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Essay / Research Paper Abstract
This 10 page essay discusses specific issues within the entitle field of study. Those issues include: contingency approaches, specifically situational theory, process and content models of motivation (Maslow and Skinner), participatory decision making and effective teams. Bibliography lists 15 sources.
Page Count:
10 pages (~225 words per page)
File: MM12_PGobod4.RTF
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in the marketplace as well as in the workplace requires managers to make decisions in an ever-changing environment. One model of decision making that could be employed is referred to
as the contingency model. This model, however, is not just one model but rather, it is a set of models. de Jonge (2007) explains: 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 some situations, may be not successful in other situations. One model of contingency or situational leadership that is cited often is that from Hersey and
Blanchard. Two of the theories that may have influenced Hersey and Blanchard were Black and Moutons Management Style Grid and Reddins 3-D Management Style Theory. Blake and Moutons grid considered
how managers respond in certain situations, i.e., were they task-oriented or relationship-oriented. There were five specific orientations possible ranging from low-task/low-people to high-task/high-people. Reddin offered a 3D model based on
Blake and Mouton added a third dimension with four styles identified. Hersey and Blanchard (1996) point out both these other models were emphasized attitude, such as the degree
of concern for completing the task versus the degree of concern for people and relationships. Hersey and Blanchard (1996) argued that "all managers should be concerned about both production and
people. But that concerned attitude can be expressed in different leadership styles, depending on the situation" (p. 42). They offered an alternative, the Life-Cycle Theory of Leadership, which later was
renamed situational. This model suggests the leaders behavior must be chosen based on the followers level of maturity in terms of both experience and knowledge and motivation or commitment (Hersey
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