The Construction Of Internal Restraint Mechanism In Family Enterprise K

Family enterprise is main part of China’s private enterprises and has more and more influence on China’s economy. Along with the development of The Times, many founders begin to quit gradually as the core of the business, an urgent problem is how to keep sustainable development. Some family enterprises adopt the method of training successors to the continuation of the enterprises, some family businesses choose equity transfer or other financing way to realize the inheritance of family wealth. And also some family enterprises separate ownership from management and employ professional managers to manage and operate the enterprise. But with the development of enterprises, separation of ownership and management and recruitment of professional managers is an inevitable trend of many family enterprises.Many family enterprises find it hard to trust professional managers, especially in the current society which attach too much importance on money. Credibility of professional managers is lower in family enterprise, but if not delegated enough authority, it is difficult for professional managers to play its due role. After choosing appropriate professional managers, on the premise of not interfering in professional manager management as far as possible, focus of many family businesses is how they should bring discipline to professional managers.This paper takes the family enterprise K Group as an example, Combined with the relevant theories and the actual situation of K group and establish a internal constraint system for professional managers. It also gives countermeasures and suggestions on improving internal constraint system of the professional managers. And effective guidance is provided for internal constraint system of the professional managers.