Another impediment evidenced with the work, is the organizacional culture of the institutions in question, becomes necessary, to implant politics that make possible the successory process, professionalizing the management of these related companies. Valley to stand out, that a familiar company to implant a professional management, is not necessary to contract an administrator or another professional of the management area, is enough only the successive future if to specialize for the rank that will assume, extending its vision to more take care of to each day the interests of its white public and all organization. It fits to point out that the thematic one in question requires continuity and exploitation of scientific works, in view of the complexity of the developed study and the vulnerability of the companies referring to the subject. REFERENCES BERNHOEFT, Renato. Professionalized succession or engaged survival. So Paulo: Nobel, 1991. partners and heirs. 3.
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33-40, August 2007. GERSICK, Klein E.; LANSBERG, Ivan; DAVIS, Jonh.: HAMPTOM, Marion M. Of generation for generation, cycles of life of the familiar companies. So Paulo: Business, 1998. WE READ, Mnica de F. Mascarenhas e. The process of succession in familiar companies: Planning of the command exchange prevents emotional consumings and risks for the companies. Magazine FAE Bussiness, Blumenau N. 5 P. 40-42, abr. 2003. NIJAR, Eduardo.55 of the familiar companies do not plan succession. Available in. Access in August 2008. OLIVEIRA, Djalma de Pinho R. of. Familiar company. So Paulo: Atlases, 1999. ____. Familiar company: As to fortify the enterprise and to optimize the successory process. So Paulo: Atlases, 2006. PADULA, Antonio Sundays. Familiar company: professionalization, development and succession. Port Glad: SEBRAE/RS, 1998. RICCA, Sundays. Succession in the familiar company, Conflicts and solutions. So Paulo: Clan, 2007.