... to Contingency
Arif ur Rehman, Professor, Pakistan, Member
@Tse Pak Hoi Isaac (Dr.)
: The situational approach (Selznick, 1949; Burns and Stalker, 1961; Woodward, 1965; Lawrence and Lorsch, 1967) holds there is no universal guideline appropriate for all situations. While organizational systems are environmentally connected, the contingency approach (Hellriegel and Slocum, 1973) suggests different situations require dissimilar organizational relationships for effectiveness, taking stock of various corporate and societal disorders.
Goal setting becomes an essentially important tool. Locke (1968) and Sherwin (1976) hold the control mechanism helps HRM achieve corporate and individual performance via MBO. As an organization meets the environmental 3 C’s (complexity, challenge and change), creating differentiation of units, their integration is needed for broad strategic objectives.
The contingency provides an anchor through unity of command, scalar and responsibility principles; deciding on decision making level(s) then is easy.