CONTINGENCY VIEWPOINT SUMMARY

The contingency viewpoint came about when managers realized that they did not have to rely on one method to produce phenomenal results. It came, as a result, to step away from the classical viewpoint that stresses one way of getting things done. Management is faced with multiple challenges sometimes daily. Since some cases are different, managers became empowered to utilize new approaches. This approach gives them the ability to assess individual cases and then decide on the best method to implement. This approach offers many benefits, but managers can use small or large incentives to boost productivity and build rapport. This concept is very rewarding because it allows managers to think on their feet, and be flexible and less rigid. It gives him or her the opportunity to assess the various environments and make subsequent decisions. The decisions they make will be unique to them. It adds to the manager’s personality and breaks up the monotony. It warrants the manager to be a little more creative and less predictable. As a result, managers did not have to use the money to push productivity. They could try other ways to get their employees to get more done. Gary Hamel is a big supporter of this viewpoint. He believes that management should not solely rely on archaic tools to solve present problems when organizations are faced with new challenges to stay relevant and successful (Hamel, p. 59). This view consists of two primary benefits: small and large incentives. The two benefits it entails allow even newly formed businesses that are trying to stay afloat to think outside of the box to motivate employees, and it does not have to be through money. Managers can reward employees by doing small things. For example, they could take employees out to the movies. Taking employees out can be a great inspiration that will send a great message to the employees. Management can even take their staff out on small trips. Small things like this show that management cares and it speaks volumes to staff. Taking employees out of the office, outside of regular work hours, can allow management to learn more about their team to build a nearly impeccable rapport. This behavior will propel everyone to work harder and produce more results without constant monitoring. Managers can learn at least one thing about an individual staff and use it to motivate them. This helps everyone to bond better, and it makes working together easier because you get to learn something more about each other. If management has more resources to reward and treat their workers on a bigger scale, they should do so wisely. So bottom line this strategy encourages managers to take advantage of multiple ideas to motivate and inspire their workers to increase production regardless of the circumstance.