Contingency Factor
Contingency:
2012:
Using the concept of strategic choice,evaluate the contribution made by structural contingency researchers to our understanding of management and organisation design.
2011:
Using the concept of strategic choice,evaluate the contribution made by structural contingency researchers to our understanding of management and organisation design.
2010:
Drawing on empirical studies, critically examine how contingency theory explains the ways in which an organisation’s technical- economic environment influences its internal structure.
2009:
In his critique of structural contingency theory, Child (1972)used the concept of strategic choice to show that organizational structures are not directly 'caused' by contingency factors, but are always mediated by the decisions of senior managers. Explore the idea of strategic choice and assess the ways in which changes or adapts the contingency-theoretical explanation of organizational structures.
Hawthorne:
2012,2009:
By examining the process and findings of the Hawthorne Studies, consider the ways in which they have helped our understanding of contemporary management.
2011:
Explain why the Hawthorne Studies have been so influential in industrial social science, despite the fact that they are so deeply flawed.
2010:
Explore and assess the argument that the principles and practices of modern management are founded to a high degree on human relations thinking and, ultimately, on the findings of Hawthorne Studies.
Hofstede's:
2012:
Despite its influence on management thinking,Hofstede’research on national culture has been strongly criticised both theoretically and methodologically. Taking into account the points raised by its critics, evaluate the importance of Hofstede’s work to students of modern management.
2010:
Critically evaluate Hofstede’s comparative approach to the study of national culture and management.
Conflict:
2012:
Examine the main sources of conflict in
2012:
Using the concept of strategic choice,evaluate the contribution made by structural contingency researchers to our understanding of management and organisation design.
2011:
Using the concept of strategic choice,evaluate the contribution made by structural contingency researchers to our understanding of management and organisation design.
2010:
Drawing on empirical studies, critically examine how contingency theory explains the ways in which an organisation’s technical- economic environment influences its internal structure.
2009:
In his critique of structural contingency theory, Child (1972)used the concept of strategic choice to show that organizational structures are not directly 'caused' by contingency factors, but are always mediated by the decisions of senior managers. Explore the idea of strategic choice and assess the ways in which changes or adapts the contingency-theoretical explanation of organizational structures.
Hawthorne:
2012,2009:
By examining the process and findings of the Hawthorne Studies, consider the ways in which they have helped our understanding of contemporary management.
2011:
Explain why the Hawthorne Studies have been so influential in industrial social science, despite the fact that they are so deeply flawed.
2010:
Explore and assess the argument that the principles and practices of modern management are founded to a high degree on human relations thinking and, ultimately, on the findings of Hawthorne Studies.
Hofstede's:
2012:
Despite its influence on management thinking,Hofstede’research on national culture has been strongly criticised both theoretically and methodologically. Taking into account the points raised by its critics, evaluate the importance of Hofstede’s work to students of modern management.
2010:
Critically evaluate Hofstede’s comparative approach to the study of national culture and management.
Conflict:
2012:
Examine the main sources of conflict in