The document discusses the application of contingency or situational theory in management, questioning whether a manager should adapt their management style or modify situational variables such as leader-member relations, task structure, and position power. It defines key concepts like leader-member relations, which pertains to employee cooperation, task structure concerning the ease of standardizing tasks, and position power related to the manager's authority. The exploration emphasizes the importance of these variables in effective management practices.

1. Using Contingency or Situational Theory as a model, discuss if it is reasonable for a manager to:
1. Change his/her management style
OR
2. Change the situational variables such as leader-member relations, task structure and/or
position power (defined below)
Leader-member relations: Is the cooperation between you and your employees good or bad?
Task structure: Certain tasks are easy to structure, standardize and assess, such as the operation
of an assembly line.
Position power: Does the manager derive his authority from such things as providing bonuses for
meeting sales goals or terminating employees for failure to meet the goals?