Comprehensive Overview of Management Principles and Theories

This essay provides a comprehensive overview of key management principles and organizational theories. It begins by examining the development of organizational theories in the 20th century, focusing on classical and scientific management theories, as well as Fayol's 14 principles. The essay then delves into the concepts of effectiveness and efficiency, highlighting their importance in organizational performance. Furthermore, it discusses training and development, emphasizing the role of evaluation in assessing the impact of training programs. The analysis extends to organizational culture, exploring its influence on employee behavior and strategies for sustaining a diverse workforce. Finally, the essay examines Henri Mintzberg's Configuration theory, illustrating how companies can achieve consistent development and global recognition by adopting different organizational structures. The essay uses examples such as McDonald's to demonstrate the practical application of these theories.

Running Head: MANAGEMENT PRINCIPLES
Management Principles
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1MANAGEMENT PRINCIPLES
1.-
The idea of developing organizational theories started just after the commencement of the
20th century. The expansion of global empire and industrialization made the theorists to realize
the need of a profound organizational theory. The inception as well as induction of ‘Strategic
Human Resource Management’ and ‘Participative Management’ dates back to 1920 (Jones
2013). There are some renowned organizational as well as management theories that dealt with
the structural analysis of an organization. With the advent of new technology that appeared in
19th century, the productive outlook of the industrial world changed drastically. The usage of
advanced technology led a change in productive output of an industry.
The qualitative as well as quantitative changes brought by the advanced technology
changed the organizational outlook ‘The Classical Management theory’ is often considered as
the early modern theory. In this theory the very first concept of ideal manager was theorized.
Instead of upgrading the machineries, a manager insisted upon the increase in employee
efficiency. Another pertinent early management theory is ‘Scientific Management Theory’
developed by inventor Frederick Taylor This theory depicts that scientifically trained employees
can help in increasing gross productive output (McKenzie and Woodruff 2013). In simple word
it can be said that this theory implemented the scientific approach to increase the productive
output in most cost effective way. One of the most important theories of that time was
developed by Henri Fayol . This theory is widely known as Fayol’s14 principles of management.
This theory critically shades light on the administrative approach of an organization. This 14
principles emphasized on the employee efficiency through which a collaborative target can be

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achieved. Through his principles Fayol succeeded in delivering the most aptly prescribed way in
which the target can be achieved.

3MANAGEMENT PRINCIPLES
2.-
The term ‘Effectiveness’ derived from the Latin word ‘Effectivus’ which means creative
or productive. The usage of the word ‘Effectiveness’ from an organization’s perspective refers to
the individual or collective approach or contribution to the organization in most effective way.
There is a subtle connection between the productive output and the term ‘Effectiveness’ from an
organization’s perspective. ‘Effectiveness’ refers to the nearness or close proximity of a result
compared to the pre-determined target. Simply it can be said that effectiveness is a long run
process through which the organization can assess the potency of an entity. According to Lon
Roberts, Effectiveness can be defined as “How well a process actually accomplishes its intended
purpose, here again from the customer’s point of view (Cameron 2015).” An example of
effectiveness in an organization can be a potential manager, who can be accredited as the leader
of that said organization.
The term ‘Efficiency’, from an organizational perspective refers to the productive output
of an individual or a workgroup in an existing organizational structure (Neumann, Cohen and
Weinstein 2014). Efficiency refers to the ability to produce the maximum output with qualitative
values in a given period of time. Another aspect of efficiency is that it has a subtle connection to
the gross cost of an organization. Efficiency means maximizing the gross productive output with
least used time, raw materials, and effort. According to Lon Roberts, “Efficiency refers to the
degree of economy with which the process consumes resources especially time and money.” An
example of efficient employee can be seen in several MNC’s where there are people who are
assigned to accomplish a task within a given period of time with zero error.

4MANAGEMENT PRINCIPLES
3.-
The term “Training and Development” refers to one of the salient features of a
competitive corporate organization. It can be said in simplified words that ‘Training and
Development’ is one of the pertinent strategies adopted by a company to run its productive
output successfully. Although even after going through rigorous training, often it can be
observed that a company has failed to assess the qualitative output of its employee. Training as a
knowledge process helps an employee to enhance is performance, and helps him or her to bring
change in attitude (Zepeda 2013). An example of training and development process can be
OJT or On Job Training.
Evaluation is the process through which an organization or any structural body assesses
the productive outcome of a particular training. Trainings are planned to create an impact on an
organization in most effective way, however often it can be seen that all the efforts put into
accord turns into futile venture. Evaluation of employment training program often helps an
organization to understand the relevance, effectiveness and the impact of the trainings.
Evaluation of trainings can be of two types, Formative and Summative evaluation (McKenzie
and Woodruff 2013). The training and development process or the evaluation of the
aforementioned helps an organization to determine its further discourse. A more generic view of
training evaluation can be regarded as a brief primitive plan to upgrade the discourse of an
organization. It can be assumed that the growth of an organization in every aspect depends on the
qualitative and quantitative efficiency of its employee. Evaluation of training and development
helps an organization to understand the exact scenario in lower level.

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4. –
The term ‘Organizational Culture’ refers to the philosophy that works as a structural
backbone of an organization. This also includes the expectations and the innovative ideas derived
from the previous experience gained by the company. The term ‘Organizational Culture’ also
encompasses of effective values, organizational values that are reflected in an employee’s
approach to the organization (Alvesson and Sveningsson 2015). The behavioral approach to the
organization by an individual is often influenced by the organizational culture. The term
‘Culture’ always incorporates the idea of collective attributions. The idea of ‘Organizational
Culture’ consists of set formulae to run a company. In simplified way it can be said that
‘Organizational Culture’ implements the idea of amalgamating the multi-dimensional workforce
with various different ethnicity and culture. Comprises of different approach to diverse
workforce, the aim of the ‘Organizational Culture’ is to create a synchronized discourse of
productive output that can create an impact in most effective way.
To sustain and manage organizational culture an organization can adopt various
measures. To sustain this immense diversity an organization can opt for the recognition of the
various traits and characteristics of various class, and ethnicity. The company should engage
employees from every structural level to intervene in this process. Their opinion should be opted
as a step to recognize the different character traits (Turner 2014).There should be a management
action plan that will enhance on the character traits that will eventually create a positive impact
in most effective way. This plan should incorporate the collective idea of organizational value

6MANAGEMENT PRINCIPLES
and should imply counteractive measures to rectify the traits that might hinder the company’s
growth.
5.-
Henri Mintzberg’s Configuration theory, widely known as ‘Structures in Fives’ describes
how a company should adopt for an internal consistent development process, through which the
company will grow in most effective way. According to Mintzberg, a company should have a
synchronized operational process which will eventually link between the contingency factors like
the size of the farm, technical support system to the congruency hypothesis like Organizational
structure (Mintzberg 2017). According to Mindzberg, organization according to their structures
can be of five types.
The global fast food chains by adopting these configurations achieved global
acclamation. Instances like MacDonald’s has proved to be chiefly gainer of these configurations.
At the initial stage Macdonald’s used to have a simplified configuration, where the owners were
managing their business, employees through direct supervision. But as they expanded, the initial
direct supervision was replaced with Machine Bureaucracy (Fernandes and Silva 2015). With
every stage of progress Macdonald’s gradually adopted the models developed by Mindzberg, and
by doing so, Macdonald’s has succeeded in becoming a global brand. The positive aspect of
Mindzberg model is that it provides us with theories that can be adopted in any circumstances.
The overall and generic idea of the organizational structure has helped the entrepreneurs to
understand the development process.

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Reference List:
Alvesson, M. and Sveningsson, S., 2015. Changing organizational culture: Cultural change
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Cameron, K., 2015. Organizational effectiveness. Wiley Encyclopedia of Management, pp.1-4.
Fernandes, C. and da Silva, A., 2015. Integration of strategy and leadership: an
introduction. Fernandes, C., & Silva, A (2015). Integration of Strategy and Leadership:
An Introduction. Iberoamerican Journal of Strategic Management (IJSM), 14(4), pp.63-
77.
Jones, G.R., 2013. Organizational theory, design, and change. Upper Saddle River, NJ: Pearson,
McKenzie, D. and Woodruff, C., 2013. What are we learning from business training and
entrepreneurship evaluations around the developing world? The World Bank Research
Observer, 29(1), pp.48-82.
Mintzberg, H., 2017. Developing theory about the development of theory. In Handbook of
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Neumann, P.J., Cohen, J.T. and Weinstein, M.C., 2014. Updating cost-effectiveness—the
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Turner, B.A. ed., 2014. Organizational symbolism (Vol. 19). Walter de Gruyter GmbH & Co
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Zepeda, S.J., 2013. Professional development: What works. Routledge.