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Diagnostico de Una Empresa Familiar - Trabajo
Diagnostico de Una Empresa Familiar - Trabajo
Diagnostico de una
empresa familiar
Desarrollado a través del aprendizaje obtenido en este curso, con
la finalidad de realizar una propuesta de mejora.
Indice:
Diagnostico de una empresa familiar
abricación Otro Tipo Maquinaria Uso Gral, Activ.de Arquitectura e I ngeniería, educación de
Giro: F
Adultos y Otros
2.1 Genograma
2.1 Modelo de los 3 círculos
En la imagen se muestra el diagrama de los tres círculos que se usaron como base para detallar
a los integrantes de esta empresa como se detalla a continuación.
2.1 Modelo evolutivo de Gersick
En el siguiente esquema se muestra que la empresa llego hasta el punto de formalización, en
cuanto a la propiedad, se encuentra en una etapa de sociedad entre hermanos, y referente al eje
familiar ya haya un ingreso casi completo de la familia en la empresa.
En cuanto al análisis estructural se analizo la estructura familiar y el riesgo que involucra se
concluye lo siguiente:
Dando como resultado que hay un riesgo estructural muy bajo, ya que el nivel de complejidad es
medio en conjunto con la complejidad dela empresa y tiene un alto desarrollo estructural. A
partir de esto se mantuvo se asignó un puntaje según la siguiente escala
Asignación de puntajes en el análisis
estructural
Total: 10/100
Siendo el puntaje final 10/100, mostrando un nivel de riesgo estructural muy bajo.
3. Resultado del cuestionario online (anexo del pdf de los resultados)
A partir de los resultados del cuestionario online se pudo apreciar que en las 5 áreas de
estrategia, liderazgo, innovación, institucionalización y continuidad tienen un desarrollo medio -
alto, y hace falta desarrollar principalmente la estrategia de la empresa.
Liderazgo: Asignar solo un responsable par que lidere las diversas áreas y capacitar al personal.
Estrategia: D
esarrollar un mejor estrategia según su modelo de negocio o contratar un consultor
para que lo ayude a desarrollarlo.
4. Propuesta de mejora
Recomendaciones:
Between 1 and 2.99 = Low. Between 3 and 4.29 = Medium. Between 4.3 and 5 = High.
Result 3.08 Result 3.46 Result 3.85 Result 3.23 Result 3.08
Means ... Means ... Means ... Means ... Means ...
The family business has The leadership of the The family business The family business has The family business has
a strategy that has had family business has had sometimes encourages administrative bodies some plans, regulations,
some measure of some degree of positive innovation and this has (family, company, and competitive
positive impact on the impact on the growth of had some measure of management boards) resources to be able to
organization. the company. positive impact on the but they do not sustain itself in the
goals of organization. necessarily work well. future.
There is a clear business There is a somewhat
model but it is not proactive style of The business sometimes Some positions at There may be a plan of
necessarily understood leadership, but it is fosters the generation of various levels of the succession and a
by those in middle focused either on new ideas but concern business are filled by process of knowledge
management. people or on results. for quality and people who are fully administration and
continuous able to do the job. transfer between
There is probably some Leadership tends to improvement are not generations, but not
strategic plan, but it favor control rather than high priority issues. There are some necessarily both and the
does not work very well. freedom in administration systems addition and integration
decision-making. There There is a certain and some information of new generations has
is some teamwork but enterprise focus in the technology in place that sometimes been good
not very much family business and it enable the family for the company.
recognition. sometimes takes business to be
advantage of administered efficiently. Communication and
opportunities that arise. teamwork between
In terms of competition, various members of the
it is defensive. family is sometimes
healthy and
harmonious.
"Elaborado por Fernando Sandoval Arzaga Ph.D. Director del Centro Internacional de Familias Emprendedoras,Tecnológico de
©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 3
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 3
Is your strategic plan focused on achieving short-term objectives or short-term objectives?
2.4 3
In the creation of your strategic plan, did you make use of your own internal analytical tools or did you use
2.6 3
analytical external?
How beneficial has it been for your company to have developed a strategic plan?
2.7 3
Was the strategic plan drawn up with a focus on a formal methodology or an informal one?
2.5 3
Is your operational / commercial plan in line with your strategic plan?
2.8 3
Are you carrying out a continuous evaluation of the fulfillment your strategic plan?
2.9 3
Do the indicators of your strategic plan include the following four perspectives: financial, market,
2.10 3
operations, and human capital?
Is your strategic plan updated once a year or once every five years?
2.11 3
When you have reviewed the strategy of your business, has this brought about a strengthening in your
2.12 3
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 3
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 4
Is the motivation of personnel based more on control techniques or on inspiration?
3.2 3
Are those in middle management aware that they need to show leadership for their people?
3.3 4
Is recognition of achievements generally given more for individual effort or for group effort?
3.4 4
In general, is decision-making carried out by the highest authority or by consensus?
3.6 4
How beneficial has it been for the company to train and develop its personnel?
3.5 4
In middle management and supervisory levels, is there a lot of freedom to make decisions or little?
3.7 4
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 3
data and information?
Is top management proactive in taking action?
3.11 3
Has the company?s leadership had a positive impact on the growth of the business?
3.12 3
In decision-making, are social responsibility and respect for people?s dignity taken into consideration?
3.13 3
Does the company display a high level of innovation in its products or services?
4.1 3
Does the company display a high level of innovation in its processes?
4.2 4
Is there is a constant concern for quality and continuous improvement?
4.3 4
Is the company aggressive, in a competitive sense?
4.4 4
Generally speaking, does the company take advantage of new business opportunities?
4.5 4
Does the company encourage the generation of new ideas?
4.6 4
Are new ideas adopted by the company?
4.7 3
Does the company take advantage of the social capital that upper management and members of the family
4.9 4
have established in order to create new business?
Has the company invested in the creation of new businesses of the next generation?
4.8 3
Has the company set up systems of continuous improvement, for example, techniques and tools such as
4.10 4
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 5
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.