Analysis of Management Theories

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Management theory can be traced back hundreds of years. It seems to have started at the beginning of the nineteenth century together with the emergence of industrial revolution. There are four main areas that management theories tend to follow. These basic theories can be classified as Classic, Human Relations, System and Contingency. Most recently, the contingency theory has become popular (Mullins, 1999).

The contingency theory is similar to situational theory in making the assumption that there is no answer to management. No simple or correct way in every situation. The situational theory is focused on the leader’s behaviors with given situational factors (ChangingMinds.Org, 2010). The contingency theory takes a wide view including contingent factors about leader capability and the situation

Contingency theories also contend that a leadership style that is effective in some situations may not be successful in others. In other words, the optimal leadership style is contingent upon various internal and external constraints. These constraints may include: the size of the firm, how it adapts to its situation, differences among resources and operations activities, managerial assumptions about employees, strategies, technologies used.

Contingency theory of leadership

The function of various contingencies in the form of subordinate, the success of the leader is, task, and group variables. The effectiveness of a given pattern of leader behavior can be dependent upon demands imposed by the situation. Different organizational situations can necessitate these theories might be appropriate. No one contingency theory has emerged as a universally accepted style.

Fiedler’s contingency theory

The earliest and most extensively research...

... middle of paper ...

...ng Limited.

Retrieved July 3th, 2010, from

http://changingminds.org/disciplines/leadership/theories/contingency_theory.htm

Johnson, L., & Phillips, B. (2003). Absolute Honesty: Building a Corporate Culture That Values

Straight Talk and Rewards Integrity. New York: AMACOM. Retrieved July 3th, 2010, from http://www.questia.com/PM.qst?a=o&d=113716534

Mullins, L.J, (1999). Management and organizational behavior, 5th Edition, Pitman

Publishing, London. Retrieved July 3th, 2010, from www.swin.edu.au/lib/infogate/management.htm

Thomas, M. A. (2005). Gurus on Leadership. London: Thorogood. Retrieved July 3th, 2010,

from http://www.questia.com/PM.qst?a=o&d=110179612

Value BasedManagement.net. (2010). Influences of constraints on organizations; Contingency

Theory. Retrieved July 3th, 2010, from

http://www.valuebasedmanagement.net/methods_contingency_theory.html

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