(in Polish) Zarzadzanie firmą rodzinną 2600-MSz2ZFRf
1. Concept, essence and specificity of a family business:
• Definition of a family business;
• Organizational and legal forms of family businesses;
• Typology of family businesses;
• Features of family businesses.
• Specificity of a family business.
2. Operating model of a family business:
• Organizational and legal forms of family businesses;
• Small enterprise – the dominant type of family business;
• Organizational structures of family businesses;
• Family business management model;
• Barriers and limitations in the functioning of family businesses
• Economic and social importance of family businesses;
3. Sources of family entrepreneurship:
• The essence of entrepreneurship;
• Establishment of family businesses;
• Entrepreneurship of existing family businesses;
• Factors determining the entrepreneurial activities of family businesses;
• Choosing courses of action and determining the position of the family business on the market.
4. Life cycle of a family business:
• The essence of the company's life cycle;
• Characteristics of the phases of the family business life cycle;
• The role of the family in individual phases of the family business life cycle;
• Determinants of the dynamics of changes in the company's life cycle;
• Cessation of the family business.
5. Succession in a family business:
• The essence of family business succession;
• Forms of succession of a family business;
• Family business succession models;
• Preparing successors;
• Effectiveness of succession.
6. Goals and strategic behavior of family businesses:
• Vision of a family business;
• Mission of the family business;
• Strategic goals of family businesses;
• Models of strategic behavior of family businesses;
• Strategic space of a family business.
7. Personnel management in a family business:
• The essence of personnel management in a family business;
• Shaping the status and structure of employment in a family business;
• Motivating and developing employees;
• Sources of conflicts in a family business and their management;
• Managing a group of employees.
Type of course
Mode
Course coordinators
Learning outcomes
Student after completing the course:
In terms of knowledge:
• Knows and understands complex processes and phenomena occurring in various types of organizations and in the world around them, uses management theory and complementary disciplines (economics and finance, legal sciences) to recognize, diagnose and solve problems related to key functions in the organization (operational, marketing, financial, personnel management) and their integration within the organization's strategy (K_W02).
• Knows and understands complex technological, social, political, legal, economic and ecological processes and phenomena and their impact on the functioning of the organization and the entire economy, including the principles of protection of industrial property and copyright (K_W05).
• Knows and understands the principles of creating and developing various forms of entrepreneurship in the national and global dimensions (K_W06).
In terms of skills:
• Is able to use the theory of the discipline of management and quality science and complementary sciences (economics and finance, legal sciences) to recognize, diagnose and solve problems related to key functions in non-profit organizations and administration and integrate them within the strategy, using the appropriate selection of sources and adapting existing methods (K_U01);
• Is able to correctly interpret technological, social, political, legal, economic and ecological processes and phenomena and their impact on the functioning of non-profit organizations and administration, using the appropriate selection of sources (K_U02);
• Is able to plan and organize own and team work (K_U05).
In terms of attitudes:
• Is ready to think and act in an entrepreneurial way in the national and global dimension (K_K02).
Is ready to comply with and develop professional ethical standards (K_K03).
Assessment criteria
Assessment at the end of classes in electronic form on the Kampus 2 platform in the form of a single-choice test.
The method of calculating the final test grade:
• 0 – 51.9% rating 2.0
• 52.0 – 61.9% rating 3.0
• 62.0 – 71.9% rating 3.5
• 72.0 – 81.9% rating 4.0
• 82.0 – 91.9% rating 4.5
• 92.0 – 100% rating 5.0
Bibliography
Literature Basic item:
• Sułkowski Ł., Mariański A.: Firmy rodzinne, Jak osiągnąć sukces w sztafecie pokoleń. Wyd. Poltext, Warszawa 2009.
Additional items:
• Budziak T.: Sukcesja w rodzinie biznesowej. Spojrzenie praktyczne. Wyd. Poltext, Warszawa 2012.
• Carlock R.S., Ward J.L.: Strategic Planning for the Family Business. Palgrave, New York 2001.
• Firma w rodzinie, czy rodzina w firmie. Metodologia wsparcia firm rodzinnych, Wyd. PARP, Warszawa 2012.
• Firmy rodzinne w polskiej gospodarce – szanse i wyzwania. Wyd. PARP, Warszawa 2009.
• Jeżak J., Popczyk W., Winnicka-Popczyk A.: Przedsiębiorstwo rodzinne. Funkcjonowanie i rozwój. Wyd. Difin, Warszawa 2004.
• Fleming Q.J.: Tajniki przetrwania firmy rodzinnej. Wyd.. Helion, Gliwice 2006.
• Leszczewska K., Przedsiębiorstwa rodzinne. Specyfika modeli biznesu, Wyd. Difin, Warszawa 2016.
• Safin. K.: Przedsiębiorstwa rodzinne – istota i zachowania strategiczne. Wyd. AE im. O. Langego, Wrocław 2007.
• Sułkowski Ł.(red. nauk.), Determinanty rozwoju przed-siębiorstw rodzinnych w Polsce. TNOiK, Toruń 2005.
• Thornton G.: Biznes rodzinny. Wyd. Helion, Gliwice 2004.
Additional information
Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system: