The neces­si­ty and design of manage­ment par­ti­ci­pa­ti­on in medi­um-sized com­pa­nies

Manage­ment par­ti­ci­pa­ti­on pro­gram­mes are wide­ly used in lis­ted com­pa­nies. This for good reason. Top mana­gers are pla­ced in the posi­ti­on of entre­pre­neurs in which they are invol­ved in the per­for­mance of the com­pa­ny. As a result, the manage­ment is able to
action and thin­king in ope­ra­tio­nal and stra­te­gic lea­der­ship. Almost as a side effect, the bond with the com­pa­ny increa­ses.

I Manage­ment par­ti­ci­pa­ti­on to the advan­ta­ge of the owners

In the case of owner-mana­ged or fami­ly-owned medi­um-sized enter­pri­ses, the cir­cle of share­hol­ders is clo­sed. The admis­si­on of new share­hol­ders is often rejec­ted. This is why unlis­ted medi­um-sized com­pa­nies are par­ti­cu­lar­ly con­cer­ned with the direct
manage­men­t’s par­ti­ci­pa­ti­on in equi­ty. The basic pre­re­qui­si­te for a manage­ment share­hol­ding is the­r­e­fo­re that the cir­cle of share­hol­ders is not chan­ged as a result. Nevert­hel­ess, a balan­ce of inte­rests must be estab­lished bet­ween owners and manage­ment. In the com­pe­ti­ti­on for top talent, only tho­se medi­um-sized com­pa­nies that respond to their expec­ta­ti­ons will be able to com­pe­te. It is pre­cis­e­ly the­se that have chan­ged over time. Remu­ne­ra­ti­on, of cour­se, plays an important role for top-level staff, but money alo­ne does not mean ever­y­thing to them. Being able to get invol­ved in busi­ness decis­i­ons per­so­nal­ly and thus assu­me cor­po­ra­te respon­si­bi­li­ty essen­ti­al­ly deter­mi­nes job satis­fac­tion and thus the acqui­si­ti­on of top employees and their loyal­ty to the com­pa­ny.

Con­ti­nue rea­ding

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