Organisational Dynamics and Culture of Mcdonalds

Organisational Dynamics and Culture of Mcdonalds McDonalds is spread across 31,000 restaurants all over the world and serves over 52 million people in about 119 countries each day. The company can be proclaimed as the worlds largest food retailer.  The work culture of McDonalds very much depends upon the manager. The managers do not try and put any vertical barriers between themselves and their employees. They display real concern for the emotions and well being of their employees. McDonalds corporate management focuses on training and leadership which is permeated at all levels through Hamburger University. On the university website, they quote McDonalds founder Ray Krocs ideology which is training-oriented: If we are going to go anywhere, weve got to have talent. And, Im going to put my money in talent. This shows that McDonalds considers its crew members as elements that cannot be replaced. Because training is not limited to just the top-level executives, McDonalds is able to ensure that its culture is spread at all levels and reinforced through education and promote that employees still remain important to the organization. Ravi Sharma, restaurant manager at McDonalds outlet in New Delhi concurs At McDonalds, the work operations are such that Ive been exposed to different aspects of business including finance and leading teams. This is one place where one can get complete orientation and training to lead and develop the organization. McDonalds offers different shift schedules so that everyone can achieve a good balance between their work and their personal lives. Some individuals want to work fulltime while some are part-time workers who have to fulfill some social obligations as well. The job being a low-skilled one, another employee can always step in to fill for a part-timer.  This provides a feeling of empowerment to the employees who can always adjust and allows for mutual trust to develop between manager and the employees on the basis of respect for each other. Saurabh Mishra, also a McDonalds restaurant manager at Lucknow agrees Such flexible schedules as well as wages which are competitively benchmarked, superior management training and other opportunities, such benefits help us believe that we are a valued part of our team. The success of McDonalds is based on a simplistic yet very effective formula which involves standardizing the service to the smallest detail, maintaining strict control on the quality of service and developing cost efficiencies by employing cheap, young, unskilled labour who is supervised by managers. The business grows by involving franchisees and entrepreneurs who really look forward to be associated with the brand. McDonalds is characterized by the importance of the system over the individual and breaking down the work into simplistic steps. As an assistant manager at one of the restaurants of McDonalds adds Little do people know that not just the management but even crew members require some talent. I see it everyday in my store and I feel proud at working with such people -the speed, planning of things, solving problems, taking care of hospitality, teamwork, and most importantly, a positive attitude In most organizations, norms do not result due to sharing of values among the members of the organisation; rather the rules and practices of the organization play a much bigger role in defining the culture thus, making both values and practices as the determinants of the culture and norms. With franchisees spread wide and far across the globe, the core values of McDonalds Quality, Service, Convenience and Value are inculcated deeply into managers who are trained at the Hamburger University, so that uniformity can be maintained all around. In performance of each task right from making eye contact to how to smile during transactions, a standard is maintained by the counter staff. Thus, in a system of command and control which is increasingly centralized, culture is characterized as an entity with limits but with definite identity and mannerisms. McDonalds approach is universal when taken in a context where standardization and integration are treated as foundations of the business. It is a methodical approach to doing business where emphasis on established practices and standards is important for smooth operations. This approach, which is somewhat bureaucratic, makes the employees behave in a certain manner during their work hours due to the influence of organizational practices which are under strong control. With their jobs being quite regulated, even employees who do not find favour with such tightly controlled work, adhere to these norms. This match between the ideas of the employee and the business is what acts as a cornerstone of success for McDonalds. VALUES AND PRINCIPLES OF MCDONALDS The core values McDonalds live by McDonalds, worldwide stands for Q,S,C and V i.e. Quality, Service, Cleanliness and Value which translates into providing customers high-quality products which are served pleasantly in a clean environment and at an affordable price McDonalds believes that it is important to invest in people as there are qualified people coming together from diverse backgrounds and it is important that they work together to ensure success for the organization Honesty and integrity to be the cornerstones for all business approaches and strategies Orienting and providing support to systems that ensure success Being proud of achievements but also having the intention to progress further The guiding principles Confidence to exceed customers expectations at every opportunity possible Corporate, Franchisees and Suppliers are the drivers of success for the organization McDonalds considers franchising as a priority and in collaboration with the franchisees, strives to make strategies that are beneficial for the customers VISION AND MISSION OF MCDONALDS To be the best and numero uno global fast food provider The mission for brand McDonalds is to become the customers favourite in defining the way they eat and also try to improve the operations to the level where it surpasses the expectations of the customers FUNCTIONAL ASPECTS OF MCDONALDS ORGANISATIONAL CULTURE Strong organizational culture McDonalds has a very strong sense of its organizational history as they are proud of their single store humble origins which acts as a motivator for employees Globally supports the employment of youth by recognizing their contribution in the growth of the organization Encouraging pro-social initiatives like the Ronald McDonald Foundation for better relations with local communities Focus on retaining promising employees by offering good growth opportunities McDonalds emphasis on the process of Entry Socialization which is an effort at investing into potential leaders and grooming them for organizational excellence McDonalds employee-friendly offerings include flexible shift scheduling, incentive of free meals and provision of McCrew Care an elective health insurance option Frequent opportunities of promotion from within the system and also, more opportunities of a increase in salary DYSFUNCTIONAL ASPECTS OF MCDONALDS ORGANISATIONAL CULTURE Centralized decision-making structure: A very centralized scope of authority means that employee work profile consists of limited responsibility and lack of any opportunity to exercise individual initiatives Most employees are under the age of 20 and for most people, it is their first job. Employees thus, tend to identify more with their coworkers partly due to them not offering any decision-making input and a high-stress, fast-paced environment takes its own toll on the identification of the employees with the organization Tolerance for conflict is very low as it is important for employees to adhere to the work groups , individual initiatives are not encouraged and differing views remain muted to the level of employees and does not figure at the organizational strategy level Not much focus on implementing service motivators and few opportunities for recognition and growth in the present system except for those who plan to stay with the organization for a longer period of time EVALUATION OF MCDONALDS CULTURE: PROCESS CULTURE Procedural Complicity is important for employees Sticking to norms and procedures strictly Punctual and obedient people suit the structure of an ideal employee Authority-Obedience management rules the roost as interference in decision-making is reduced to bare minimum. The scope of authority is more centralized in practice as the decisions are made by top management while the crew members and lower-level staff just follow procedure Horizontal Division of Labor: There is specialization in labour and emphasis is there on conformity in the production of final output HOW CULTURE CAN CHANGE Facilitating the flow of communication in the organization by means of vertical decision-making Make efforts at alleviating job boredom and humiliation of the employees as they are the key for successful running of the restaurants Decentralization should become a more prominent determinant of future strategies of McDonalds Lower level managers should have more responsibility for decisions that are instrumental in bringing changes in the working of their branches Involvement of crew members in development of initiatives at innovating work structure and responsibilities Developing a Work-hard/Play-hard culture where employees derive satisfaction through increased involvement in work and make efforts at ensuring limited risk-taking individually Encouraging subordinates to take on more responsibilities in order to make them self-reliant in decision-making Ensuring that employee tasks are frequently rotated so that they become knowledgeable about different business skills which includes crucial skills like finance and accounting Take on more risks: Each franchisee must be allowed freedom in deciding promotion strategies and service offerings which are instrumental in increasing individual autonomy and improving relations with local community Ask employees to be a part of brand restructuring initiatives. For example Designing more attractive uniforms where employees feel proud in making a brand their own HOW TO IMPLEMENT CHANGE Employee responsibility and inclusion should be the focus for a new management strategy. Brain-storming sessions with employees, especially lower level employees which involves taking their inputs and suggestions for improvements and innovations in service offerings Create a new training program for newly-inducted restaurant employees that will focus on education, growth and responsibility and orientation for different tasks which are important for smooth operation of the business which include inventory control, budgeting, and scheduling Offer plans to help employees in continuing their education even while they work at McDonalds by paying for their education Create an outreach program for new managers, which is voluntary in nature, for 2 weeks a year wherein they go and work in their communities so that when they come back, they can provide insights on their communities to the organization for better offerings

The Sea and the Fury

The Sea and The Fury Piracy seems more suited to Johnny Depp and Robert Louis Stevenson books, not devastating violent acts that have had an ever-growing fear in the 21st century. Southeast Asia, or the `Arc of Instability' (a more appropriate name for this essay), has become a hot spot for modern day pirates within the last decade. Maritime Terrorism has also become more widespread due to several Southeast Asian terrorist groups who have the intention and capability of waging terror on the high seas. However, one cannot say that piracy is a more persistent and significant threat to regional security than international terrorist networks.In many cases, piracy and terrorism overlap, and can therefore be constituted as the same thing. Piracy is defined by the United Nations as â€Å"violence on the high seas, that is, beyond any state's territorial waters† (Young & Valencia, 269) and to the International Chamber of Commerce's International Maritime Bureau as â€Å"an act of boa rding or attempting to board any ship with the intent to commit theft or any other crime and with the intent or capability to use force in furtherance of that act†. (Young & Valencia, 269. Maritime Terrorism is defined as â€Å"political piracy† which is â€Å"any illegal act directed against ships, their passengers, cargo, crew or against sea ports with the intent of directly or indirectly influencing a government or group of individuals. † (Young & Valencia, 270. ) Because these acts are similar in nature and intent, one cannot be said to be more of a threat than the other. This paper will analyze separate cases of piracy and terrorism and cases where the acts overlap, with attention given to the Straits of Malacca, one of the world's busiest waterways and a veritable sitting duck for terrorism and piracy.Piracy has made a remarkable return to the new world with hundreds of cases being reported every year. With many of the surrounding countries in the South Pac ific being economically and politically unstable, and the fact that the seas are some of the most heavily trafficked in the world, piracy has become a viable means of thievery. â€Å"Reported incidents of piracy worldwide have dramatically increased over the last 5 years, peaking at 469 in 2000. A significant portion of these incidents occurred in Southeast Asian waters, increasing from 22 in 1997 to 164 in 2002.Indonesian waters alone accounted for 119 out of 469 reported worldwide incidents in 2000, 91 out of 335 incidents in 2001, and 103 incidents of a total 370 reported incidents in 2002. † (Young & Valencia, 270. ) Piracy is used for financial gain, with different levels of piracy set at common thievery, temporary seizures, long-term seizure and hijacking. The Straits of Malacca saw a cargo ship, the Alondra Rainbow, of aluminum ingots hijacked on its way to Japan. The crew was held hostage for a week before being set adrift; they were later found by a Thai fishing boat .The ship was found weeks later in Indian waters. Terrorism is usually not heard of at sea, but is just as serious as it is on land. â€Å"Terrorism, and its maritime manifestation, political piracy or maritime terrorism, is motivated by political goals beyond the immediate act of attacking or hijacking a maritime target. † (Young & Valencia, 271. ) The Abu Sayyaf Group, the Gerakan Aceh Merdeka and the Jemaah Islamiyah are three terrorist groups with roots in the South Pacific that have taken advantage of the high volume of shipping that passes through the waters by perpetrating acts of piracy and terrorism.Al-Qaeda is also thought to be an enemy that would terrorize ships traveling through the region. â€Å"Not only do pirates terrorize ships' crews, but terror groups like al-Qaeda could also use pirates' methods either to attack ships, or to seize ships to use in terror attacks at mega-ports, much like the Sept. 11 hijackers used planes. A more sinister scenario is that a small but lethal biological weapon could be smuggled into a harbor aboard ship and released.Terrorist groups regard seaports and international cruise lines as attractive targets because they lie in the intersection of terrorist intent, capability and opportunity. † (Banaloi, 67. ) This has affected Southeast Asia horribly, causing drops in tourism, trade and shipping revenues. Terrorist groups are more rampant in this region because of the great amount of political unrest and are usually able to procure the weapons needed for such activities relatively easily due to the political climate and amount of Black Market goods. This may be only the beginning of Maritime Terrorism.In 1982, the United Nations drew up the Laws of Sea, detailing how many miles offshore nations could call their own and where maritime boundaries were regarding international waters. However, the flaw here lies in the fact that the United Nations did nothing to provide for nations that have conflicting boun daries except add an addendum that stated that nations had to â€Å"peaceably† come to a compromise. Conflicts have arisen due to the fact common waterways are narrow, nations have competing claims for boundaries, and an abundance of rich resources have been found in the area. Piracy and terrorism overlap in several ways, particularly in the tactics of ship seizures and hijackings. And some of the conditions which allow it to thrive are also similar to the causes of terrorism, for example, poverty, political instability, permeable international boundaries, and ineffective enforcement. † (Young & Valencia, 271. ) Indonesia, Malaysia and Singapore all border the Straits of Malacca, one of the busiest shipping areas in the world. Oil has been tapped and pumped off the coast of East Timor by Australia.Brunei is rich from oil deposits, as would the Philippines, Vietnam and China be – if someone drew up a proper boundary and split the territory. All of these claims hav e led to an amazing amount of unrest in the area, culminating with escalating violence. â€Å"Because piracy is frequent in Southeast Asia, terrorists have found it an attractive cover for maritime terrorism terrorists could adopt pirate tactics of stealing a ship, which they could then blow up or ram into another vessel or a port facility, to sow fear.Thus, security experts consider the line between piracy and terrorism to have blurred in Southeast Asia. † (Banalaoi, 64. ) A narrow waterway linking the Pacific and Indian Oceans, the Straits of Malacca are bordered by Indonesia, Malaysia and Singapore and sees thousands of shipping cargo pass through its ports every year. â€Å"The Malacca Strait alone carries more than a quarter of the world's maritime trade each year – more than fifty thousand large ships pass, including forty to fifty tankers.Because the strait is the maritime gateway between the Indian Ocean and the Pacific Ocean, it will remain a world center of maritime activity. It has been argued that it would be difficult for terrorists to disrupt shipping in the strait by sinking a ship in a precise spot. However, were terrorists to hijack one and turn it into a floating bomb to destroy ports or oil refineries, the effect would be catastrophic. Such an attack incident would not only cripple world trade and slow down international shipping but spread fear-more broadly than on 9/11. † (Banaloi, 65. The United States has expressed grave fear over the possibility of sinking a tanker in the Straits, and has, along with India, taken to patrolling the waters. Japan has also expressed concern over the safety of the Strait with good reason: Japanese ships were hijacked in 1998, 1999 and 2000, one of which was the infamous Alondra Rainbow. Needless to say, the problem is not going to go away. Piracy has become more rampant in the Straits during the last few years, and is expected to rise even more when China begins using more oil. â€Å"T he number of such attacks has tripled over the past decade.In the first week of June, for example, a tug and barge disappeared on their way to Port Klang in Malaysia, armed robbers looted a tanker in Indonesian waters and crews repelled two other attacks in the Strait itself. † (www. economist. com. ) Despite the apparent rise of piracy and the serious potential for terrorist acts, all hope should not be lost. â€Å"A total of 16 countries and one administrative region were represented at the Asian Maritime Security Summit: Japan, South Korea, China, Hong Kong, the 10 members of the Association of Southeast Asian Nations, India, Sri Lanka, and Bangladesh.After discussing measures to deal with piracy and maritime terrorism, the participants adopted an â€Å"Asia Maritime Security Initiative 2004† calling for cooperation among their countries in this area. It seems fair to see this development as an expression by Japan of its readiness to take the initiative in regional maritime security. † (Isami, 49. ) Recently, Japan, no doubt influenced by its hijackings, has spearheaded a campaign to end piracy and terrorism in the Straits and other sea-lanes in the South Pacific.One popular idea raised at the conference was building an Asian Coast Guard, wherein each nation would send people to be trained as officers and be able to patrol and safe guard the waters. The Copenhagen School in Denmark â€Å"introduced the concept of â€Å"securitization† to challenge the traditional conception of security. Emmers applies the â€Å"securitization theory† to have a deeper understanding of the â€Å"securitization† of drug trafficking, piracy/maritime terrorism, and people smuggling in Thailand, Singapore and Australia, respectively. (Banaloi, 388. ) â€Å"Securitization† has become a theory used to pinpoint the ways in which regions become â€Å"securitized† and â€Å"de-securitized. † The theory has been met with gr eat fanfare, especially in the South Pacific. Yet another theory to help scholars and government aides with the situation is the Grey Area Theory presented by Peter Chalk, where threats to the stability of nations are provided by non-nation processes, organizations and people.A review of his theory stated, â€Å"The piracy chapter touches on important weaknesses in international law, particularly in relation to the sensitive issue of â€Å"hot pursuit† and the problems of seas where there are disputed or no clear maritime boundaries, truly â€Å"grey-areas. † It also raises significant regional examples of active cooperation, such as the joint maritime patrols by the littoral states of the Malacca and Singapore Straits which have helped to reduce incidents of piracy. (Grundy-Warr, 111. ) The Royal Malaysian Navy has stepped up efforts to patrol the Straits, as has the Singaporean Navy. While the navies have reduced some acts of piracy and terrorism, the Straits under the Indonesian zone are largely unguarded due to lack of funds. The United States has offered assistance, but Malaysia, Indonesia and Singapore have declined, preferring advice and equipment rather than actual presence, which they fear might anger their country's inhabitants.Piracy and terrorism have been blended together to form a rather extreme form of diabolical action. Terrorism is the face of global disorder in the coming decade and will need to be prevented in order to ensure a safer world. The war over installing a democracy in Iraq may not be the way to staunch the flow of terrorism, but a â€Å"securitized† Straits of Malacca could ensure the safety of people, trade and economic cooperation for years to come.

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Definition of Oder Winners - 1369 Words

Order Winners Order Qualifiers Order winners are those competitive characteristics that cause a firm s customers to choose that firm s goods and services over those of its competitors. Order winners can be considered to be competitive advantages for the firm. Order winners usually focus on one rarely more than two) of the following strategic initiatives: price/cost, quality, delivery speed, delivery reliability, product design, flexibility, after-market service, and image. (APICS Dictionary 2008). Order qualifiers are those competitive characteristics that a firm must exhibit to be a viable competitor in the marketplace. (APICS Dictionary 2008) Performance dimensions on which customers expect a minimum level of performance.†¦show more content†¦The emphasis given to these priorities and the state of the organization determine the nature and level of investments deemed necessary to implement the operations strategy. These investments in operational practices are expected to lead to better operational performance, as measured and evaluated internally using indicators like reject rates in the manufacturing process, production schedule fulfillment, and others. Through investments firms create and acquire resources that can isolate them from negative market influences and can serve as a source of competitive advantage for them. These investments can be made in tangible assets (e.g., machinery and capital equipment) and intangible assets (e.g., brand names and the skills of individual employees). A distinction has to be made between investments aimed at creating resources and those aimed at creating capabilities. Few resources on their own are productive. Productive activity requires the cooperation and coordination of teams of resources. An operational capability is the capacity for a team of resources to perform some task or activity. While resources are the source of a firm s capabilities, capabilities are the main source of its competitive advantage. Capabilities are not evaluated in themselves, and they cannot be thought of as absolute values. They have to be evaluated relative toShow MoreRelated An Evolutionary Ethical Theory of Social Risks and Opportunities5257 Words   |  22 Pagesfollowing all the ethical norms associated with the social state parameters simultaneously. Statistical macroethics comprises the descriptive components of the research programme of the empirical ethic of risks. The main purpose of macroethics is the definition and the measurement of metrically scaled ethical targets together with their corresponding figures actually achieved for societies. I. Some Key Ethical Quantities for Societies In Statistical Macroethics existing societies may be characterisedRead MoreGlobalization and It Effects on Cultural Integration: the Case of the Czech Republic.27217 Words   |  109 Pagestwenty-first century gave birth to the idea of making the world a single village, thus, globalization. Globalization is the most talk-about issues in the 21st century. However, there is the difficulty of the world to come up with a single and uniform definition. This is because, so many people doubt if the happenings in the world today are as a result of globalization. Thus, due to these global differences of what this concept actually is about, globalization has grown to involve aspects not only of economyRead MoreSeminar Paper on Strategies to Achieve Market Leadership: the Example of Amazon13422 Words   |  54 PagesInfluenced by rapid technological progress, the terms Electronic Business (EB) and Electronic Commerce (EC) have evolved over time to include all aspects of â€Å"internetworked technologies†.5 A canonical definition is still missing. Today, EC is a part of EB.6 For this paper we will adopt Wirtz’s definition: EB describes the â€Å"preparation as well as the partial, respective total support, processing and maintenance of performance exchange processes via electronic networks†.7 EC focuses on the transaction