1, no code of conduct;

2. Obey someone instead of standards, systems or norms;

3. Obey not one person, but different people;

4. Taking emotional closeness as the bond of management and the basis of division of responsibilities;

5. The original intention and desire of the owner, the management means and methods are not standardized, and the management results are lower than the general management level;

6. The subtle relationship between family members replaces the normal management order and rules of the game;

7. Exclusion and prevention of non-family members;

8. The interest differentiation of informal organizations intensifies the negative effect of gang effect;

9. Emotional complementarity replaces professional and technical complementarity;

10, messy operation is not systematic.

Second, what are the advantages and disadvantages of family and pan-family rule management?

Benefits:

1, convenient and flexible operation.

2, easy to unite people (family) and stabilize the team.

3. Be able to resist external attacks.

4, easy to coordinate (when there are few people).

5. It is convenient for financial risk control.

6. Have a high sense of responsibility.

7. Easy to make decisions.

Disadvantages:

1, unable to develop at a high speed.

2, can not unite outsiders.

3. It is difficult to form professional complementarity.

4, is not conducive to enterprise expansion.

5. It is difficult to form a talent echelon.

6. Standardized operation cannot be formed.

7. The randomness of management leads to a leap or no leap in the case of a slightly larger scale.

8. The biggest risk of business failure brought by the decision on the head.

3. What is the reason for the low standardization of private family business management?

1. Family-run business lacks documented management, and it is usually oral communication and instruction transmission.

2. Family leaders lack normative consciousness.

3. Family leaders lack the ability to formulate norms and standards.

4. Family members have low educational level and poor professional complementarity.

5, cronyism leads to weak executive ability and low standard operation level of managers.

6. The existing relationship between family members excludes standardized operation.

7. Emotional relationships make it difficult to realize a large number of systems.

4. How to optimize the organizational behavior of enterprises in this case?

1, family members are generally not suitable for working in this enterprise;

2. Non-family members hold senior positions;

3. Non-family professionals occupy important positions;

4. Let external managers enjoy a sense of ownership;

5. Find a good arbitrator.