Research Paper on:
Organizational Design, Management Knowledge, and the Contributions of Contingency Thinking

Unformatted Sample Text from the Research Paper:
place. Any strategy formulated will take into consideration some of the changes and seek to manage the organisations response to these changes. The events of September the 11th where one  example of a sudden impact to the environment of the business world. The human loss was horrific, however there were also many other impacts, such as the loss of huge  resources, including the employees, loss of systems and loss of information. This was an example of how important contingency thinking can be and the way in which it adds knowledge  to management and organisational structure understanding. This knowledge is reflected in the emergence of new models and tools. The impact of contingency thinking is not only in terms of  the way that strategies are formed, but also on the practical organisational structure of a company. Contingency thinking may be seen as the next step is systems thinking and  a logical progression. From this and the way that disasters can hit in different ways it becomes apparent why there are changing organisational structures with the need for internal flexibility  and the danger of having key individuals or single systems without whom a project or a company can fail. Contingency thinking is the ability to consider the way things may  be different and then to look at the way this will impact on the company and then solver the problem proactively with the way strategies are formed, and also the  way the company is structured and organised. One good example of the way that contingency thinking changed a company can be seen in a very early case of Shell.  Shell is the third largest oil company in the world (Davis, 2000). The globalisation of Shell can be argued to have started in earnest