RELATIVES IN BUSINESS

Sun (Auckland), Volume III, Issue 838, 5 December 1929, Page 6

RELATIVES IN BUSINESS

’ Dear Miss Rutledge,— Most of my money is invested in a business that my father established 30 years ago. The business is profitable now, but would be 50 per cent, better if the management were improved. The manager is a relative and a good practical man whose position is impregnable owing to his financial and family standing in the firm, yet he does not manage the business efficiently, partly because he has too much to do. Some of the happenings that are treated with indifference in the concern make me furious, yet I can get no satisfaction if I protest. I have lately married a business man, who would be very happy to enter into the above business with the; right spirit, and I think he would look after my Interests too. Shall I insist that my relative (the manager) place him in an executive position in the firm, or do you think that relatives are better apart? My husband has | some splendid commercial ideas and he has already made many suggestions to me which coifldTiot fail to benefit all concerned. Your opinion would be | welcome. NEGLECT. I .1 .Y,S- WE ft ! Often it is disastrous to bring rela- | fives into the same business. Unless the parties t one t rued ure unusually conscienItious, discipline suffers and relatives are apt to take liberties which create trouble j among the stall. The business to which , your refer may be one of those one-man affairs that have grown considerably without being properly departmentalised. You know the personalities concerned, j and if it is a safe step, perhaps it would worth wi He to suggest that the manager. while retaining control of the I • bridge," relinquishes the detailed management of the office, for instance, and places this branch under the care of your husband, who would be responsible to him. With a comparatively free hand your husband could put into operation some proved efficiency methods, and at the same time the manager, with loyal and capable assistance, would be freer to give better attention to the practical sfde of the business whatever it might be Carefully consider anything you do, and act with the best motives. Do not talk about your business difficulties, or the manager in question, in any spirit of < ritieism, to any but your husband, and thus prevent "bad-blood” developing. Harmonious co-operation is necessary for commercial success. ANXE RUTLEDGE.