Macdonald’s
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Having a common way of thinking, values and interaction in an organization enables all stakeholders to work on common objectives and goals. The underlying assumption of success in any organization is adopting and observing organizational culture elements. At MacDonald’s the importance of customers and employees attribute to their success.
MacDonald’s assumes its customers as the source of their success and growth. This organization serves over 52 million people in 119 countries daily. Moreover, the organization regards its employees as an essential resource and a necessary element of achievement. Using this culture of employee significance, the employees remain motivated in their duties and largely contribute to its success.
The administrator broadly defines the work culture. There are minimal vertical barriers between the employees and the managers. Serious matters are probed and examined to develop the health and emotions of the employees. Training of employees is a requirement before joining this organization. The management engages its employees in practice through Hamburger University. Training mainly focuses on the ideology of MacDonald’s founder Ray Kroc.
Furthermore, this ideology appreciates the need for expertise in handling and development of the organization. Training portrays an element of reliable employment and employee significance in the organization. This training culture promotes leadership’s skills that are necessary for leading and developing the business further. The organization considers less skilled and unmotivated employees as channels of poor service to customers. Organizational learning is a priority at MacDonald’s; this strategy of using personal knowledge in promoting organizational learning is accelerating the business into new heights. The value of employee feedback from meetings, policies and programs is crucial.
MacDonald’s prioritizes customer satisfaction in several ways. Employees and other staff are friendly and provide services with a smile, increase in pace in customer service results through designing the kitchens in a factory design manner. Moreover, having two windows at the drive-through where one is used to paying and the other for collection of food decreases waiting time, allowing fast flow. Creation of clean environment results to increase in customer satisfaction. Employees display high levels of cleanliness by wearing white shirts and caps. Besides, particular focus is towards ensuring the bathrooms are clean through recognition of negative impacts of having unclean toilets. Customer service increases through the provision of high-quality products at affordable prices. For example, MacDonald records the highest number of chicken sales due to low costs. However, this I because they purchase a high number of goods which reduces their expenditure through discounts.
Macdonald values and respects the time concerns of their employees. Employees can take breaks and engage in personal activities through active transfer schedules, and this allows employees to satisfy their social responsibilities. Since the job allows employee empowerment by permitting part-time engagement; besides, mutual respect and trust improve between the employees and respective managers.
Free communication between employees at the workplaces embraces differences between employees and increases the chances of attaining success in the organization. MacDonald’s applies a simple, effective formula for developing supervision. Use of cheap young labour which is also unskilled promotes: the growth of cost-effectiveness, increase in service quality and maintenance of tight controls. In the long run, this idea promotes teamwork, problem-solving, right attitude and hospitality. in aTo enhance uniformity, quality service, core prices and convenience in all franchisees distributed over the word. All the Managers train at Hamburg University.
MacDonald’s bases its foundation as integration and standardization. Focusing on specifications and established practices is a systematic way of doing business and encouraging smooth operations. Healthy organizational controls guide specific employee behaviour and values during working hours. However, all employees stick to all the norms, even the ones who find the authorities to be strict.
MacDonald’s culture is crippling Innovation, primarily due to strict controls. The working environment is not open to challenge by employees. Employees cannot give new ideas freely. Furthermore, there is little freedom for workers or mangers to experiment on new products which are doing reasonably well in the market. There is no circulation of the communication, especially from employees to the management. Lack of communication causes boredom and entitles employees to a sense of being under humiliation from managers and supervisors. Employee’s engagement in restructuring the organizational brand is limited. Employees are more exposed to the practical work than the management, regarding employees in factors that involve them, including redesigning work uniform reassures them of a strong sense of belonging. Pleasing workers motivates them to bring in new ideas since they feel like part of the organization.
Similar rules and principles guide franchisees in different communities and countries. Such guidelines discourage new ideas because environments differ in many ways. For example, methods and strategies of advertising depend on the local population. Decision making succeeds through self-reliance. However, the centralization structure in MacDonald’s discourages employee’s innovativeness and capacity to transform the organization.
However, several factors are affecting MacDonald’s innovation capabilities and competitiveness. This organization, over time, been affected by political considerations. The government is continually creating new guidelines evolving the effects of fast foods on diet and health. This factor results to increase in criticism of MacDonald’s regarding the impact of its product’s on public health. Following these policies, consumers are resulting in organic foods. Also, consumers are creating more flexible schedules that allow them to have meals at home as well as carrying packed foods from home. Deterioration of diplomatic relations with between the United States and other nations is a challenge. Existing franchises in the affected nations cease to operate over security concerns; this reduces the revenue generated by the organization. Besides, MacDonald cannot expand its territories to new countries which are in economic competition with the United States. Creation of these policies threatens the chain of businesses under this organization. Sociocultural factors such as consumer beliefs and trends in some communities refrain consumers from purchasing food from MacDonald’s. Such factors affect the revenue of the organization. Technological factors are also a concern about the progress of the organization. Competitors are resulting in automated labour and increasing their research on new products. Furthermore, competitors are creating new mobile app services to reach more consumers.
Economically, economic slowdowns in other nations affect revenue. For example, China is the most significant contributor to MacDonald’s revenue. When financial challenges result, it’s an apparent change to the organization.
MacDonald suffers from relating ecological factors. Effects of climate change in different nations influence food availability; they impact directly on the company’s supply chain. Besides, Legal factors play a significant role in MacDonald’s affair. Health regulations affect the production of fast food due to limited sales. Moreover, animal welfare regulations in different countries result in increased cost in the supply chain, which will lead to attracting fewer customers.