A Survey of Management Theories

The contingency approach to leadership and management often is referred to as so-called, because it "is a a truism that any theory of corporate or business strategy must be, by definition, contingency-based" (Ginsberg & Venkatraman, 1985, 421). 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 & Lei, 1985, p. 765).

The contingency approach to management is a means of developing organizational strategy. Strategic forecasting is the cornerstone in a contingency approach. Forecasting of conditions must be made, with respect to environmental conditions, organizational characteristics, resource availability, market dynamics, and product life cycle. The contingency approach to management, however, goes beyond the forecasting of conditions. In the contingency approach, a variety of possible scenarios are developed, based upon forecasted conditions, and contingent strategies are developed for each probable scenario. Obviously, this is a process which could strangle strategy development, if effective use is not made of information management technology. The contingency approach to management is designed to deal with uncertainties. It is somewhat of a middle ground between the situation-specific approach to management, which sees each strategic decision situation as unique, and t

Related Essays

Worker Motivation .... relationships was a major flaw in their management theories. .... to the surveys will worsen management's credibility with .... be selected from the survey results and .... (3022 12 )

Management by Objectives .... A 1974 survey found, for example, that nearly 40 percent of Fortune 500 .... Over time, new management theories and strategies have emerged and MBO has lost some of .... (2499 10 )

Personnel Management Strategies in a Hospital .... The survey - the micro-analytical analysis in .... symbolic interactionist and dramaturgical theories of sociology .... obtained authorization from top management and the .... (1156 5 )

The Travel Industry & Tourism Management .... p. 1; 1985, p. 3) theories related to .... Value Line Investment Survey, (9 September), 1772 1773. .... Management & organization (5th ed.). Cincinnati: South Western .... (8210 33 )

History, Contents, Strengths & Weaknesses of MBO .... A 1974 survey found, for example, that nearly 40 percent of Fortune 500 .... Over time, new management theories and strategies have emerged and MBO has lost some of .... (2475 10 )

on, although he demanded detailed reports from subordinates, where Jarman managed by numbers contained in the voluminous reports that he demanded from subordinates. Jarman eventually isolated himself from his subordinates, keeping company only with his reports. Many ITT managers often wished that Geneen has isolated himself. McGregor: Theory X & Theory Y McGregor's (1960) management theory is structured into Theory X and Theory Y. Theory X is a work-centered approach. There are three assumptions implicit in Theory X. These assumptions are as follows (McGregor, 1960): 1. The average human being has an inherent dislike of work, and where possible in organizations will attempt to avoid work. This assumption causes Theory X managers to assume most responsibilities, including decision making, for themselves. 2. Because most humans dislike work, most people must be coerced, controlled, directed, or threatened with punishment, in order to cause them to expend the effort required to attain organizational objectives. Managers holding such an assumption tend to create highly centralized organizations. 3. The average human prefers to be directed, wants to avoid responsibility, has little ambition, and desires security abov

Category: Business - A