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#👨🏫️स्किल डेवलपमेंट👔
#📚एजुकेशनल ज्ञान📝
#🧠 रीजनिंग नॉलेज😎
#📚एजुकेशन टिप्स & ट्रिक्स✍
#🚨UPSC Exams📚
16
12
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![👨🏫️स्किल डेवलपमेंट👔 - UNDERSTANDING CONTINGENCY THEORY IN MANAGEMENT NO ONE-SIZE-FITS-ALL APPROACH KEY IDEA: MANAGEMENT DEPENDS ON THE SITUATION MATCHING LEADERSHIP TO THE CONTEXT INTERNAL & EXTERNAL FACTORS (CONTINGENCIES) 4. ORGANIZATIONAL १. TASK 2. LEADER MEMBER 3. LEADER POSITION ENVIRONMENT STRUCTURE RELATIONS POWER (STABLE vs UNSTABLE) PRACTICAL EXAMPLE: MANAGING DIFFERENT TEAMS SCENARIO A: SCENARIO B: STRUCTURED & PREDICTABLE DYNAMIC & UNPREDICTABLE (eg٠, CREATIVE AGENCY) eg, MANUFACTURING LINE) FAVORABLE SITUATION > UNFAVORABLE or DYNAMIC SITUATION DIRECTIVE, TASK-ORIENTED SUPPORTIVE RELATIONSHIP-ORIENTED LEADERSHIP WORKS BEST LEADERSHIP WORKS BEST THE GOAL: EFFECTIVENESS] & SUCCESS UNDERSTANDING CONTINGENCY THEORY IN MANAGEMENT NO ONE-SIZE-FITS-ALL APPROACH KEY IDEA: MANAGEMENT DEPENDS ON THE SITUATION MATCHING LEADERSHIP TO THE CONTEXT INTERNAL & EXTERNAL FACTORS (CONTINGENCIES) 4. ORGANIZATIONAL १. TASK 2. LEADER MEMBER 3. LEADER POSITION ENVIRONMENT STRUCTURE RELATIONS POWER (STABLE vs UNSTABLE) PRACTICAL EXAMPLE: MANAGING DIFFERENT TEAMS SCENARIO A: SCENARIO B: STRUCTURED & PREDICTABLE DYNAMIC & UNPREDICTABLE (eg٠, CREATIVE AGENCY) eg, MANUFACTURING LINE) FAVORABLE SITUATION > UNFAVORABLE or DYNAMIC SITUATION DIRECTIVE, TASK-ORIENTED SUPPORTIVE RELATIONSHIP-ORIENTED LEADERSHIP WORKS BEST LEADERSHIP WORKS BEST THE GOAL: EFFECTIVENESS] & SUCCESS - ShareChat](https://cdn4.sharechat.com/bd5223f_s1w/compressed_gm_40_img_810429_3a42bc4_1778143807703_sc.jpg?tenant=sc&referrer=pwa-sharechat-service&f=703_sc.jpg "👨🏫️स्किल डेवलपमेंट👔 - UNDERSTANDING CONTINGENCY THEORY IN MANAGEMENT NO ONE-SIZE-FITS-ALL APPROACH KEY IDEA: MANAGEMENT DEPENDS ON THE SITUATION MATCHING LEADERSHIP TO THE CONTEXT INTERNAL & EXTERNAL FACTORS (CONTINGENCIES) 4. ORGANIZATIONAL १. TASK 2. LEADER MEMBER 3. LEADER POSITION ENVIRONMENT STRUCTURE RELATIONS POWER (STABLE vs UNSTABLE) PRACTICAL EXAMPLE: MANAGING DIFFERENT TEAMS SCENARIO A: SCENARIO B: STRUCTURED & PREDICTABLE DYNAMIC & UNPREDICTABLE (eg٠, CREATIVE AGENCY) eg, MANUFACTURING LINE) FAVORABLE SITUATION > UNFAVORABLE or DYNAMIC SITUATION DIRECTIVE, TASK-ORIENTED SUPPORTIVE RELATIONSHIP-ORIENTED LEADERSHIP WORKS BEST LEADERSHIP WORKS BEST THE GOAL: EFFECTIVENESS] & SUCCESS UNDERSTANDING CONTINGENCY THEORY IN MANAGEMENT NO ONE-SIZE-FITS-ALL APPROACH KEY IDEA: MANAGEMENT DEPENDS ON THE SITUATION MATCHING LEADERSHIP TO THE CONTEXT INTERNAL & EXTERNAL FACTORS (CONTINGENCIES) 4. ORGANIZATIONAL १. TASK 2. LEADER MEMBER 3. LEADER POSITION ENVIRONMENT STRUCTURE RELATIONS POWER (STABLE vs UNSTABLE) PRACTICAL EXAMPLE: MANAGING DIFFERENT TEAMS SCENARIO A: SCENARIO B: STRUCTURED & PREDICTABLE DYNAMIC & UNPREDICTABLE (eg٠, CREATIVE AGENCY) eg, MANUFACTURING LINE) FAVORABLE SITUATION > UNFAVORABLE or DYNAMIC SITUATION DIRECTIVE, TASK-ORIENTED SUPPORTIVE RELATIONSHIP-ORIENTED LEADERSHIP WORKS BEST LEADERSHIP WORKS BEST THE GOAL: EFFECTIVENESS] & SUCCESS - ShareChat")