The Game Analysis Of Chinese Family Companies Introduce The Professional Managers

Since the policy of reform and opening was carried out more than 20 years ago, Chinese family companies have already obtained the amazing achievement, become a new force which impels the development of Chinese economy, played the pivotal role in the national economy. Chinese family companies mainly adopted the family's-like management pattern at the beginning of establishment. This kind of pattern has been rapidly developed at a low cost and completed the primitive capital accumulation depending on the unique blood relationship among the family members at the beginning of their establishment. But, with the unceasing growth, the original management resource of the companies has become relatively backward and cannot meet the requirement for development. The introduction of professional managers becomes an inevitable tendency for Chinese family companies. This kind of tendency has caused the problem of cooperation and game between bosses and professional managers.This article analyzes the tendency of the companies, the existent questions of bosses and professional managers, and the game analysis between them on the basis of trust resulted from Chinese traditional culture, then draws the following conclusions:1st, for the development tendency of Chinese family companies, the interior and exterior factors affect each other and together hinder the separation process of the property rights and the management rights as well as the socialization degree of Chinese family companies. In the development of family companies, compared with the other ownership, the family's ownership of the company does not have distinctions of good and bad, just concerns with the different economic development phase. At the present stage, the socialization problem of Chinese family companies is also remote, and the family companies are not bound to transform to the only way of socialization in the end. Family companies don't need to pursue the scale of economic activities narrowly, only need to find the space that suits the development of its own. It isn't rather easy to find its own position in a too big space. The family companies should avoid blind reform and modernization, treat the decentralization of property rights and the modernization management rationally, and solve the actual problems in existence with the most suitable method in the development process.2nd, from the perspective of the family companies and the bosses, the true core question of function of professional managers is not how to reform the companies'system to attract and detain the professional managers, but is if introduction of professional managers would bring about anticipated interest. The scale of the family companies determines all kinds of cost that the bosses can defray and the level of the professional managers, and at least how much profit the professional managers would have to create and how much work they would have to do. And then the bosses decide whether to need to detain the professional manager. The rules of the family companies are served for profits. If the rule reform cannot bring more profits, the bosses will not reform the existing system. Therefore, the profits decide if the boss and the professional manager can cooperate for a long-term, the rule warranty is the trust foundation of the boss and the professional manager. Only if "double wins" are realized, the reform of the family companies and the introduction of the professional managers will have significance and feasibility.3rd, the economic environment, the legal system, the credit environment and so on of our country do not meet to the requirements of market economy, which has hindered the process of manager professionalism in a certain degree. The immaturity of the market of professional managers has greatly hindered the breakthrough of the privately operated enterprise to the family system. The family system is an objective demand of the economy development of our country in a certain degree in the present stage. It is very hard for professional managers to obtain a good development space under these conditions.4th, the existence of the relationship net is inevitable and necessary in some degree. In the management process, we should face up to the existence of the relationship net and enhance the management efficiency by using it. At the same time, we should realize the negative influence of the harmful culture of the relationship net, and take corresponding measures to eliminate it. Using the persons in the relation net can save the cost of risk, culture employees'sense of belonging, stimulate the devotion spirit of the employees for the company, reduce the emotional factor of the employees to work for others in a certain degree. The instability of development of companies and the imperfectness of social systems inevitably cause large-scale flow of employees, which is a great loss for most medium and small family companies. The economic potentiality of the medium and small family companies can't safeguard the welfare of the staff. Therefore, to form the relationship net is beneficial for the stability of the companies. It is also a kind of drive to the staff in some degree.5th, by establish the commission-proxy models and analysis the game process of the boss and the professional manager, we can draw a conclusion that the profits of the family companies are mainly decided by that if exist a effective drive and restraint system which can make the target deviation of the boss and the professional manager to be smallest (namely the proxy cost is lowest). If the family companies can introduce the professional managers successfully is mainly decided by the restraint, rewards and punishments system.