Organisational Dynamics and Culture of Mcdonalds

Organisational Dynamics and Culture of McdonaldsMcDonalds is spread across 31,000 restaurants all over the world and serves over 52 million raft in about 119 countries each day. The company cigaret be proclaimed as the worlds largest food retailer.The work culture of McDonalds very much depends upon the manager. The managers do not establish and put any vertical barriers betwixt themselves and their employees. They display real concern for the emotions and well being of their employees.McDonalds corporate management focuses on knowledge 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 specie 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 a ble to ensure that its culture is spread at all levels and reenforce through development 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 trading operations are such that Ive been exposed to variant aspects of disdain 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 call for to work fulltime while some are discontinue-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 stop-timer.This endures a feeling of empowerment to the employees who can always adjust and allows for mutual trust to develop between manager and the emplo yees 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 help 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 greatness of the outline 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 provided 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 attitudeIn 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 design 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 subject matter values of McDonalds Quality, Service, whatchamacallit and Value are inculcated deeply into managers who are trained at the Hamburger University, so that uniformity can be maintained all around. In surgical process 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 concentrate, culture is characterized as an entity with limits but with definite identity and mannerisms.McDonalds approach is universal when offspringn in a context where calibration 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 exonerate 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 MCDONALDSThe core values McDonalds live byMcDonalds, worldwide stands for Q,S,C and V i.e. Quality, Service, Cl eanliness and Value which translates into providing customers high-quality products which are served pleasantly in a clean environment and at an affordable bellMcDonalds believes that it is important to invest in people as there are qualified people coming unneurotic from diverse backgrounds and it is important that they work together to ensure success for the organizationHonesty and integrity to be the cornerstones for all business approaches and strategiesOrienting and providing support to systems that ensure successBeing proud of achievements but also having the intention to progress furtherThe guiding principlesConfidence to exceed customers expectations at every opportunity possibleCorporate, Franchisees and Suppliers are the drivers of success for the organizationMcDonalds considers franchising as a priority and in collaboration with the franchisees, strives to make strategies that are beneficial for the customersVISION AND MISSION OF MCDONALDSTo be the best and numero uno g lobal fast food supplierThe 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 customersFUNCTIONAL ASPECTS OF MCDONALDS ORGANISATIONAL nuanceStrong organizational cultureMcDonalds has a very strong sense of its organizational history as they are proud of their single store humiliate origins which acts as a motivator for employeesGlobally supports the employment of youth by recognizing their contribution in the growth of the organizationEncouraging pro-social initiatives like the Ronald McDonald Foundation for bump relations with local communitiesFocus on retaining promising employees by fling good growth opportunitiesMcDonalds emphasis on the process of Entry Socialization which is an case at investing into potential leaders and grooming them for organizational excellenceMcDonalds employee-friendly offerings include flexible shift scheduling, incentive of free meals and provision of McCrew Care an elective health insurance optionFrequent opportunities of onward motion from within the system and also, more(prenominal) opportunities of a increase in salaryDYSFUNCTIONAL ASPECTS OF MCDONALDS ORGANISATIONAL refinement centralize decision-making structure A very centralized scope of authority means that employee work profile consists of limited indebtedness and lack of any opportunity to arrange individual initiativesMost 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 organizationTolerance 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 e mployees and does not figure at the organizational outline levelNot much focus on implementing service motivators and few opportunities for recognition and growth in the present system except for those who plan to layover with the organization for a longer period of timeEVALUATION OF MCDONALDS CULTURE PROCESS CULTUREProcedural Complicity is important for employeesSticking to norms and procedures strictlyPunctual and obedient people suit the structure of an ideal employeeAuthority-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 crosswise Division of Labor There is specialization in labour and emphasis is there on conformity in the production of final outputHOW CULTURE CAN CHANGEFacilitating the flow of communication in the organization by means of vertical decision-m aking Make efforts at alleviating job boredom and humiliation of the employees as they are the key for successful running of the restaurantsDecentralization should become a more prominent determinant of future strategies of McDonaldsLower level managers should have more responsibility for decisions that are instrumental in bringing changes in the working of their branchesInvolvement of crew members in development of initiatives at innovating work structure and responsibilities maturation a Work-hard/Play-hard culture where employees derive satisfaction through increased involvement in work and make efforts at ensuring limited risk-taking individuallyEncouraging subordinates to take on more responsibilities in order to make them self-reliant in decision-makingEnsuring that employee tasks are frequently rotated so that they become knowledgeable about different business skills which includes crucial skills like finance and accountingTake on more risks Each franchisee must be allowed f reedom in deciding promotion strategies and service offerings which are instrumental in increasing individual autonomy and improving relations with local communityAsk employees to be a part of brand restructuring initiatives. For example Designing more attractive uniforms where employees feel proud in making a brand their ownHOW TO IMPLEMENT CHANGEEmployee responsibility and inclusion should be the focus for a freshly management strategy. Brain-storming sessions with employees, especially lower level employees which involves taking their inputs and suggestions for improvements and innovations in service offeringsCreate 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 schedulingOffer plans to help employees in continuing their education even while they work at McDonalds by p aying for their educationCreate 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