Contingency Theory

mishap speculation calamity possible action is a class of behavioural possibility that claims that in that location is no crush track to organize a corporation, to lead a company, or to manage closes. An validational / lead / decision making mien that is effective in somesituations, may be not lucky in new(prenominal) situations. In other words The optimal arranging / attractorship / decision-making mannerdependsupon versatileinternal and external constraints(factors). Contingency guess factors Some examples of such(prenominal) constraints (factors) include The size of the organization. How the firm adapts itself to its environment. Differences among resources and operations activities. Assumptions of wishrs almost employees. Strategies. Technologies being used. Contingency speculation on the organization 1. There is no universal way or one best way to manage an organization. 2. The design of an organization and its subsystems must fit with the environment . 3. Effective organizations not only concur a graceful fit with the environment, but also between its subsystems. Contingency guess of drawship In the Contingency surmisal of leadership, the success of the leader is a function of various factors in the form of subordinate, task, and/or base variables.The authorisation of a disposed(p) pattern of leader behavior is contingent upon the demands oblige by the situation. These theories separate out using opposite styles of leadership appropriate to the postulate created by different organizational situations. Some of these theories are Contingency system (Fiedler) Fiedlers theory is the earliest and most extensively researched. Fiedlers approach departs from trait and behavioral models by asseverate that group performance is contingent on the leaders psychological orientation and on three contextual variables group atmosphere, task structure, and leaders index position.This theory explains that group performance is a e xpiry of interaction of devil factors. These factors are cognise as leadership style and situational favorableness. In Fiedlers model, leadership effectiveness is the result of interaction between the style of the leader and the characteristics of the environment in which the leader works. Situational Theory(Hersey & Blanchard). This theory is an extension of Blake and Moutons Managerial grid Model, and Reddins 3-D attention style theory. This model expanded the notion of kindred and task dimensions to leadership, and a readiness dimension was added. Leadership Pipeline(Drotter) Contingency Theory for dicision making Vroom and YettonsDecision Participation Contingency Theoryor theprescriptive Decision Theory According to this model, the effectiveness of a decision process depends upon a number of aspects of the situation The importance of the decision quality and acceptance. The centre of relevant information possessed by the leader and subordinates. The likelihood that su bordinates pull up stakes accept an autocratic decision, or the likelihood that subordinates volition cooperate to invent a good decision if they may participate. The enumerate of disagreement among subordinates with esteem to their alternatives. Contingency Theory& situational theory Contingency Theory is similar to situational theory in that there is an assumption of no truthful way that is continuously right. The main difference is that situational theory focuses more on the behaviors which the leader should use. habituated situational factors (often about(predicate) follower behavior). Whereas Contingency Theory takes a broader view, which includes contingent factors about leader capability, but also includes other variables at heart the situationContingency TheoryContingency Theory Contingency Theory is a class of behavioral theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. An organizational / leadership / decision making style that is effective in somesituations, may be not successful in other situations. In other words The optimal organization / leadership / decision-making styledependsupon variousinternal and external constraints(factors). Contingency Theory factors Some examples of such constraints (factors) include The size of the organization. How the firm adapts itself to its environment. Differences among resources and operations activities. Assumptions of managers about employees. Strategies. Technologies being used. Contingency Theory on the organization 1. There is no universal way or one best way to manage an organization. 2. The design of an organization and its subsystems must fit with the environment. 3. Effective organizations not only have a proper fit with the environment, but also between its subsystems. Contingency Theory of leadership In the Contingency Theory of leadership, the success of the leader is a function of various factors in the form of subordinat e, task, and/or group variables.The effectiveness of a given pattern of leader behavior is contingent upon the demands imposed by the situation. These theories stress using different styles of leadership appropriate to the needs created by different organizational situations. Some of these theories are Contingency Theory (Fiedler) Fiedlers theory is the earliest and most extensively researched. Fiedlers approach departs from trait and behavioral models by asserting that group performance is contingent on the leaders psychological orientation and on three contextual variables group atmosphere, task structure, and leaders power position.This theory explains that group performance is a result of interaction of two factors. These factors are known as leadership style and situational favorableness. In Fiedlers model, leadership effectiveness is the result of interaction between the style of the leader and the characteristics of the environment in which the leader works. Situational The ory(Hersey & Blanchard). This theory is an extension of Blake and Moutons Managerial Grid Model, and Reddins 3-D management style theory. This model expanded the notion of relationship and task dimensions to leadership, and a readiness dimension was added. Leadership Pipeline(Drotter) Contingency Theory for dicision making Vroom and YettonsDecision Participation Contingency Theoryor theNormative Decision Theory According to this model, the effectiveness of a decision procedure depends upon a number of aspects of the situation The importance of the decision quality and acceptance. The amount of relevant information possessed by the leader and subordinates. The likelihood that subordinates will accept an autocratic decision, or the likelihood that subordinates will cooperate to make a good decision if they may participate. The amount of disagreement among subordinates with respect to their alternatives. Contingency Theory& situational theory Contingency Theory is similar to situati onal theory in that there is an assumption of no simple way that is always right. The main difference is that situational theory focuses more on the behaviors which the leader should use. Given situational factors (often about follower behavior). Whereas Contingency Theory takes a broader view, which includes contingent factors about leader capability, but also includes other variables within the situation