Publicação: Managerial styles of small business owners: a study based on the organizational life cycle and on concepts concerning managers' functions and roles
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Data
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Curso de graduação
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Editor
Fund Escola Comercio Alvares Penteado-fecap
Tipo
Artigo
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Acesso aberto
Resumo
Objective - To identify the managerial styles of small business managers at every stage of the organizational life cycle, considering managers' work, approaches to process and roles. Methodology - This research was considered of applied nature, of quantitative approach, as descriptive from the point of view of the objectives, and as a survey because of its technical procedures. Seventy companies belonging to the metallurgical-mechanical industry in Sao Paulo, Brazil, took part in the study. Theoretical framework - It was found that the owner of small businesses change the valuation of the functions and of the roles of the administrator, according the company's development stage. Three management styles have been identified as the most prominent of small business owner, considering the organizational life cycle. Findings - It was found that the owner of small businesses change the valuation of the functions and of the roles of the administrator, according the company's development stage. Three management styles have been identified as the most prominent of small business owner, considering the organizational life cycle. Contributions - This research presents evidence that there is a relationship between the functions and roles of managers (theorized for large companies) and the work carried out by small business leaders, as well as the feasibility of researching the functions and roles of managers alongside each other, rather than individually, as most other studies do.
Descrição
Palavras-chave
Small business manager, Organizational life cycle, Manager's work, Process approach, Roles approach
Idioma
Inglês
Como citar
Rbgn-revista Brasileira De Gestao De Negocios. Sao Paulo Sp: Fund Escola Comercio Alvares Penteado-fecap, v. 17, n. 57, p. 1279-1299, 2015.
