Procesy decyzyjne na przykładzie relacji franczyzowych
Decision-making processes in the franchise relationships

Summary/Abstract: Every organization would only be an idea, a dead concept if life was not breathed into it by giving it an action attribute. Franchising is a business and a development model of a company in the definition of which the word “system” plays a key role and what is more, this activity is more important in shaping the life of the system. To make the process of transition from a virtual concept into a living organism – an operating franchise network – happen, it is necessary to undertake the difficult challenge in the form of planning and making many decisions. Cognitive capabilities of a human as the subject of the decision are the main but not the only sources of rational choice constraints. Apart from these, there are also motivational and competence limitations, which apply only to the organizational and individual decisions. Creating such a system of incentives that would ensure full compliance of the interests of the decision-makers with the interests and objectives of the organization as a whole is more difficult than creating the motivation for the employees to make their utmost effort for the benefit of the organization out of their own will. An entrepreneur, after having made the decision to create a franchise concept and a franchise network based on that concept, has to consider the fact that the decision-makers about the future and the development of the brand will also include other network participants – other units managers (owners). For this reason, a special role in the franchise system is played by the phenomenon of the “empowerment” of people. One of the main tasks of the franchise concept originator is to develop competencies and the potential of its franchisees and other network staff.

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