Published July 1998
by Leicester University Press .
Written in English
|The Physical Object|
|Number of Pages||153|
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation. Organizational structure is clearly defined by st ructural contingency t heory. The structure has transformed into an observable social phenomenon with its functionality and its. Fiedler's contingency model is a dynamic model where the personal characteristics and motivation of the leader are said to interact with the current situation that the group faces. Thus, the contingency model marks a shift away from the tendency to attribute leadership effectiveness to personality alone. Least preferred co-worker (LPC). tional structure. Size contingency, that is, the are required for the online presentation of this book which will be published on Wiley’s. By adopting the contingency perspective, Author: Mai Thi Thanh Thai.
" 9. H. Stuart Hughes, “The Historian and the Social Scientist,” American Historical Review (October ): For useful studies on the utility and limitations of counterfactual analysis, see e.g., in addition to Tetlock, et al., Geoffrey Hawthorn, Plausible Worlds: Possibility and Understanding in History and the Social Sciences (Cambridge, ); Niall Ferguson, Virtual History Cited by: 1. Can we identify and theorize contingency as a property of processes and situations? Applied to social and historical events, contingency denotes a mode of causality characterized by its indeterminate character. Conjunctural causation and period effects lack the specificity required to identify a distinctive class of processes. References to chance happenings offer no clue to analyze endogenous Cited by: Contingency approaches emphasize that in order for organizations to succeed they must adopt a structure suitable for the environment in which they operate. There are many forms of contingency theory. In general, contingency theories are a class of behavioral theory that claim that there is no best way to organize a corporation and the. L. Donaldson, in International Encyclopedia of the Social & Behavioral Sciences, Structural contingency theory argues that the most effective structure for an organization is contingent (i.e., dependent) on the structure fitting the organization's level of contingency factors. Where the structure fits the contingencies, then high performance results, whereas, where the structure misfits.
Child, J. () “Organization structure and strategies of control in a replication of the Aston study,” Administrative Science Quarterly, Child, J. () “Managerial and organizational factors associated with company performance, Part II. A contingency model,” Journal . 38 Structural Contingency Theory The main premise in structural contingency theory is that there is no one best organizational structure; rather, the appropriate organizational structure depends on the contingencies facing - Selection from Management and Organization Theory: A Jossey-Bass Reader [Book]. Situational contingency attests that different circumstances require different leadership traits. The Fieldler model uses the Least Preferred Co-worker (LPC) test to measure leadership traits. A favorable situation for a leader has three components: good relations between the leader and follower, a highly structured task, and a powerful. Strategy and structure: a framework for analysis; The evolution of management theory and values; Environment, technology and organization; Division of work; Delegation and decentralization; Organizational conflict and coordination; Leadership and supervision; Organizational climate; Motivation and satisfaction; Groups and committees; Staffing and performance appraisal; Training and .