Abstract
This article proposes management styles to small business owner-managers based on the two most important approaches to managerial work. The managerial work performance of small business owner-managers was analyzed from different perspectives. An important perspective, known as small business owner-manager behavior studies, is founded on the manager’s functions (process approach) and roles (roles approach). This perspective is based on studies on the work of the manager of large businesses. Even if on the one hand this transfer of concepts from large to small business reveals problems, on the other hand it has proven to be a rich opportunity for research. This research applied a survey methodology that asked small business owners to answer a questionnaire. The results indicated that both approaches – process and roles – are useful to characterize the work of small business owner-managers. Four managerial styles were identified: (1) activity structuring (2) public relations (3) supervision and leading, and (4) conflict solver. Regarding the four different styles, we believe our paper can contribute to the development and improvement of specific theories about small business management, based on the study of the nature of managerial work.
Highlights
The study of small business owner-manager behavior is one of the perspectives used to explain what the owner-manager does
Fells (2000) and Lamond (2003) demonstrated the theoretical link between functions and roles; Lamond (2004) shows the empirical link and, in a similar manner, this paper examines if small business owner-managers simultaneously recognize managerial functions and roles as descriptors of their activity
This study investigated managerial work and proposed the description of managerial styles of small businesses owner-managers based on the process and roles approaches
Summary
The study of small business owner-manager behavior is one of the perspectives used to explain what the owner-manager does It is an important element in terms of theoretical descriptions of small companies (Fillion, 1999), there is still insufficient information about managerial work in small businesses (Florén, 2006; Fuller-Love, 2006; OGorman et al, 2005) because most empirical studies on this topic have been conducted in large companies This article focuses on the individual owner, who establishes and manages a business with the main purpose of furthering personal goals (Jennings and Beaver, 1995), in our paper the term owner-manager of small business is used. Fells (2000) and Lamond (2003) demonstrated the theoretical link between functions (process approach) and roles (roles approach); Lamond (2004) shows the empirical link and, in a similar manner, this paper examines if small business owner-managers simultaneously recognize managerial functions and roles as descriptors of their activity
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