ha estado preocupado por las ganancias de la empresa
porque los productos son baratos y hay mucha competencia entre las tiendas ¨mega
grandes¨ que venden las marcas populares/comerciales.

Eje de la Propiedad:

Fundador:
Nazir Zablah

Hijo

Nietos

Eje de la Empresa:
 Expansión:Empezó como ferreteria
pero con los años fué agregando mas
Arranque: 1934 en Comayaguela,
productos como: hogar, cosmeticos,
Fransisco Morazan, Honduras.
escolares y oficina, deportes, Navidad y
jueguetes.

Madurez: No ha tenido grandes

cambios ni a podido expandirse pero
es más un negocio de ahorro para los
compradores más pobres.

Eje de la Familia:

1. Familia Joven de
Negocios: Inició
2. ingreso en la
como propietario
Empresa: Fué muy
controlador
fácil ya que no
vendiendo
existian muchos
productos
negocios en el pais.
fabricados en el
exterior.

3. Trabajo Conjunto:
4. Paso de la Batuta:
Todos los miembros
El propietario
de la familia (tias)
repartió la herencia
trabajaron en ayudar
y el negocio pasó a
a preservar el
un solo hijo.
negocio.

Genograma
 x Fundador:
Nazir Zablah

Director Gerencial:
Hijo

Vendedora Comercial #1: Vendedora Comercial #2: Vendedora Comercial #3:

Silvia Ada Mirna

3. Formula Estructural de Gimeno

La complejidad de la familia es bastante alta y hay bastante complejidad dentro de la
empresa por ende se requiere un mejor desarrollo de la estructura como por ejemplo, brindar
coordinación entre los demás empleados para dividir el trabajo: contabilidad, dirección
empresarial y ventas. Con ello podríamos reducir el riesgo de perder buenos clientes y
oportunidades de expandir.
Pienso que el tipo de empresa es: Familia empresarial porque es una familia pequeña
dirigiendo una empresa pequeña.

4. Recomendaciones

 Liderazgo: Demostrar involucramiento entre la familia no solo en eventos sociales sino

en actividades relacionadas con el negocio.
 Estrategia: Aportando beneficios a los empleados (aguinaldo, vacaciones, ayuda),
manteniendo limpio el local, publicidad en la red, manteniendo la calidad de los
productos.
 Innovación: Expandiendo las opciones de compra a los clientes porque siempre buscan
algo nuevo y talvez no hay. Nos gustaría vender mini refrigeradoras y secadoras de
pelo.
 Institucionalización: Abriendo una cuenta empresarial y asistiendo a foros
empresariales, ferias y demás.
 Continuidad: Al expandir a otras zonas podríamos aprovechar el nombre del negocio y
darnos a conocer por el país.

Creo que la empresa va evolucionar hacia un modelo grupo de inversión familiar porque aunque
se diverge en opinión a la hora de tomar decisiones el modelo ya está diseñado por el fundador.
A la siguiente generación le recomiendo innovar las marcas, atender amistosamente a las
personas y ser firmes con las ideas para perpetuar el legado de la familia.
El consejo de familia deberá ser más controlador de las cuentas porque hay fuga de dinero y
sobre confianza en que se va a superar la situación.
 mzabl003@fiu.edu
General results Global result

STRATEGY LEADERSHIP INNOVATION INSTITUTONALIZATION CONTINUITY

Result Result Result Result Result

sometimes encourages

©Fernando Sandoval Arzaga

Monterrey, Campus Estado de México" Contacto: fsandoval@itesm.mx y ferkusan@gmail.com
 Questionnaire

STRATEGY
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Is the business model of the company set out in the mind of the director or in writing?
2.1 4
To what degree is the business model of the company understood by those in middle management?
2.2 4
To what degree is the company?s strategy focused on low costs or on innovation?
2.3 2
Is your strategic plan focused on achieving short-term objectives or short-term objectives?
2.4 2
Was the strategic plan drawn up with a focus on a formal methodology or an informal one?
2.5 5
In the creation of your strategic plan, did you make use of your own internal analytical tools or did you use
2.6 1
analytical external?
How beneficial has it been for your company to have developed a strategic plan?
2.7 5
Is your operational / commercial plan in line with your strategic plan?
2.8 5
Are you carrying out a continuous evaluation of the fulfillment your strategic plan?
2.9 5
Do the indicators of your strategic plan include the following four perspectives: financial, market,
2.10 5
operations, and human capital?
Is your strategic plan updated once a year or once every five years?
2.11 1
When you have reviewed the strategy of your business, has this brought about a strengthening in your
2.12 2
business model of a change?
Have changes in your business model been by necessity or in order to take advantage of an opportunity?
2.13 5

LEADERSHIP
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Is the leadership style focused as much on the completion of tasks as on people?s satisfaction?
3.1 3
Is the motivation of personnel based more on control techniques or on inspiration?
3.2 1
Are those in middle management aware that they need to show leadership for their people?
3.3 5
Is recognition of achievements generally given more for individual effort or for group effort?
3.4 1
How beneficial has it been for the company to train and develop its personnel?
3.5 5
In general, is decision-making carried out by the highest authority or by consensus?
3.6 4
In middle management and supervisory levels, is there a lot of freedom to make decisions or little?
3.7 3
At the executive level, is there a lot of freedom to make decisions or little?
3.8 3
In a crisis situation are decisions making by just one person or by a team?
3.9 3
With important decisions, are experience and intuition taken into consideration as much as the analysis of
3.10 5
data and information?
Is top management proactive in taking action?
3.11 5
Has the company?s leadership had a positive impact on the growth of the business?
3.12 5
In decision-making, are social responsibility and respect for people?s dignity taken into consideration?
3.13 5

©Fernando Sandoval Arzaga

INNOVATION
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Does the company display a high level of innovation in its products or services?
4.1 5
Does the company display a high level of innovation in its processes?
4.2 5
Is there is a constant concern for quality and continuous improvement?
4.3 5
Is the company aggressive, in a competitive sense?
4.4 1
Generally speaking, does the company take advantage of new business opportunities?
4.5 5
Does the company encourage the generation of new ideas?
4.6 5
Are new ideas adopted by the company?
4.7 5
Has the company invested in the creation of new businesses of the next generation?
4.8 5
Does the company take advantage of the social capital that upper management and members of the family
4.9 5
have established in order to create new business?
Has the company set up systems of continuous improvement, for example, techniques and tools such as
4.10 1
Kaizen or Six Sigma?
Are there any established rewards (prizes, recognition, bonuses) for employees who come up with
4.11 4
innovations within the company?
Is the portion of the budget that is assigned to innovation greater than 5%?
4.12 4
Have innovation and the generation of ideas had a positive impact on the growth of the company?
4.13 4

INSTITUTONALIZATION
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

How informal or formal is the Board of Directors in your company?

5.1 5
Does the Board of Directors in your company work well?
5.2 5
How informal or formal is the Family Council in your company?
5.3 5
Does the Family Council in your company work well?
5.4 5
How informal or formal is the management committee in your company?
5.5 5
Does the management committee in your company work well?
5.6 5
In your company, in general, do those in executive positions have the necessary ability and experience to do
5.7 5
their jobs?
In your company, in general, do those in middle management and supervision positions have the necessary
5.8 5
ability and experience to do their jobs?
Does your company have integrated information systems (ERP, SAP, MCR, etc.) to facilitate the control use of
5.9 1
information?
How formalized is your organization in terms of written rules, policies, and procedures?
5.10 5
How formalized is your organization in terms of written rules, policies, and procedures?
5.11 5
Is there an efficient means of communication between the Family Board and the Board of Directors?
5.12 5
The creation of governing bodies (boards) had a positive impact on the growth of the company?
5.13 5

©Fernando Sandoval Arzaga

CONTINUITY
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Is there a formal plan of succession for the family business?

6.1 5
Is there a shared vision regarding the future of the family business?
6.2 5
Can members of the family communicate with each other effectively?
6.3 5
Do you take any measures to involve potential successors and to share knowledge between generations (for
6.4 5
example, master-apprentice relationships, storytelling, summer vacation jobs, etc.)?
Can members of the family work harmoniously as a team?
6.5 4
Are there family mechanisms and policies for dealing with family matters that are related to the company?
6.6 5
Have the family?s values and beliefs had an impact on the development and growth of the company?
6.7 5
Is there a plan in the future for the senior generations after their retirement or a new role within the
6.8 4
company?
Are the criteria for the transfer of capital (stock) within the company well defined?
6.9 5
Has the addition and integration of new generations had a positive impact on the growth of the company?
6.10 5
Are there mechanisms in place for the resolution conflicts between family members?
6.11 5
Has the prestige (reputation) of the family had a positive impact on the growth of the company?
6.12 5
Has the succession process resulted in a transfer of stock or a redistribution stock?
6.13 2

©Fernando Sandoval Arzaga