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Describes the major responsibilities and rights of family shareholders of a family owned business.

Supplements the (A) case.

Examines the tensions that occur in family shareholder groups and how to prepare for them and manage them.

Supplements the (A) case.

Zachary Cohen, who will graduate soon from business school, wants to enter his family's business under certain conditions--he wants shares in the company and wants to change a buy-sell agreement. His father and his uncle seem to want to explore his entering the family business, but do not respond to his proposal.

Explores the reasoning behind the final decision to sell and the decision-making process that leads to the final question of "if so, to whom?" Four of the bidders are music retailers and the fifth is a Tampa entrepreneur.

Presents the story of a music retailer in Miami which started in the late 1940s, grew throughout the 1960s and 1970s, and went public in 1985 before experiencing a deep industry crisis in the mid-1990s. At issue in 1996 is whether the company should attempt to sell again after an aborted sale attempt two years earlier. Should the owners try again to sell before the industry economics become so unattractive as to make a future sale impossible? Or should they hold out, try to improve performance, and then try to sell in a couple more years? This question is asked against the backdrop of a strong history as a family-owned company. Martin Spector, the company's founder, has turned the company over to his daughters, Ann (CEO) and Roz (COO), who still defer to him on major decisions. In the context of the important decision of whether to sell the company, the family dynamics take center stage.

Provides a concise overview of the key considerations and components of an organization's design. Examines how an organization's design must fit with both owners' goals and the organization's key success factors. Identifies several key aspects of an organization's design.

Reviews the history of Mike Corbin's entrepreneurial career and describes in detail the successful organization he has created. Explores his management philosophy and leadership. Explores the usefulness of continuing family involvement in this business.

Defines management development objectives for family members employed in their family business. Outlines a process of putting these individuals on a career path to provide them with needed developmental experiences while respecting the broader needs of the organization.

Advises students on how to prepare and discuss a family business case.

Supplements the (A) case.

After establishing a small but profitable skiwear business, an entrepreneur decides to sell a minority stake in the firm to outside investors. His goal is to acquire the capital needed to grow the business, even though this will entail a substantial transformation of the firm's management and financial structure. This case examines the resulting private equity transaction from both the company's point of view and that of outside investment.

A father and son working together in their family-owned publishing company are at a decision point because the son feels he is ready to become president at the age of 31.

Supplements the (A) case.

Explores the management of family and business issues and helps to identify a range of topics with which families in business wrestle. Describes a dilemma faced by sixty-eight-year-old Charles Anderson, the semi-retired founder of the company and the father of three sons who work with him. Charles's youngest son, Peter, who recently joined the company, is proposing that the company do long-term planning and is suggesting ideas that he believes will improve the company's customer service. His brothers have routinely turned down Peter's proposals, and tension among the three brothers is growing. Charles wants to resolve the growing tension among his sons.

Copyrighted by John Davis.

Reprinted from John Davis.

Abstract to follow.

The dynamics of a work relationship between an entrepreneurial mother and her daughter are explored.