The foundations of Henri Fayol’s administrative theory

Wren, Daniel A.; Bedeian, Arthur G.; Breeze, John D.

doi:10.1108/00251740210441108

Cited by 78 publications

(77 citation statements)

References 13 publications

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“…(Carroll and Gillen, 1987;Stewart, 1967). First, this approach proposes to sort managers' activities into functions according to a set of principles (Koontz, 1980;Wren, 1994;Wren et al, 2002). Next, these functions are identified as belonging to a cycle, comprising a sequential process in terms of conception and a simultaneous process regarding operation (Chapman, 2001;Koontz and O'Donnell, 1978;Wren, 1994).…”

Section: The Process Approachmentioning

confidence: 99%

What do small business owner-managers do? A managerial work perspective

Oliveira¹,

Escrivão²,

Nagano³

et al. 2015

J Glob Entrepr Res

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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.

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Section: The Process Approachmentioning

confidence: 99%

What do small business owner-managers do? A managerial work perspective

Oliveira¹,

Escrivão²,

Nagano³

et al. 2015

J Glob Entrepr Res

View full text Add to dashboard Cite

show abstract

“…There are many definitions of management in literature, most of whom are universal, for example, a management is defined as a process "consisting of planning, organizing, actuating and controlling, performed to determine and accomplish the objectives by the use of people and resources" (Tripathi and Reddy, 2008). A management activity is a set of "primary functions", for example, Forecasting, Planning, Organizing, Commanding, Coordinating, Controlling as defined in Wren et al (2002) or -by other scholars -Planning, Operating, Directing, Controlling (Tripathi and Reddy, 2008). Thus, a management activity, first of all, includes a predefined sequence of steps, i.e.…”

Section: Internal Modelling Of Management Activitymentioning

confidence: 99%

“…Two examples of deep structure of the management transactions as assemblies of the internal steps ares presented in Fig. 10: according to Wren et al (2002) in Fig. 10(a) and according to Deming's PDCA cycle in Fig.…”

Section: Primary Activitiesmentioning

confidence: 99%

Towards Internal Modelling of the Information Systems Application Domain

Gudas¹,

Lopata²

2016

Informatica

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Model-driven IS engineering methods invoke the IS application domain modelling methods to acquire essential characteristics of organizational systems (enterprises). Business modelling for value creation is a relatively separate area, meanwhile it correlates with the IS application domain modelling methodologies and gives new insights for enhancement of enterprise modelling, business process modelling and BP management modelling approaches. The IS application domain and the business domain modelling are not isolated and could be investigated using the same paradigm of modelling. Yet there is some uncertainty in model-driven approaches towards the understanding of the enterprise management activities. A problematic consistency of modelling approaches indicate a need for a systemic analysis of IS application domain modelling concepts. The internal modelling paradigm is used for analysis of an enterprise management activity as a self-managed system, and hereby the lack of the conceptual basis for domain modelling in IS engineering is determined. This approach is aimed to reveal hidden information transactions of the business management activities. The understanding of the IS application domain as a self-managed system allowed to redefine such concepts as management transaction, management function and enterprise process. The metastructure of management transaction is defined and illustrated for business management layer and IS development layer.

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“…Firstly, because they have not yet become a specific approach, because they were not compiled, or because they described only secondary aspects of both the process and the roles approaches (Escrivão, 1995;Wren, 1994). Secondly, because there is no consensus among authors about the contents of the proposed classifications and, therefore, they were not accepted as a specific approach by the academic community (Koontz, 1980;Wren, 1994).…”

Section: Managers' Workmentioning

confidence: 99%