Contingency management
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The contingency approach to management proposes that there is no single best way to manage a business. Instead, managers must be prepared to change their approach based on the external environment and situation. Key aspects of contingency management include recognizing that different organizational structures and leadership styles may be effective depending on the tasks and circumstances. Managers using this approach analyze each unique situation and consider a wide range of internal and external factors to determine the most appropriate actions.
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Contingency management
http://pgdmtopics.blogspot.in/
Contingency management (CM) is a type of clinical behavior analysis therapy which is most-widely used in the field of substance abuse.
Organizational design and structure
Organizational structure refers to how tasks and responsibilities are allocated within an organization. It is represented visually in an organizational chart. Organizational design is the process of coordinating these structural elements based on factors like the environment, technology, strategy, and human resources. Key design decisions include the division of labor, departmentalization approach, span of control, and level of authority. Organizations differentiate horizontally by specialization, vertically by hierarchy, and spatially by geographic dispersion. Integration coordinates the differentiated parts through vertical methods like rules and committees or horizontal methods like liaison roles and teams. Common organizational structures include machine bureaucracies, professional bureaucracies, divisional forms, and adhocracies.
Organizational change ppt
This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.
Modern theories of management
The document discusses several approaches to management including systems approach, operational approach, quantitative approach, contingency theory, theory Z, and total quality management. It provides details on each approach. The systems approach views an organization as a system consisting of interconnected subsystems. The operational approach focuses on improving efficiency. The quantitative approach expresses problems mathematically. Contingency theory states there is no universal way to manage and the approach depends on various internal and external factors. Theory Z combines aspects of American and Japanese management styles. Total quality management aims for continuous quality improvement through customer focus and employee involvement.
Managerial Control
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important as the final step in management, to empower employees, and protect the workplace.
Organizational diagnosis ppt
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
System and contingency approach
The document discusses two contemporary management perspectives: the system approach and contingency approach. The system approach views an organization as a set of interrelated parts that work together as a unified whole. It recognizes that decisions in one department impact other departments. The contingency approach suggests there is no universally optimal way to manage, and the best approach depends on situational factors like organization size, task routines, environmental uncertainty, and individual differences. It stresses that management must adapt to different situations.
Contingency theory
The document discusses contingency theory, which states that there is no single best way to lead and that leadership style depends on various internal and external factors. It describes Fred Fiedler's contingency model of leadership, which proposes that a leader's effectiveness depends on matching their leadership style (either task-focused or relationship-focused) to the favorability of the situation based on factors like the leader-member relationship, task structure, and the leader's power. The document also outlines other theorists who contributed to situational leadership theory and describes the different leadership styles and maturity levels in Hersey and Blanchard's model.
Empfohlen
Contingency management
http://pgdmtopics.blogspot.in/
Contingency management (CM) is a type of clinical behavior analysis therapy which is most-widely used in the field of substance abuse.
Organizational design and structure
Organizational structure refers to how tasks and responsibilities are allocated within an organization. It is represented visually in an organizational chart. Organizational design is the process of coordinating these structural elements based on factors like the environment, technology, strategy, and human resources. Key design decisions include the division of labor, departmentalization approach, span of control, and level of authority. Organizations differentiate horizontally by specialization, vertically by hierarchy, and spatially by geographic dispersion. Integration coordinates the differentiated parts through vertical methods like rules and committees or horizontal methods like liaison roles and teams. Common organizational structures include machine bureaucracies, professional bureaucracies, divisional forms, and adhocracies.
Organizational change ppt
This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.
Modern theories of management
The document discusses several approaches to management including systems approach, operational approach, quantitative approach, contingency theory, theory Z, and total quality management. It provides details on each approach. The systems approach views an organization as a system consisting of interconnected subsystems. The operational approach focuses on improving efficiency. The quantitative approach expresses problems mathematically. Contingency theory states there is no universal way to manage and the approach depends on various internal and external factors. Theory Z combines aspects of American and Japanese management styles. Total quality management aims for continuous quality improvement through customer focus and employee involvement.
Managerial Control
Control involves monitoring activities to ensure they are accomplished as planned and correcting deviations. It has four main purposes: ensure goals are met, adapt to changes, limit errors, and minimize costs. The control process involves establishing standards, measuring performance, comparing to standards, and taking corrective actions. Control is important as the final step in management, to empower employees, and protect the workplace.
Organizational diagnosis ppt
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
System and contingency approach
The document discusses two contemporary management perspectives: the system approach and contingency approach. The system approach views an organization as a set of interrelated parts that work together as a unified whole. It recognizes that decisions in one department impact other departments. The contingency approach suggests there is no universally optimal way to manage, and the best approach depends on situational factors like organization size, task routines, environmental uncertainty, and individual differences. It stresses that management must adapt to different situations.
Contingency theory
The document discusses contingency theory, which states that there is no single best way to lead and that leadership style depends on various internal and external factors. It describes Fred Fiedler's contingency model of leadership, which proposes that a leader's effectiveness depends on matching their leadership style (either task-focused or relationship-focused) to the favorability of the situation based on factors like the leader-member relationship, task structure, and the leader's power. The document also outlines other theorists who contributed to situational leadership theory and describes the different leadership styles and maturity levels in Hersey and Blanchard's model.
Ppt performance appraisal
This document provides an overview of performance appraisal and management systems. It discusses the need for performance appraisals to provide feedback, identify training needs, and inform personnel decisions. It also covers the differences between traditional appraisal and modern performance management, focusing on elements like frequency of reviews and emphasis on development versus evaluation. Finally, it lists some common limitations and problems with performance appraisals, such as bias, errors in judgment, and resistance from employees.
Evolution of management theories
The document traces the evolution of management theories from early customized production approaches to modern concepts. It discusses early theorists like Fayol who identified core management functions including planning and controlling. It also outlines classical theorists like Taylor who emphasized scientific analysis of work and Ford who developed assembly line production. Later thinkers like Sloan incorporated concepts like market segmentation and annual styling changes. The Toyota Production System introduced just-in-time production and quality control methods like Jidoka.
Management thought
This document summarizes the evolution of management thought from classical to modern perspectives. It discusses early theorists like Taylor who developed scientific management, Fayol who proposed administrative management principles, and Weber who described bureaucratic management. It also covers the human relations movement sparked by the Hawthorne Experiments and behavioral science approaches. Later, systems thinking, quantitative analysis, and contingency approaches emphasized adapting to different situations. Overall, the document presents an overview of the historical development and integration of various management theories.
Management Effectiveness
Effective managers are role models who improve organizational effectiveness through their own performance and developing subordinates. While some believe effectiveness is innate, it can actually be learned and improved with practice. Effective managers understand the importance of knowledge and people in organizational success. They perform managerial activities efficiently and focus on achieving results. Characteristics include controlling their time effectively, concentrating on their contribution, building on strengths, focusing on one task at a time, and basing decisions on facts. Basic managerial skills are planning, organizing, and contributing direct results.
Contingecy approach to management
The contingency approach to management states that there is no single best way to manage an organization. Rather, the most effective management style depends on various internal and external situational factors. Internally, factors like an organization's purpose, tasks, technology, structure impact management. Externally, socio-cultural, legal, economic, and technological environmental factors are important. The contingency approach advocates that managers analyze all relevant situational factors to determine the management approach most suitable for a given situation, as different circumstances require different organizational structures.
Organizational Change
This document summarizes a presentation on organizational development and leadership effectiveness given by Adrian James A. Briones and Catherine S. Villanueva. It covers the following key points:
1. The presentation discusses reasons for organizational change including remaining competitive and responding to crises. It also covers types of organizational change like evolutionary and revolutionary change.
2. Models of organizational change are presented including Lewin's three-stage model of unfreezing, movement, and refreezing as well as Kotter's eight-step model. Managing resistance to change through various approaches is also covered.
3. For organizations to adapt to constant change, renewal is needed. This involves analyzing the organization, anticipating changing patterns
Organizational Theories & Management Styles
This document discusses organizational theories and management concepts. It begins by defining key terms like management, organization, and theories. It then summarizes three classic organization theories: classical, neoclassical, and modern structural. It also outlines principles and approaches within each theory. The document discusses strengths and weaknesses of each theory. Finally, it explores levels of management, management functions, skills, and styles.
The concept of efficiency and effectiveness
The document discusses the concepts of efficiency and effectiveness in work. Efficiency refers to doing things right, while effectiveness means doing the right things. Three key factors that contribute to work efficiency and effectiveness are working at a good pace, being organized, and creating the right work space. The document also compares efficiency and effectiveness, noting that efficiency focuses on process and current output while effectiveness considers long-term strategy and desired output. Motivation of employees is discussed as an important tool for improving efficiency and effectiveness.
Executive compensation
Executive compensation consists of salary, bonus, long-term incentives, and perquisites. Salary makes up 40-60% of compensation but is subject to taxes, while bonuses and stock options are incentives. Perquisites include benefits like cars, clubs, and first-class travel. Compensation also includes retirement benefits, health insurance, and vacations. Unique features of executive pay include secrecy, varying amounts between executives, and tying pay to organizational performance. Companies use various strategies like cost-to-company packages, performance-linked payments, and flexible benefits to motivate and retain executives.
Structural intervention
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
Modern Management Theories
This document discusses modern management theories. It begins by defining modern management and management theories. It then outlines several prominent modern management theories, including the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory. For each theory, it provides a brief overview and definition. The document focuses on explaining key aspects of several theories in more depth, such as total quality management, learning organizations, team building theory and related models like Belbin's team roles and Myers-Briggs Type Indicator. Overall, the document serves to outline and define several important modern management theories.
Classical approach of Management
The document provides an introduction to the classical approach to management. It discusses that the classical approach views employees as having only economic and physical needs. It was the oldest formal school of management originating in the early 1900s. The classical approach includes scientific management, administrative management, and bureaucratic management. Major contributors included Taylor, Fayol, and Weber. Taylor's scientific management focused on finding the most efficient way to perform jobs. Fayol analyzed management as a universal process and introduced 14 principles of management. Weber introduced concepts of bureaucratic organizations based on rational authority. The document also discusses management as both an art and a science.
Unit 1 perspectives in human resource management
This document provides an overview of human resource management (HRM). It discusses the evolution of HRM, including key contributors like Elton Mayo. It defines HRM and covers its objectives, functions, policies, and challenges. These include equal employment opportunity laws, affirmative action, and the role of HR managers in strategic partnering. The document also discusses computer applications in HRM like human resource information systems. Finally, it briefly introduces human resource accounting and auditing.
Challenges and opportunities of organisational behaviour
This presentation mainly includes all the challenges and opportunities of organisational behaviour .
(NOTE : there are many other opportunities and threats also)
Job design
Job design is a part of Human resource management. It inclusive of various concepts such as Job rotation, job shifting etc
Functions and theories of management: Elton Mayo
George Elton Mayo was an Australian psychologist known for founding the Human Relations Movement. He conducted research at the Hawthorne factory that showed workers are motivated not just by money but having their social needs met at work. The Hawthorne Studies surprisingly found that productivity increased regardless of changes in lighting or work conditions. Mayo concluded that workers are best motivated through good communication with managers, managers taking an interest in employees' lives, and encouraging teamwork. His research emphasized the importance of social factors in motivation and influenced businesses to focus more on employee interests.
Human resource audits
A human resource audit evaluates all human resource activities within an organization to determine how effectively they support the company's strategy and objectives. The audit examines areas like recruitment and selection, training programs, performance management, compensation and benefits, employee satisfaction, and managerial compliance with HR policies. The results are documented in an audit report that identifies strengths, weaknesses, and recommendations for improving how HR contributes to organizational success.
System approach to management 2
This document discusses the system approach and its application to management. It defines a system as interrelated parts that form a unified whole. A company is presented as a system with different departments like finance, HR, marketing, and production working towards a common goal. Key features of systems discussed include their arrangement, boundaries, and ability to transform inputs like resources into outputs like products or services. Management is described as an open social system that dynamically interacts with its environment. The four main parts of a system - inputs, transformation process, outputs, and feedback - are also outlined. Advantages of the systems approach include providing managers a holistic view while disadvantages include lack of specific tools and potential impracticality for smaller organizations.
Diagnostic Process
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
Client consultant relationship
The document discusses the roles and relationships between clients and consultants in organizational development projects. It defines consultants as independent advisors contracted to help clients identify and solve management problems. The ideal relationship involves building trust and mutual understanding, with the consultant acting as a facilitator rather than expert to help develop the client's own problem-solving abilities over time.
1. Management Thought and OB for class_e9e5e7207065ef2d126b5f4bec407fea.pptx
The Hawthorne studies conducted in the 1920s and 1930s investigated the impact of physical working conditions like illumination on worker productivity. The studies found that productivity increased with changes but later increased even more when conditions were returned to normal. This revealed that social and psychological factors like feelings of importance, belongingness and cooperation among workers positively impacted productivity more than physical conditions alone. The studies highlighted the importance of the human element in organizations.
chapter 1 Managers Management andnd t.ppt
(1) The document discusses the evolution of management approaches from classical, behavioral, and management science perspectives.
(2) It emphasizes the need for managers to integrate tools and principles from the different approaches to be successful.
(3) Key contributors and their principles are outlined, such as Taylor's scientific management, Weber's bureaucracy model, and Follett's focus on recognizing individual behavior in organizations.
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Ppt performance appraisal
This document provides an overview of performance appraisal and management systems. It discusses the need for performance appraisals to provide feedback, identify training needs, and inform personnel decisions. It also covers the differences between traditional appraisal and modern performance management, focusing on elements like frequency of reviews and emphasis on development versus evaluation. Finally, it lists some common limitations and problems with performance appraisals, such as bias, errors in judgment, and resistance from employees.
Evolution of management theories
The document traces the evolution of management theories from early customized production approaches to modern concepts. It discusses early theorists like Fayol who identified core management functions including planning and controlling. It also outlines classical theorists like Taylor who emphasized scientific analysis of work and Ford who developed assembly line production. Later thinkers like Sloan incorporated concepts like market segmentation and annual styling changes. The Toyota Production System introduced just-in-time production and quality control methods like Jidoka.
Management thought
This document summarizes the evolution of management thought from classical to modern perspectives. It discusses early theorists like Taylor who developed scientific management, Fayol who proposed administrative management principles, and Weber who described bureaucratic management. It also covers the human relations movement sparked by the Hawthorne Experiments and behavioral science approaches. Later, systems thinking, quantitative analysis, and contingency approaches emphasized adapting to different situations. Overall, the document presents an overview of the historical development and integration of various management theories.
Management Effectiveness
Effective managers are role models who improve organizational effectiveness through their own performance and developing subordinates. While some believe effectiveness is innate, it can actually be learned and improved with practice. Effective managers understand the importance of knowledge and people in organizational success. They perform managerial activities efficiently and focus on achieving results. Characteristics include controlling their time effectively, concentrating on their contribution, building on strengths, focusing on one task at a time, and basing decisions on facts. Basic managerial skills are planning, organizing, and contributing direct results.
Contingecy approach to management
The contingency approach to management states that there is no single best way to manage an organization. Rather, the most effective management style depends on various internal and external situational factors. Internally, factors like an organization's purpose, tasks, technology, structure impact management. Externally, socio-cultural, legal, economic, and technological environmental factors are important. The contingency approach advocates that managers analyze all relevant situational factors to determine the management approach most suitable for a given situation, as different circumstances require different organizational structures.
Organizational Change
This document summarizes a presentation on organizational development and leadership effectiveness given by Adrian James A. Briones and Catherine S. Villanueva. It covers the following key points:
1. The presentation discusses reasons for organizational change including remaining competitive and responding to crises. It also covers types of organizational change like evolutionary and revolutionary change.
2. Models of organizational change are presented including Lewin's three-stage model of unfreezing, movement, and refreezing as well as Kotter's eight-step model. Managing resistance to change through various approaches is also covered.
3. For organizations to adapt to constant change, renewal is needed. This involves analyzing the organization, anticipating changing patterns
Organizational Theories & Management Styles
This document discusses organizational theories and management concepts. It begins by defining key terms like management, organization, and theories. It then summarizes three classic organization theories: classical, neoclassical, and modern structural. It also outlines principles and approaches within each theory. The document discusses strengths and weaknesses of each theory. Finally, it explores levels of management, management functions, skills, and styles.
The concept of efficiency and effectiveness
The document discusses the concepts of efficiency and effectiveness in work. Efficiency refers to doing things right, while effectiveness means doing the right things. Three key factors that contribute to work efficiency and effectiveness are working at a good pace, being organized, and creating the right work space. The document also compares efficiency and effectiveness, noting that efficiency focuses on process and current output while effectiveness considers long-term strategy and desired output. Motivation of employees is discussed as an important tool for improving efficiency and effectiveness.
Executive compensation
Executive compensation consists of salary, bonus, long-term incentives, and perquisites. Salary makes up 40-60% of compensation but is subject to taxes, while bonuses and stock options are incentives. Perquisites include benefits like cars, clubs, and first-class travel. Compensation also includes retirement benefits, health insurance, and vacations. Unique features of executive pay include secrecy, varying amounts between executives, and tying pay to organizational performance. Companies use various strategies like cost-to-company packages, performance-linked payments, and flexible benefits to motivate and retain executives.
Structural intervention
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
Modern Management Theories
This document discusses modern management theories. It begins by defining modern management and management theories. It then outlines several prominent modern management theories, including the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory. For each theory, it provides a brief overview and definition. The document focuses on explaining key aspects of several theories in more depth, such as total quality management, learning organizations, team building theory and related models like Belbin's team roles and Myers-Briggs Type Indicator. Overall, the document serves to outline and define several important modern management theories.
Classical approach of Management
The document provides an introduction to the classical approach to management. It discusses that the classical approach views employees as having only economic and physical needs. It was the oldest formal school of management originating in the early 1900s. The classical approach includes scientific management, administrative management, and bureaucratic management. Major contributors included Taylor, Fayol, and Weber. Taylor's scientific management focused on finding the most efficient way to perform jobs. Fayol analyzed management as a universal process and introduced 14 principles of management. Weber introduced concepts of bureaucratic organizations based on rational authority. The document also discusses management as both an art and a science.
Unit 1 perspectives in human resource management
This document provides an overview of human resource management (HRM). It discusses the evolution of HRM, including key contributors like Elton Mayo. It defines HRM and covers its objectives, functions, policies, and challenges. These include equal employment opportunity laws, affirmative action, and the role of HR managers in strategic partnering. The document also discusses computer applications in HRM like human resource information systems. Finally, it briefly introduces human resource accounting and auditing.
Challenges and opportunities of organisational behaviour
This presentation mainly includes all the challenges and opportunities of organisational behaviour .
(NOTE : there are many other opportunities and threats also)
Job design
Job design is a part of Human resource management. It inclusive of various concepts such as Job rotation, job shifting etc
Functions and theories of management: Elton Mayo
George Elton Mayo was an Australian psychologist known for founding the Human Relations Movement. He conducted research at the Hawthorne factory that showed workers are motivated not just by money but having their social needs met at work. The Hawthorne Studies surprisingly found that productivity increased regardless of changes in lighting or work conditions. Mayo concluded that workers are best motivated through good communication with managers, managers taking an interest in employees' lives, and encouraging teamwork. His research emphasized the importance of social factors in motivation and influenced businesses to focus more on employee interests.
Human resource audits
A human resource audit evaluates all human resource activities within an organization to determine how effectively they support the company's strategy and objectives. The audit examines areas like recruitment and selection, training programs, performance management, compensation and benefits, employee satisfaction, and managerial compliance with HR policies. The results are documented in an audit report that identifies strengths, weaknesses, and recommendations for improving how HR contributes to organizational success.
System approach to management 2
This document discusses the system approach and its application to management. It defines a system as interrelated parts that form a unified whole. A company is presented as a system with different departments like finance, HR, marketing, and production working towards a common goal. Key features of systems discussed include their arrangement, boundaries, and ability to transform inputs like resources into outputs like products or services. Management is described as an open social system that dynamically interacts with its environment. The four main parts of a system - inputs, transformation process, outputs, and feedback - are also outlined. Advantages of the systems approach include providing managers a holistic view while disadvantages include lack of specific tools and potential impracticality for smaller organizations.
Diagnostic Process
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
Client consultant relationship
The document discusses the roles and relationships between clients and consultants in organizational development projects. It defines consultants as independent advisors contracted to help clients identify and solve management problems. The ideal relationship involves building trust and mutual understanding, with the consultant acting as a facilitator rather than expert to help develop the client's own problem-solving abilities over time.
Was ist angesagt? (20)
Challenges and opportunities of organisational behaviour
Challenges and opportunities of organisational behaviour
Ähnlich wie Contingency management
1. Management Thought and OB for class_e9e5e7207065ef2d126b5f4bec407fea.pptx
The Hawthorne studies conducted in the 1920s and 1930s investigated the impact of physical working conditions like illumination on worker productivity. The studies found that productivity increased with changes but later increased even more when conditions were returned to normal. This revealed that social and psychological factors like feelings of importance, belongingness and cooperation among workers positively impacted productivity more than physical conditions alone. The studies highlighted the importance of the human element in organizations.
chapter 1 Managers Management andnd t.ppt
(1) The document discusses the evolution of management approaches from classical, behavioral, and management science perspectives.
(2) It emphasizes the need for managers to integrate tools and principles from the different approaches to be successful.
(3) Key contributors and their principles are outlined, such as Taylor's scientific management, Weber's bureaucracy model, and Follett's focus on recognizing individual behavior in organizations.
Contingencytheoryofmanagement 111105041226-phpapp02
Contingency theory proposes that there is no single best way to organize or lead, and that what works in some situations may not work in others. The optimal leadership and organizational style depends on various internal and external situational factors. Contingency theory argues that organizations are most effective when management style and structure are tailored to the specific tasks and environment. An authoritarian leadership approach may be suitable in some contexts but not others.
Evolution of management thought
Management involves coordinating individual and group efforts to efficiently accomplish goals. There are many approaches to management that vary based on the situation. Classical approaches like scientific, administrative, and bureaucratic management focused on productivity and organizational structure. Behavioral approaches emphasized the importance of human behavior and motivation. Contingency theory recognizes that the best management approach depends on internal and external situational factors.
Management Theories.pptx
Classical management theory emerged in the early 20th century as organizations looked for ways to increase productivity and profits. It includes scientific management, administrative management, and bureaucratic management. Scientific management focused on finding the most efficient ways to perform tasks. Administrative management defined management functions and the division of labor. Bureaucratic management emphasized standardized rules, impersonality, and hierarchy. Later theories emphasized behavioral factors, quantitative analysis, systems thinking, and contingency based on situational factors. Overall, the document provides an overview of several important management theories that developed over the 20th century from a classical and mechanistic view to considerations of human and situational factors.
Contingency theory of management
Contingency theory proposes that there is no single best way to organize or lead an organization, and that the optimal approach depends on internal and external situational factors. Key points of contingency theory include: 1) different leadership styles are appropriate for different situations; 2) organizations perform best when their structure fits both the environment and the needs of its members; and 3) managers must analyze each unique situation to determine the most effective approach. Contingency theory rejects the notion that universal management principles can be applied in all cases.
The Evolution Of Management Theory.pptx
Management theories have evolved over time from classical approaches focusing on structure and authority to more modern approaches considering people and external environments. Early theories included scientific management, bureaucratic management, and human relations approaches. Contemporary theories view organizations as open systems influenced by internal and external factors, with no single optimal approach but instead contingency-based solutions dependent on each organization's unique situation. The evolution of management theory continues as the business environment changes.
Organizational Design.pptx
This document discusses principles of organizational design according to early management theorists. It covers Max Weber's theory of bureaucracy and its characteristics. It also discusses Henri Fayol's six managerial activities and the classical management school. Additionally, it summarizes Henry Mintzberg's ten management roles. The contingency approach is introduced as an alternative to the idea of one best structure. Environmental determinism and differentiated vs integrated structures are also briefly covered.
Contingency of leadership
The document discusses several contingency leadership theories:
1) Fiedler's contingency theory states that leadership effectiveness depends on how well the leader's style fits the situation, based on factors like leader-member relations and task structure.
2) House's path-goal theory describes how leaders can motivate followers by selecting a leadership style that meets their needs, such as directive, supportive, participative, or achievement-oriented.
3) Hersey and Blanchard's situational leadership theory focuses on matching leadership style to follower maturity levels, from directing to delegating as maturity increases.
4) Vroom and Yetton's normative decision model provides styles from autocratic to group-based depending on factors like decision
Lesson-1-Introduction-Organization-and-Management-with-Classical-Human-Relati...
Introduction-Organization-and-Management-with-Classical-Human-Relation-Contingency-theories-and-modern-theories
Managers - Understanding Management (Theory and Approaches)
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
So some more on leadership
Here are the leadership styles I would associate with each example:
- Military Sargent - Autocratic
- Small IT consultant - Democratic or Laissez-faire
- Clothes shop manager - Democratic or Bureaucratic
- School teacher with students - Democratic or Paternalistic
- Builder - Autocratic or Bureaucratic
- Supermarket manager - Bureaucratic
Let me know if you need any of these explained further!
What is management
This document provides an overview of management by defining it, outlining its basic purposes and characteristics, and describing different perspectives on management. It defines management as getting things done efficiently and effectively [1]. The document notes that management aims to achieve objectives through planning, organizing, directing, controlling and coordinating [2]. It also outlines classical, behavioral, quantitative, and systems approaches to management [3].
Unit ii domt
This document outlines various schools of management thought categorized into classical, neo-classical, and modern management theories. The classical theories include scientific management, administrative management, and bureaucratic organization which focus on economic rationality and efficiency. Neo-classical theories like the human relations school and behavioral schools emphasize human factors. Modern theories such as systems theory, contingency theory, and management science view organizations holistically and recognize there is no single best way of managing.
Presentation leadership and management
The document discusses leadership and management in nursing. It defines leadership and management, explains various leadership theories and styles. It discusses the need for leadership in nursing and differentiates between the roles of a nurse as a leader and manager. The functions and process of management are explained. The document aims to help nursing students understand leadership, management, and the roles and responsibilities of nurses as leaders and managers.
Theories of Leadership- Pinak
Different theories like Contingency Theory and Trait Theory are explained in this PPT, from the organizational behaviour point of view.
Management Approaches
This provides an overview of management approaches. Much of this work relied heavily on Bhavin Aswani's Evolution of Management Thought, Management 2's, The Evolution of Management Study and Management Yesterday and Today. Many other sources were also used in the slides.
Management.pptx
Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to efficiently achieve goals. Henry Fayol contributed general principles of management including division of work, authority and responsibility, discipline, unity of command, and unity of direction. Fayol emphasized flexible application of principles to different organizational conditions.
School of management thoughts
The document outlines several schools of management thought throughout history. It discusses classical theories like scientific management and administrative management that focused on efficiency. Neoclassical theories like the human relations school emphasized satisfying worker needs. Modern theories include systems theory, contingency theory, and management science that view the organization holistically and recognize there is no single best approach. The document notes challenges integrating management theories given their situational nature but stresses the field's continued evolution.
lecture 3 leadership theories to present june 2021.pdf
This document discusses three leadership theories: autocratic, democratic, and laissez-faire leadership styles. It then examines factors that can affect a leader's style, such as the type of business, level of risk, and organizational culture. Finally, it reviews theories of leadership development, including trait, behavioral, contingency, and transformational theories.
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Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
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1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
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Contingency management
- 2. THE CONTINGENCY APPROACH Third style of Management Theory After Classical and Behavioural Very different from previous two More of recognition that business is constantly changes
- 3. THIRD STYLE OF MANAGEMENT THEORY • Management consists of the planning, prioritizing, and organizing work efforts to accomplish objectives within a business organization. • A management style is the particular way managers go about accomplishing these objectives. It encompasses the way they make decisions, how they plan and organize work, and how they exercise authority.
- 4. AFTER CLASSICAL AND BEHAVIOURAL • Management has been as old as the human beings and with the evolvement of humans management has also evolved. • The history of management and its theories can be traced back to thousands of years. Also, Shafritz makes an interesting observation about the contribution of William Shakespeare to the management theories as most of his plays deals with the issues like personnel management and organizational behavior.
- 5. WHAT IS A CONTINGENCY ? • A contingency is an event that might happen • It’s not certain that it will happen, but there is a possibility that it might • Good managers need to consider contingencies when making a plans • (Fiedler, 1964). there is no one best way of organizing / leading and that an organizational / leadership style that is effective in some situations may not be successful in others.
- 6. WILLIAM RICHARD SCOTT • "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 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.
- 7. SO THE CONTINGENCY MANAGEMENT APPROACH •The contingency approach to management says there is no single good way of managing a business Instead, a manager must be ready to change, to fit in with what’s best with the environment. In other words, the organisational structure and the management style should depend on the type tasks that are done in the business Wide range of external and internal factors must be considered and the focus should be on the action that best fits the given situation
- 8. PROPERTIES • Theory is practical and it is equally important for every organization • Theory doesn't believe in 'one best way' so many methods and principles may be used in • Every situation is unique so manager HAS TO be able to analyse each and every situation INDIVIDUALLY. • Applied in activities of motivating, leading and structuring the organization.
- 9. EFFECT ON MANAGER • By applying contingency theory to the study of management, you will be able to identify and to solve problems under different situations. • You will recognize that the successful application of a technique in one situation does not guarantee success in another. • Rather, you will be able to examine each situation in terms of how it is affected by the contextual, organizational, and human dimensions. • As a result, your overall ability to correct problems and to become more effective as a manager will increase. • Contingency theory is designed to provide the manager with the capabilities to examine numerous possible solutions to a problem
- 10. REFERENCE : • https://en.wikipedia.org/wiki/Contingency_management • https://www.treehouserehab.org/treatment- programs/contingency-management-therapy/ • https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3083448/#:~:t ext=Contingency%20management%20refers%20to%20a,evidenc e%20of%20positive%20behavioural%20change. • https://drugabuse.com/contingency-management/