20.500.12556/DKUM-13811 TEMELJI NASLEDSTVA DRUŽINSKEGA PODJETJA SUCCESSION BASES OF A FAMILY BUSINESS V svetu predstavlja družinsko podjetništvo eno pomembnih oblik podjetništva. Večina slovenskih družinskih podjetij je še mladih, saj zaenkrat večina le-teh deluje še vedno v okviru prve generacije. Ker vemo, da je prenos lastništva v drugo in nadaljnje generacije zelo težaven, sem mnenja, da bodo slovenska družinska podjetja kmalu spremenila način gledanja na poslovanje samega podjetja. Zavedati se bodo začela, da je vodenje družinskega podjetja zahtevnejše od vodenja nedružinskega podjetja. V prihodnosti bo zato odločilnega pomena uporaba družinske ustave. Glede na pomembnost družinskih podjetij, tako za družino, kot tudi za širšo družbo, bi bilo prav, da bi v družinskih podjetjih planirali nasledstvo že dovolj zgodaj in s tem zagotovili boljše možnosti za dobrobit družine in za vse širše družbe vnaprej. Žal se v družinskih podjetjih pojavlja odpor proti planiranju nasledstva, saj to pomeni soočanje z določenimi temami, kot so npr. staranje, zdravstvene težave in smrt. Pri družinskih podjetjih gre za združitev dveh sistemov, družine in podjetja, ki sta v osnovi povsem različna. Podjetje naj bi predstavljalo racionalno poslovno obnašanje, medtem, ko je družina zasnovana na emocionalnih vezeh med družinskimi člani. Prepletanje obeh je zelo pomembno, saj omogoča družinskim podjetjem prednost pred drugimi podjetji, ker je zavestnost družinskih članov in posledično tudi zaposlenih višja kot v ostalih podjetjih in s tem pripomore k večji konkurenčni prednosti. Namen moje diplomske naloge je bil predstaviti kaj je družinsko podjetje, vse njegove prednosti in slabosti, kaj je družinska ustava in kako le-ta vpliva na podjetje. V praktičnem primeru sem opisala podjetje TA-Regulator d.o.o. in vse dejavnike, ki so podjetje privedli do prodaje in celotnega preoblikovanja. Čeprav podjetje ni več v lasti družine, je uspešno in vodilno na trgih EU in po svetu. Ugotovila sem, da je za obstoj in nadaljnji razvoj ter možnost za uspeh družinskega podjetja ključnega pomena vnaprejšnje načrtovanje prenosa lastništva na naslednjo generacijo. Globally, family businesses are one of the most important forms of businesses. In Slovenia, the vast majority of family-owned companies are quite young since most of them are managed within one generation. Given that the ownership transfer process is very complex, I believe that Slovene family-owned companies will soon change their perspective regarding the way business should be run. They will realize that running a family business is much more demanding that running a non-family one. Therefore in the future, the family constitution will have a major role. As family businesses are very important not only for the family that owns one but also for the society at large, the heritage of such business should be planned early enough to assure the family welfare as well as the welfare of the society at large in the future. Unfortunatelly, family-owned companies have formed a sort of opposition against heritage planning as this requires confrontation with certain topics, such as ageing, health problems and death. The family business is composed of two systems, a family and a company. Basically, these two systems are completely different. A company should represent a rational business behaviour while a family is based on emotional relations between family members. The intermingling of the two systems is of great significance, because it ensures certain advantages to a family-owned business. The commitment of the family members, i.e. the employees, is much stronger than the one in public companies, which gives family businesses an important competitive advantage. The purpose of my study is to define a family business with all its advantages and weaknesses, to represent the family constitution and its impact on such company. I used the company TA-Regulator for my practical example and named all factors that led to the company sale and its general restructuring. Although this company is no longer owned by a family, it remains to be a leading company at the EU markets as well as globally. According to my findings, the deciding factor that determines the further development and success of a family-owned company, is whether a company plans its ownership transfer to the following generation in advance. Družinsko podjetje // družina // podjetje // nasledstvo // planiranje nasledstva // vodstvo podjetja // nasledniki // planiranje nasledstva // družinska ustava // podjetje TA-Regulator d.o.o Family enterprise // family // enterprise // succession // planning of siccession // management // succesors // a plan of succeson // family constitution // TA-Regulator d.o.o. true true false [Ž. Kelhar] Slovenski jezik Angleški jezik Diplomsko delo 2010-05-02 20:05:58 2010-08-19 09:11:21 2022-04-12 11:30:24 2023-12-16 03:31:52 2010 0 Mihalovec 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 334.72 10331164 URN:SI:UM:DK:X1EKLCLT VS_Kelhar_Zeljka_2010.pdf VS_Kelhar_Zeljka_2010.pdf 1 C9923125797532C7482643E48A428E25 a70b9cf6ef079bc0b0e0f1b901a0b1ad5caed0fa71c8746d4ef28682f9083173 ffef8f56-7c03-11eb-bb7a-00155d0001ca 20.500.12556/dkum/583e48f4-26df-44b6-abcf-3902c4d8914f https://dk.um.si/Dokument.php?lang=slv&id=14244 Ekonomsko-poslovna fakulteta 0 0 0