In the 1960s, the academic world that was engaged in management theory and research began to adopt a new and simple orientation, which enabled significant advancement in the study of organizational management. This new orientation is known today as the contingency approach. This approach highlights the importance of situational influences on the management of organizations and questions the rationale of an optimal, single way to manage and organize (Zeithaml et al., 1988).
As stated by Donaldson (2001), the contingency theory of organizations is a major theoretical lens used to view organizations. It yields many insights and has substantial empirical support. As he said, today the contingency approach dominates theory and research in the management
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The mechanical theories ignored the role of the market environment, treating organizations as relatively closed systems that could be designed as clearly defined structured parts.
2. In contrast, the organismic approach stresses that organizations are open systems, understood as ongoing processes rather than a collection of parts.
3. The management of organizations can often be improved through systematic attention to the “customer’s needs” that must be satisfied if the organization is to survive. There are two implications deriving from this statement:
a. The emphasis here is on ‘survival’ as the key aim or primary task facing any organization.
b. The focus on “customer’s needs” leads to the view that organizations are interacting processes that have to be balanced internally as well as about their relation to the market environment. The subsystems such as strategy, structure or technology, have ‘living’ needs that must be satisfied, otherwise, the openness and health of the overall system will suffer.
4. In identifying different ‘species’ of organizations, management is faced with the concepts of diversity and choice, or effective organizations are contingent on their propensity to choose and the quality of
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When using the contingency theory, the focus has been on organizational effectiveness because it has been concerned about explaining the success or failure of the organization. Donaldson argued that organizational effectiveness can have a wider meaning, including efficiency, profitability, employee satisfaction, or innovation rate. He stated that, “Organizational effectiveness can be well defined as the ability of the organization to attain goals set by itself or by its ability to function as a system or by its ability to satisfy
It is depicted that modern organizations tend to incorporate the aspects of the open systems with those of the natural and rational perspectives. Examples include the institutional, transaction cost, and the contingency and the contingency theories. Organizations adopt the open system that accommodates the other two theoretical perspectives for it to exist (Davis & Scott, 2006). These organizations tend to have structures that are based on the processes, the products, and the function.
Kessler, E. H. (Ed.) (2013). Encyclopedia of management theory (Vols. 1-2). Thousand Oaks, CA: SAGE Publications Ltd. doi: 10.4135/9781452276090
Customers are the foundation of any organisation business level strategy. Organisation need to ensure that customers’ needs are met and satisfied, senior management needs to ensure these needs are met.
Kliem (2015) added that in order to satisfy the customers, their requirements and needs to address that satisfaction should be met and concluded that inability to determine the customer requirements will merely result in customer dissatisfaction. It is therefore important to identify the activities and needs that customers consider indispensable to attain the required level of
Just like the contingency theory there is no theory that is satisfying for all organizations and no theory which is always appropriate in all situations.
Kessler, E. H. (Ed.) (2013). Encyclopedia of management theory (Vols. 1-2). Thousand Oaks, CA: SAGE Publications Ltd. doi: 10.4135/9781452276090
Consumers are the most crucial factor to the environment of the company. They drive the company to profitable ends. And thus it is very essential to meet the needs of the customers at the right time and at the right place.
Contingency Theory of Leadership posits that successful leaders must be highly adaptable, adjusting their leadership style in accordance with both internal and external factors. If leadership insists on clinging to outdated, ineffectual strategies, failure is virtually imminent. (DuBrin 2013) For instance, for years, management at Abbott County was either oblivious to or unmoved by the rapid innovation and advancement that was implemented at facilities around the country. This lack
According to this theory, there is not a leadership style that would be best in all situations. Contingency theory of leadership focuses on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. If the leader is highly effective in one situation, he or she may not necessarily be effective in another. Success depends upon a number of variables, including qualities of the followers, the leadership style or aspects of the situation (Wheeler, 2000).
* The challenges of serving corporate customers with a variety of needs in terms of size of organization and how progressive and open to change these companies were. Based on the
If we go back to the first half of the twenty first century, organization theory was dominated by classicists who viewed organizations as rational systems and valued efficient operations above all. They promoted the idea that management is a process of planning, organization, command, coordination n, and control and that design of an organization should be like that of a machine. This concept spawned the modern bureaucracy. (Morgan, 1997a)
In order to profitably satisfy customer needs, an organisation must understand its external and internal situation including the customer, the market and its own capabilities. Furthermore, it needs to understand and adapt to the dynamic and uncontrollable factors of the environment in which it operates.
However, this theory do have certain loopholes as it wholly focuses upon the in build characteristics of a leader rather than putting importance upon the circumstances. In certain cases, it is seen that a leader, in spite of being a great leader cannot take active part in accordance with the adversity of a situation (McCleskey, 2014). Therefore, this company puts maximum pressure on their leaders as it also follows the contingency theory that denies any specific way or skills of a leader. (Refers to appendix 2)
Contingency theories are based upon the current leadership situation and are subject to change depending on the goal to be achieved (Waters, 2013). In contingency theory, the effectiveness of the leadership style depends upon the task, the leader’s personality, and the composition of the group being led (McWorthy & Henningsen, 2014). Fiedler’s Contingency Theory emphasized the leader’s
In a highly competitive market, customers have a wide right of freedom choice and to purchase the commodity. In fact, the customer also can fire anyone in the company, because they can spend money in other places that make customer like a boss. In my opinion, the customer is a consumer of goods and services and is the foundation source of enterprise. The survival and development of enterprises rely on the trust and support of the customer. Therefore, business