合伙开公司，本意是利益共享、共同赚钱。然而，如果在合伙之前没有做好规则上的明晰，就很容易散伙。合伙人要享有权利，也需要担负责任。只有权力下放，没有责任下沉的合伙公司是干不久的。因此，
济南合伙设计要做好权责法则。
The original intention of starting a company in partnership is to share benefits and make money together. However, if there is no clear rules before the partnership, it is easy to break up. Partners need both rights and responsibilities. A partnership that has only delegated authority and no responsibility to sink is a newcomer. Therefore, Jinan partnership design should do a good job in the principle of rights and responsibilities.
也许有人说，合伙人好选择自己的好朋友，这样彼此更加了解、更有保障。错!彼此了解不假，但是并不代表彼此有保障。即使是好朋友，合伙后也可能变“冤家”。
Some people may say that partners should choose their own good friends so that they can understand each other better and be more secure. wrong! Understanding each other is true, but it does not mean that each other is guaranteed. Even good friends can become "enemies" after partnership.
合伙人之间的关系是亲密却又是不牢靠的。一日发生利益冲突，“闹分手”是经常发生的事情。好朋友合伙往往涉及不到权责的细则问题，因此，很容易出现合伙破裂。从专业方面来看，主要原因有以下三点:
The relationship between partners is intimate but unreliable. "Breaking up" is a common occurrence when conflicts of interest arise on a daily basis. Good friend partnerships often do not involve detailed issues of rights and responsibilities, so it is easy for partnerships to break down. From a professional perspective, the main reasons are as follows:
(1)分薄收益:赚钱了几个人分，每个人都觉得自己理应多拿。
(1) Divide profits: If you earn a few points, everyone feels that they should take more.
(2)“同床异梦”:合伙人各有自己的小算盘，各方都派自己的人做会计或者出纳，安排自己的人采购等等，出现矛盾和分裂的几率会更大。
(2) "Different bedfellows": Partners have their own agendas, and each party assigns its own people to be accountants or cashiers, arranges for their own people to purchase, and so on. The probability of conflicts and divisions is greater.
(3)意见不一:大家在很多地方没有共识，谁也说服不了谁，各干各的。
(3) Disagreements: There is no consensus in many places, and no one can persuade anyone. Each person does his own thing.
因此，如果你不想朋友变仇人，就必须做好合伙“前规则”。
Therefore, if you do not want your friends to become enemies, you must do a good job in the "pre rules" of partnership.
明确各方的权、利、职、责合伙做生意，一定要有规则。俗话说，一个和尚挑水喝，两个和尚拾水喝，三个和商没水明。在多个合伙人一起经营的公司中，一定明确各方的权、利、职责。
Clearly define the rights, interests, duties, and responsibilities of all parties involved in partnership business, and there must be rules in place. As the saying goes, one monk carries water to drink, two monks pick up water to drink, and three monks and merchants have no clear understanding of water. In a company operated by multiple partners, the rights, interests, and responsibilities of all parties must be clearly defined.
一权:谁有。
One power: Who has authority.
二利:占股与分红。
Second benefit: share ownership and dividend distribution.
三职:责任担当和职责所在。
Three positions: responsibility and responsibility.
四责:干得不好作何处罚。
Four responsibilities: What punishment should be given for failing to do well.
大家好先分好工，约定出资额和分红:明确分工，权责分明。好的方式是在分工时，还要明确一下各合伙人的职责，特别是涉及水
Hello everyone, first divide the work, agree on the amount of contribution and dividends: clarify the division of labor, and clarify the rights and responsibilities. A good way to do this is to clarify the responsibilities of each partner, especially when it comes to water
高层运作以及利益问题环节时。这时候，合伙人之间不应该只是问问“推广方面是你负责还是我负责”等问题。合伙人之间更应该深入探讨，在进行分工时，也要将责任说清楚。比如在推广销售方面要讲清楚合伙人负责这个工作时，也需要面临的责任，如销售结构、赔偿、客户利益等。
High-level operations and interest issues. At this time, partners should not just ask questions such as "Are you responsible or I responsible for the promotion?". More in-depth discussions should be conducted among partners, and responsibilities should also be clarified when conducting division of labor. For example, in terms of sales promotion, it is necessary to clarify the responsibilities that partners also need to face when they are responsible for this work, such as sales structure, compensation, customer benefits, etc.
同时，在合伙制运营中，企业还可以使用一些常见的组织工具，比如一个完善组织架构图。只需要在纸上以某种方式写下来，哪里是你的责任范围，哪里是我的，然后讲清楚这些责任之后，在每个范围之内，才能获得大化的效益。
At the same time, in partnership operations, enterprises can also use some common organizational tools, such as a complete organizational chart. "You only need to write down on paper in a certain way, where is your scope of responsibility, and where is mine. After clarifying these responsibilities, within each scope, you can achieve maximum benefits.".
The styles of the initial and growth stages of entrepreneurship are different. As the enterprise gradually develops and more partners are added, responsibilities must be further subdivided, which is the key to the rapid development of a partnership. For more relevant content, please visit our website http://www.lushangyun.com consulting service
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