Mẹo về What are the two main technological contingencies? Chi Tiết
Pro đang tìm kiếm từ khóa What are the two main technological contingencies? được Cập Nhật vào lúc : 2022-12-17 16:50:09 . Với phương châm chia sẻ Bí kíp Hướng dẫn trong nội dung bài viết một cách Chi Tiết Mới Nhất. Nếu sau khi đọc nội dung bài viết vẫn ko hiểu thì hoàn toàn có thể lại Comment ở cuối bài để Admin lý giải và hướng dẫn lại nha.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. Contingent leaders are flexible in choosing and adapting to succinct strategies to suit change in situation a particular period in time in the running of the organization.
Nội dung chính Show- History[edit]
- Contingency approaches[edit]
- Strengths of the Contingency Theory[edit]
- What is technology contingency?
- What are the main ideas of the contingency models?
- What is an example of contingency?
- What are the 4 contingency theories?
History[edit]
The contingency approach to leadership was influenced by two earlier research programs endeavoring to pinpoint effective leadership behavior. During the 1950s, researchers Ohio State University administered extensive questionnaires measuring a range of possible leader behaviors in various organizational contexts. Although multiple sets of leadership behaviors were originally identified based on these questionnaires, two types of behaviors proved to be especially typical of effective leaders: (1) consideration leader behaviors that include building good rapport and interpersonal relationships and showing tư vấn and concern for subordinates and (2) initiating structure leader behaviors that provided structure (e.g., role assignment, planning, scheduling) to ensure task completion and goal attainment.
About the same time, investigators from the University of Michigan's Survey Research Center conducted interviews and distributed questionnaires in organizations and collected measures of group productivity to assess effective leadership behaviors. The leadership behavior categories that emerged from the University of Chicago were similar to the consideration and initiating structure behaviors identified by the Ohio State studies. The University of Michigan investigators, however, termed these leadership behaviors relation-oriented behavior and task-oriented behavior. This line of research was later extended by Robert Blake and Jane Mouton in 1964 to suggest that effective leaders score high on both these behaviors.
They suggested that previous theories such as Weber's bureaucracy and, Taylor's scientific management had failed because they neglected that management style and organizational structure were influenced by various aspects of the environment: the contingency factors. There could not be "one best way" for leadership or organization.
Historically, contingency theory has sought to formulate broad generalizations about the formal structures that are typically associated with or best fit the use of different technologies. The perspective originated with the work of Joan Woodward (1958), who argued that technologies directly determine differences in such organizational attributes as span of control, centralization of authority, and the formalization of rules and procedure.
Contingency approaches[edit]
In Fiedler’s piece from 1993, he describes how two main factors contribute to effective or successful leadership and points them out as “the personality of the leader and the degree to which the situation gives the leader power, control and influence over the situation” (p.. 333-334). Leadership personality can be broken up into two main motivation schools of thought for leaders. Leaders can be task motivated or relationship motivated. The way that Fiedler suggests individuals determine their motivation preference is through the Least Preferred Co-Worker Score or LPC. The second aspect that Fielder says determines success is the specific situation and the degree to which the leader feels in control of the outcome of their actions.
Gareth Morgan in his book Images of Organization summarized the main ideas underlying contingency:
- Organizations are open systems that need careful management to satisfy and balance internal needs and to adapt to environmental circumstances
- There is not one best way of organizing. The appropriate form depends on the kind of task or environment one is dealing with.
- Management must be concerned, above all else, with achieving alignments and good fits
- Different types or specifics of organizations are needed in different types of environments
Fred Fiedler's contingency model focused on a contingency model of leadership in organizations. This model contains the relationship between leadership style and the favorable-ness of the situation. Fielder developed a metric to measure a leader's style called the Least Preferred Co-worker. The test consists of 16-22 items they are to rate on a scale of one to eight as they think of a co-worker they had the most difficulty working with. A high score indicates the test taker is relational in style and a low score indicates the test taker is more task orientated in style. Situational favorable-ness was described by Fiedler in terms of three empirically derived dimensions:
Situations are favorable to the leader if all three of these dimensions are high.
How to apply Fiedler’s Contingency Model:
William Richard Scott describes contingency theory in the following manner: "The best way to organize depends on the nature of the environment to which the organization must relate". The work of other researchers including Paul R. Lawrence, Jay Lorsch, and James D. Thompson complements this statement. They are more interested in the impact of contingency factors on organizational structure. Their structural contingency theory was the dominant paradigm of organizational structural theories for most of the 1970s. A major empirical test was furnished by Johannes M Pennings who examined the interaction between environmental uncertainty, organization structure and various aspects of performance. Pennings carried out an empirical study on a sample of retail brokerage offices in which aspects of their market environment such as competitiveness, change and munificence, versus organizational arrangements such as decision making templates, power distribution were juxtaposed for possible implications for performance. While structural attributes of offices strongly impacted performance, the evidence for "contingency" was less pronounced.
It can be concluded that there is ‘no one best way’ or approach in management or doing things, different situation calls for different approach to handle, manage, and solve the arising issue concerned. Management and organization is an ‘Open system’, which embrace anomalies or challenges every now and then, which requires ‘adaptable’ and ‘situational’ solution in order to overcome or solve the problem or issue concerned. Other situational or contingency factors are ‘changes in customer demand for goods and services, change in government policy or law, change in environment or climate change, and so forth.
Strengths of the Contingency Theory[edit]
The first major strength of the contingency theory is that it has the tư vấn of an abundance of empirical research (Peters, Hartke, & Pohlman, 1985; Strube & Garcia 1981). This is critical as it proves that the theory is reliable, based on various trials and research. The contingency theory is also beneficial as it widened our understanding of leadership, by persuading individuals to consider the various impacts of situations on leaders. Another strength of the contingency theory is its predictive nature that provides an understanding to the types of leaders that will be most effective in specific situations. This theory is also helpful, as it suggests that leaders do not have to be effective in all situations and that there are specific scenarios in which a leader might not be the perfect fit. The last major advantage of the contingency theory is that it provides concrete data on leadership styles, that is applicable to organizations developing their own leadership profiles.
What is technology contingency?
Contingency as Technology. Technology was referred to as the "set of solutions developed by a human group to satisfy its needs, as it defines them" (Rabey, 1989: 168). Contingency theory is knowledge, when applied it makes the organization have a more efficient transformation process.What are the main ideas of the contingency models?
The contingency theory of leadership supposes that a leader's effectiveness is contingent on whether or not their leadership style suits a particular situation. According to this theory, an individual can be an effective leader in one circumstance and an ineffective leader in another one.What is an example of contingency?
A contingency is a potential occurrence of a negative sự kiện in the future, such as an economic recession, natural disaster, fraudulent activity, terrorist attack, or a pandemic.What are the 4 contingency theories?
There are several different models of contingency leadership that fall under the general contingency theory umbrella. They include Fiedler's Contingency Theory, the Situational Leadership Theory, the Path-Goal Theory and the Decision-Making Theory. Tải thêm tài liệu liên quan đến nội dung bài viết What are the two main technological contingencies?
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