Section 1
Introduction and Course Syllabus
About This Manual
This instructor’s manual is designed to be used with Family Business, Third Edition, by
Ernesto J. Poza. It was prepared with the dual objective of reducing preparation time and
making your teaching more effective.
The manual is divided into two sections:
Section 1. Introduction and Course Syllabus
Section 2. Chapter-by-Chapter Lecture Notes and Case Notes
Each chapter in Section 2 includes the following features: Learning Objectives, Chapter
Essence, Discussion Questions and answers, and Relevant Case Resources.
Course Syllabus
The sample syllabus offered below summarizes course contents, class organization, and
both written and reading assignments. Because different schools have different practices
regarding syllabi, use this sample only as a reference for creating your own. Family business
is as much an area of practice as it is a discipline, so you will notice that both written and
“live cases”—i.e., cases presented by members of family companies—are an integral part of
the course. This syllabus assumes the adoption of Family Business, Third Edition, and draws
heavily from its text and cases.
Managing the Family-Owned, Family-Controlled Corporation
Monday 6:00-9:15 pm
Fall 2013
Instructor:
Office:
Phone:
,E-Mail:
Office Hours: Tuesdays, 2-4 PM
Purpose and Scope of the Course
Family controlled businesses (both private and publicly-traded) are characterized
by unique challenges that threaten their distinct core competencies; capabilities created by
the founding entrepreneur that are still the source of idiosyncratic and sustainable
competitive advantages. The challenges are primarily the result of issues presented by the
interaction of family, management and ownership — particularly where the family wishes
to perpetuate its influence and/or control from generation to generation. Family firms seem
to be as agile in one generation as they are fragile across generations. While 37% of the
Fortune 500 firms are family-controlled, the vast majority of family-owned companies are
smaller and experience difficulties in moving from one person general management to an
institutionalized competence that results in competitive fitness across generations. The
course will explore and analyze family business continuity challenges and best
management, family and governance practices for the effective leadership of family-owned
businesses. Since the focus is on pragmatic, action-oriented, management, governance and
family/business leadership skills, the course will be taught primarily through live and
written cases, discussions, lectures and a study/consultation experience with a family
business.
Assignments
Textbook: Ernesto J. Poza, Family Business 4e, Mason, OH: South-Western/Cengage Learning
Publishers, 2013.
All case assignments will be written and turned in at the beginning of the class.
Within 2-3 pages, you are asked to designate the decisions and/or actions you would take in
the situation if you were the CEO or individual responsible for the firm, and the analysis
which supports your decision(s). Some cases will require addressing specific questions as
listed in the assigned case.
Written assignments will be graded on the basis of the quality and scope of the
analysis, and the practicality (capacity for implementation) of the recommended actions.
, Classroom participation in the analysis, discussion and implications of the cases is
expected from all.
Reference Books
Kelin Gersick, Generation to Generation, Boston, MA: Harvard Business School Press, 1997.
Ivan Lansberg, Succeeding Generations: Realizing the Dream of Families in Business, Boston,
MA: Harvard Business School Press, 1999.
Team Consulting or Case Projects
Consulting or Case Projects on your own family business are welcome. These may be
individual or team ventures depending on access and privacy considerations. But team
projects are highly recommended because of the objectivity that nonfamily members can
bring to your own family business’ analysis. Therefore, individual projects will have to be
discussed with the class instructor to receive approval for the plan of work.
A few family-owned businesses have volunteered to be the site of your own
consulting or research into family-owned businesses. Teams of 3-5 students will be
organized to carry out these projects during the trimester. Project conclusions will be
presented in class to the top management/shareholder group of the firms involved. Both
the content and process of these presentations will be considered in the evaluation of the
team projects.
Grades
The written and in-class case analyses will represent 30% of the grade. Class
participation will account for 20% and the final 50% will either be the team consulting or
case project mentioned above or a special research project. Grades on written work will be
recorded as:
, Outstanding A
Excellent A-
Very Good B+
Good B
Acceptable C
Unacceptable F
Changes
There may well be changes in this schedule and assignments. If you should miss a class it is
your responsibility to learn from others in the class or myself, if changes or additions were
made. I can be contacted at __________ Office hours: Tuesdays 2-4 PM.
CLASS SCHEDULE
September 13 Session 1: THE FAMILY BUSINESS: WHAT MAKES IT UNIQUE
Assigned Reading: Family Business 4e, Chapter 1.
Introduction and Course Syllabus
About This Manual
This instructor’s manual is designed to be used with Family Business, Third Edition, by
Ernesto J. Poza. It was prepared with the dual objective of reducing preparation time and
making your teaching more effective.
The manual is divided into two sections:
Section 1. Introduction and Course Syllabus
Section 2. Chapter-by-Chapter Lecture Notes and Case Notes
Each chapter in Section 2 includes the following features: Learning Objectives, Chapter
Essence, Discussion Questions and answers, and Relevant Case Resources.
Course Syllabus
The sample syllabus offered below summarizes course contents, class organization, and
both written and reading assignments. Because different schools have different practices
regarding syllabi, use this sample only as a reference for creating your own. Family business
is as much an area of practice as it is a discipline, so you will notice that both written and
“live cases”—i.e., cases presented by members of family companies—are an integral part of
the course. This syllabus assumes the adoption of Family Business, Third Edition, and draws
heavily from its text and cases.
Managing the Family-Owned, Family-Controlled Corporation
Monday 6:00-9:15 pm
Fall 2013
Instructor:
Office:
Phone:
,E-Mail:
Office Hours: Tuesdays, 2-4 PM
Purpose and Scope of the Course
Family controlled businesses (both private and publicly-traded) are characterized
by unique challenges that threaten their distinct core competencies; capabilities created by
the founding entrepreneur that are still the source of idiosyncratic and sustainable
competitive advantages. The challenges are primarily the result of issues presented by the
interaction of family, management and ownership — particularly where the family wishes
to perpetuate its influence and/or control from generation to generation. Family firms seem
to be as agile in one generation as they are fragile across generations. While 37% of the
Fortune 500 firms are family-controlled, the vast majority of family-owned companies are
smaller and experience difficulties in moving from one person general management to an
institutionalized competence that results in competitive fitness across generations. The
course will explore and analyze family business continuity challenges and best
management, family and governance practices for the effective leadership of family-owned
businesses. Since the focus is on pragmatic, action-oriented, management, governance and
family/business leadership skills, the course will be taught primarily through live and
written cases, discussions, lectures and a study/consultation experience with a family
business.
Assignments
Textbook: Ernesto J. Poza, Family Business 4e, Mason, OH: South-Western/Cengage Learning
Publishers, 2013.
All case assignments will be written and turned in at the beginning of the class.
Within 2-3 pages, you are asked to designate the decisions and/or actions you would take in
the situation if you were the CEO or individual responsible for the firm, and the analysis
which supports your decision(s). Some cases will require addressing specific questions as
listed in the assigned case.
Written assignments will be graded on the basis of the quality and scope of the
analysis, and the practicality (capacity for implementation) of the recommended actions.
, Classroom participation in the analysis, discussion and implications of the cases is
expected from all.
Reference Books
Kelin Gersick, Generation to Generation, Boston, MA: Harvard Business School Press, 1997.
Ivan Lansberg, Succeeding Generations: Realizing the Dream of Families in Business, Boston,
MA: Harvard Business School Press, 1999.
Team Consulting or Case Projects
Consulting or Case Projects on your own family business are welcome. These may be
individual or team ventures depending on access and privacy considerations. But team
projects are highly recommended because of the objectivity that nonfamily members can
bring to your own family business’ analysis. Therefore, individual projects will have to be
discussed with the class instructor to receive approval for the plan of work.
A few family-owned businesses have volunteered to be the site of your own
consulting or research into family-owned businesses. Teams of 3-5 students will be
organized to carry out these projects during the trimester. Project conclusions will be
presented in class to the top management/shareholder group of the firms involved. Both
the content and process of these presentations will be considered in the evaluation of the
team projects.
Grades
The written and in-class case analyses will represent 30% of the grade. Class
participation will account for 20% and the final 50% will either be the team consulting or
case project mentioned above or a special research project. Grades on written work will be
recorded as:
, Outstanding A
Excellent A-
Very Good B+
Good B
Acceptable C
Unacceptable F
Changes
There may well be changes in this schedule and assignments. If you should miss a class it is
your responsibility to learn from others in the class or myself, if changes or additions were
made. I can be contacted at __________ Office hours: Tuesdays 2-4 PM.
CLASS SCHEDULE
September 13 Session 1: THE FAMILY BUSINESS: WHAT MAKES IT UNIQUE
Assigned Reading: Family Business 4e, Chapter 1.
