Digital Marketing Management & Contingency Theory
Contingency Theory has described organizational design as bound by internal and external constraints, which may include leadership style, organizational forma, organization size, and capacity for adaptation. Contingency theory has suggested that there is no universally ideal way in which to organize corporations or decision-making processes, because each unique event requires a unique and innovative approach to problem-solving.
Therefore, organizations interested in developing a digital marketing strategy in Washington, DC must be capable of adapting to create internal and external congruence within systems and sub-systems; Leadership must be responsive to the variability of group dynamics within sub-systems (Fred Fieldler), and Decision-making must be reviewed for decision quality vs. acceptance, information availability to leaders and sub-ordinates vs. lack of information, and the degree of disagreement between sub-ordinates with regard to the potential paths forward.
Digital Marketing Agencies & "The Lewis Model"
Linear-active digital marketing directors may place a high value upon logic, technical details, and reason as a means by which to arrive at a decision, rather than emotion and sentiment (Germans, British, Americans, Australians).
Multi-active digital marketing directors may prefer the development of strong personal relationships are critical for persuasion and the achievement of objectives (South American, Middle-Eastern, African)
Reactive digital marketing directors may prefer to work with knowledge, patience, and introverted influence in order to create synchronous collaboration among members of an organization. Modesty and courtesy are therefore of utmost importance to individuals with this leadership style (Asian).
U.S. Management Styles
Management styles within digital marketing agencies in the U.S. and Washington, DC tend toward individualism, where executives and managers are responsible for strategic decision-making, even when open forums are used in order to acquire input from sub-ordinates. Management styles may include strategic-visionary and organizational/operations, which are best linked with the CEO and COO, respectively.
Chinese Management Styles
The Chinese culture is linked with Confucianism, wherein all relationships are intrinsically unequal, and seniority rules the social group. Therefore, Western civilizations that do not strictly adhere to the hierarchy of seniority leadership are regarded as disorganized according to the natural order of power. A Chinese digital marketing agency's management style may tend toward the directive command-and-control format. Therefore, subordinates in digital marketing agencies are expected to unquestioningly implement the orders of their senior managers. Questioning the decision of a senior would cause loss-of-face for those involved. Moreover, managers typically assume a paternal role, which commands loyalty and strict obedience. Therefore, the digital marketing manager must reciprocate through considering the interest in the well-being of their colleagues.
Netherlands Management Styles
The Netherlands management style focuses upon an egalitarian and team-oriented approach to digital marketing organizational development, where the executive manager may not appear to be directive. Rather, working through problems and arriving at solutions through team work is critical. This is similar to the management style of South America, but the family element is not strongly emphasized in DC or otherwise. The Netherlands management style is therefore one of collegiality and equality with an emphasis upon team-work in digital marketing agencies. The manager may even appear to be treated with disrespect when observed by an individual with a linear-active, reactive, or command-and-control style of leadership, because they are not assigned any particular sense of inherited authority as a result of their role within the organization.
South American Management Styles
South American management styles in Washington, DC digital marketing agencies tend to focus upon senior leadership as paternal figures who must care for their organization's staff as they would care for a family. Employees expect to be treated with kindness and respect, and they may elect to create work-groups and committees rather than create a command-and-control culture. Therefore, the supervisor is expected to assume the role of a leader without necessarily appearing that they are unilaterally directing the group. Rather, they must appear to be a team player that contributes as an equal with respect for his or her colleagues.