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Unit 15: Power and Politics

individual's identity rests with the powerful, protective company. The concern of such Notes
people is for humans; however, they are more involved with security than success and
may miss opportunities that arise.
4. Gamesman: The gamesmen are apt politicians. They view business as a game and take
calculated risks. The Gamesman tends to be charismatic, thrives on challenge and
competition and motivates employees with enthusiasm.
The major contribution of Maccoby's work is that it shows that individuals differ in their
behaviour as political actors.

Caselet Bringing Kids into the Family Business

ringing offspring into the family business can be a source of pride for parents who
are business owners; it can also be a sore spot, a source of destructive politics for
Beveryone involved. Employees may automatically question a young family
member's talent or commitment to the business. Senior managers may worry about the
security of their jobs as the person rises in rank at the company. "They may feel their own
chances for advancement are now limited, or they may be worried about being caught in
the middle of family conflicts, such as, getting one set of directions from the older
generation and another set from the younger one," explains Jeff Wolfson, an attorney who
specializes in family business at the Boston law firm of Goulston and Storrs.
Should parents who own businesses avoid hiring their children, or hide their children's
identity once they are hired? Of course not. But Wolfson says they can prevent or end
destructive politics in a number of ways.
First, they can hire offspring at an entry level in the company, as did Miles Ezell, Jr., and
his brother Bill, who own Purity Dairies Inc., based in Nashville, Tennessee. Three sons, a
daughter, and a son-in-law who joined the company now hold management positions, but
they started "small". "Because they came here directly out of college and hadn't worked
elsewhere first, they spent at least three years working in different areas, getting a feel for
them," says Miles. "They worked in some of the worst jobs, like cleanup detail in the milk
plant or in the garage, and they spent six months running milk routes." The Ezell offspring
never displaced another worker, and it became clear early on that favouritism was not
going to be a problem.
Wolfson agrees that children of founders or owners must learn the business from the
bottom up, even if they are assured of succession. "The second generation needs to show
some patience," he advises.
Mentoring can also help avoid destructive politics, as long as the mentor is not a family
member. A trusted or long-term manager can help acquaint the young person with the
company in an unobtrusive manner, sometimes even acting as a go-between with the
young person and other workers.
Referent power with the young family member can work both ways. The young family
member can work both ways. The young person may worry that his or her associations
with other employees are based solely on connections with the founding family. But in
other cases, it benefits everyone. Gray Langsam, president of Plaut & Stern Inc., a wholesale
meat company and meat packing plant in New York City, recalls positive relationships
with other employees, even though they knew his father was a company partner. They
Contd...

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