International Journal of Industrial Engineering and Management

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Vol. 8 No. 2 (2017)
Original Research Article

What Are Management Systems? The Effect of Management Style According to System Dynamics

Guido Angello Castro-Ríos
Universidad de La Sabana, International School of Economics and Administrative Sciences – EICEA
Bio
Lorena Silvana Reyes-Rubiano
Universidad de La Sabana, International School of Economics and Administrative Sciences – EICEA
Bio
Ángela Lucía Noguera-Hidalgo
Universidad del Rosario, Political Science, Government, and International Relations Faculty
Bio

Published 2017-06-30

abstract views: 28 // FULL TEXT ARTICLE (PDF): 0


Keywords

  • Business dynamics,
  • leadership styles,
  • management models,
  • management styles

How to Cite

Castro-Ríos, G. A., Reyes-Rubiano, L. S., & Noguera-Hidalgo, Ángela L. (2017). What Are Management Systems? The Effect of Management Style According to System Dynamics. International Journal of Industrial Engineering and Management, 8(2), 61–69. https://doi.org/10.24867/IJIEM-2017-2-107

Abstract

Organizational management models involve various perspectives, such as management style, cultural dimensions, business models, organizational models, behavioural models and organizational learning. Each of these perspectives has an effect and thus a bearing on management. Accordingly, it becomes difficult to determine which of these perspectives is the most significant for a management model. Forexample, management style can be held to be a variable with a major impact on the organization because it affects the definition of organizational objectives while coordinating and controlling resources. Therefore, this study presents a proposal for the characterization of management models and presents in the form of a causal chart what could be considered a matrix framework for an organizational management model. To construct this matrix, possible relationships were established between each of the previously proposed systems considered to constitute organizations.

 

Article history: Received (08.09.2016); Revised (28.12.2016); Accepted (07.03.2017)  

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