ROLES AND MANAGEMENT STYLES IN MULTIACTIVE COOPERATIVES CITY OF MANIZALES
DOI:
https://doi.org/10.21501/23394536.1832Keywords:
Multi-active cooperatives, Managerial styles, Managerial roles.Abstract
Cooperatives are business forms which, under the Rochdale principles, intend to socialize wealth and, thus broaden the base of people who may access the privileges granted by owning a company. The increased share of cooperation and solidarity based business forms in the national economy in recent years, has generated the need of a new view on the meaning of the administrative and managerial processes in this kinds of companies.The way how cooperatives are currently managed should agree with solidarity based
economic models, and should be different from non-cooperative companies which
prioritize the achievement of financial goals, over social and economic development of the groups comprising them.
Cooperatives should be clear about the role managers play, as a differential element to keep their solidarity based essence, and at the same time meet the challenges of the business world.
This research takes social economy and solidarity based economy as its contextual
references, and administrative theories in support of managerial styles and roles as its
theoretical references.
It can be concluded that the roles associated to interpersonal relations and to informative processes are critical to cooperative managers, and should integrate into a convergence of liberal, consultative, authoritarian/compelling, and authoritarian/benevolent styles.
The importance of the manager for these organizations as the axis of relations, and the organization’s spokesperson becomes evident.
Another interesting finding is that a relation with roles related to decision making was not found in all styles, due to the features of cooperatives, according to which decisions are made by the bodies in charge of administrative processes.
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