Contingency Theory in Practice, II

Abstract

In part I of this paper a case study was considered in which I described my use of contingency analysis to solve a problem of organisation design. It was argued that the account underplayed the character of the organisation as a political system and, in consequence, failed to treat the political character of the relationship between the consultant and members of the organisation. What was presented as a rational design solution was, therefore, not so. It was influential more for its pragmatic value in suggesting a form of organisation which fitted the managing director's preferences.

Citation

Hendry, C. (1980), "Contingency Theory in Practice, II", Personnel Review, Vol. 9 No. 1, pp. 5-11. https://doi.org/10.1108/eb055398