Accounting technicians scheme west africa
Limitations of the Systems Theory
Download 3.37 Mb. View original pdf
|
| 2.19.6 Limitations of the Systems Theory (a) Critics consider the systems approach to be abstract and not very practical. Talking about inputs, transactions, and outputs is not how managers discuss problems, make decisions, and face reality. b) Systems thinking is heavily managerial in conception hence, its underemphasis of such realities as the conflict in social relations in the workplace — with particular reference to trade unionism, and labour management relations. c) The systems approach is tautological in that the concept of function cannot be given any substantive content. d) Organisational systems consist of and are run by people. Accordingly, interpersonal relations might be more important than particular input/output structures and organisational forms, which in any case are subject to human control. 94 2.20 Contingency theory Contingency Theory is the view that appropriate managerial action depends on the particular parameters of each situation. This approach is in marked contrast to the earliest universal approach stemming from the classical management school which suggested that there was one, and only one, best decision for managers to make which applied in all cases and to all organization, big or little, for profit, or not-for-profit, etc. The generalized corollary to the universal approach is that the secret to successful managing was just to keep looking until that one best solution was found it all depends, would be the slogan of contingency theory. The contingency approach applies particularly well in such areas as environmental factors, strategy, organizational design, technology, and leadership. 2.20.1 Contingency or Situational Approach to Management Another important approach which has arisen because of the inadequacy of the Quantitative, Behavioural and System Approach to management is the Contingency Approach. Pigors and Myers propagated this approach in 1950. Other contributors include Joan Woodward, Tom Burns, G.W.Stalker, Paul Lawrence, Jay Lorsch and James Thompson. a) They analyzed the relationship between organization and environment. They concluded that managers must keep the functioning of an organization in harmony with the needs of its members and the external forces. b) Management is situational and lies in identifying the important variables in a situation. c) The basic theme of contingency approach is that organizations have to cope with different situations indifferent ways. There cannot be particular management action which will be suitable for all situations. d) The management must keep the functioning of an organization in harmony with the needs of its members and the external forces. e) According to Kast and Rosenzweig, The contingency view seeks to understand the interrelationships within and among subsystem as well as between the organization and its environment and to define patterns of relationships or configurations of variables. f) Contingency views are ultimately directed towards suggesting organizational designs and managerial actions most appropriate for specific situations. Download 3.37 Mb. Share with your friends:
|