Managing Organizations

This research provides a depth review of the literature related to modern approaches to understanding and managing organizations. Emphasis in this review is placed on literature related to the human management of organizational structures based on the contingency framework.

In the application of the strategic planning concept, organizations are often required to employ a contingency approach (Glazer and Weiss, 1993, pp. 509521). In essence, the contingency approach to management means nothing more nor less than that "the appropriateness of different strategies depends on the competitive settings of businesses" (Hambrick and Lei, 1985, p. 765). It is not the essence, however, that makes the contingency approach to management different from other approaches. The application of the contingency approach is what makes it different. Most approaches to management expect one to take into account the environmental conditions that apply to a specific situation or a specific time when formulating strategy. The contingency approach to management, however, expects one to take into account each facet of environment, and the interrelationships between these facets. C. W. Hofer (1975, p. 791), a contingency theorist of note, identified 54 separate variables that he believed to be relevant to the application of the contingency approach t

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lmann, 1989, pp. 519). Different perspectives with respect to profit maximization is but one difference which often arises between stockholders and managements. Some managements prefer to maximize factors other than profitmanagerial salaries and the corporate environment, as examples. Maximization of either of these factors tends to conflict with maximization of profit. Therefore, an additional source of conflict between stockholders and management is established. One view of corporate control holds that the real control of a corporation belongs with the operating management and board of directors. The opposing view is that a corporation belongs to its stockholders, regardless of who they are, or how long they have held the stock. In the development of strategy, these opposing views of corporate control must be negotiated, and, for a strategy to be successful in leading to the attainment of organizational performance goals, management must be comfortable with and supportive of the strategy (Thomas, Litschert, and Ramaswamy, 1991, pp. 509522; Rechner and Dalton, 1991, pp. 155160; Marlow and Schilhavy, 1991, pp. 2932; Wooldridge and Floyd, 1990, pp. 231241; Wooldridge and Floyd, 1989, pp. 295302). The preceding disc
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Some common words found in the essay are:
Pont Company, Organizations Strategy, Edwards Deming, Nemours Co, Betts Calingo, Kester Taggart, Ulrich Lake, Albanese Martocchio, Hambrick Lei, Goold Quinn, contingency approach, approach management, contingency approach management, strategic planning, strategic contingency, planning process, contingency planning, strategic contingency planning, organizational performance, contingency planning process, management journal, 1990 pp, strategic management, strategic management journal, strategic planning process,
Approximate Word count = 7007
Approximate Pages = 28 (250 words per page)

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