Nepotism in a Bakery

We 're selling the firm .

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Nepotism in European culture is a negative notion, pointing to the problem of employing family members and friends. There is nothing wrong with employing such people alone.

At a certain level of activity, such a solution becomes risky and definitely negative for the market value of the bakery.

A real bottleneck for the growth of family businesses is a low level of senior management.

A family business is a family-owned business, and it's often a family business, and there's nothing wrong with that, and most often a family business is run by the head of the family, the owner, who hands out the cards, and everything depends on him, from the shape of the lawn to the sales strategy and the new investments.

This is where the problem starts, because the hegemonic position of the owner often takes the initiative from the key employees.

Owners attach little importance to human resource management as they generally consider that employment policy has no direct impact on the development of the company.

There's nothing more mistaken. The value of a company is built on people and contracts, not on the means of production. Without people, the company is not for sale, it's for sale.

> The head of the household, the owner, is the independent ruler.

> Key managerial positions are held by family members, often outside their qualifications and predispositions.

Family members are favored, they get higher wages, business cars, rewards, better responsibilities.

There is greater tolerance for family members' mistakes, incompetence and neglect.

> Family members can benefit from the absence without any consequences.

> There is a lack of mutual trust between family and external workers.

> Lack of employment policies, systems of motivation and protection of workers.

> HR management is based on the intuition of the business owner.

Nepotism in the family business is a major barrier to its growth, and it actually discourages the great employees from joining the family business, and the outsiders feel like second-class people, and they get frustrated and demoralized.

Every company, including a bakery, has its key employees, who are the people on whom the company's entire value, competitive advantage, reliability, and efficiency are based, and it often happens that family members do very well as key employees.

This is very good for the family, but unfortunately bad for the value of the company. For the reasons mentioned above, family members will always work on different, better principles.

If all the key bakery workers come from families, the phenomenon of separation and mutual distrust will not have a significant negative impact.

This is quite different when the key staff consists of family members and outsiders; not all family members can occupy key positions in a bakery; some of the positions require specialized knowledge, appropriate licenses or skills.

So most of the time, external workers have hard skills, such as knowledge of manufacturing technology, IT, logistics or finance.

Family members typically hold positions that do not require special competence. These positions are often unjustifiably placed higher up in the hierarchy. This is another factor that distorts relationships within the company. The most common manifestation of this phenomenon is the building of competence barriers by experts hired from outside.

So a logistics or warehouse management specialist – 2 – will present his work so that no one in the family can understand him, and an IT expert will tell the complexity of the reception systems so that no one can get into his comfort zone without the owner of the bakery reporting something.

The building of tension barriers, a complex network of interdependencies and fatal munitions lead to the alliance of key interior workers.

W-MOSZCZYNSKI-2020-7–8-12

The value of a business is the sum of its earnings minus the sum of its earnings

The restructuring and association costs

There's a lot of risk involved.

These are the ones that anyone who buys a company

Dinner, in the first place

It's a very costly thing to do.

It's a risk that comes with it. Eliminating nepotism or vice versa.

the maintenance of the uncertainty-

He'll always have highs.

the cost to investors who buy the unclaimed property.

Once, many years ago, at a conference on family business, I came across a ha-

em: The benefits of family business – work with the people you love!, does that mean you don't love those people? less than– "our? What does it mean to love someone in a business?

It's a mine that's been around for years, a mine to liquidate. It could be the direct cause of the company's downfall.

Wojciech Moszczyński — graduate of the Department of Econometrics and Statistics of Nicolaus Copernicus University in Toruń; specialist in econometrics, finance, data science, and management accounting. He specializes in the optimization of production and logistics processes. He conducts research in the area of the development and application of artificial intelligence. For years he has been engaged in the popularization of machine learning and data science in business environments.