Introduction
This is a report of the application of the author’s acquired information from her course Organizational Behavior. This organization used by the author is McDonald’s Corporation. McDonald’s…
Is the leading global food service retailer with more than 30,000 local restaurants serving 52 million people in more than 100 countries each day. More than 70% of McDonald’s restaurants worldwide are owned and operated by independent local men and women. McDonald’s is a company that has been in the business for years. Mc Donald’s Is one of the world’s most well-known and valuable brands and holds a leading share in the globally branded quick service restaurant segment of the informal eating-out market in virtually every country in which we do business.
The author can identify with this organization as being a consumer. The report will present various aspects of organizational behavior in relation to the subject company. The following table will present the expected theory on Managing Change, Organizational Politics and the Leadership in relation to what is actually done by the corporation. In addition, differences are also in the table to determine whether the actual perspective and expected theory connives. Recommendation is in the last column of the table to suggest matter which are not adopted by the corporation.
EXPECTED
ACTUAL
DIFFERENCE
RECOMMENDATION
EFFECTIVE TEAMWORK
Kreitner and Kinicki (2001, p.421) report research which showed that co-operation is superior to competition in promoting achievement and productivity in teams.
All the staff have certain work allocations based on proficiency and skill (i.e. kitchen work such as cooking, cleaning the kitchen, doing front line customer service, etc.). No certain work is definitely superior to the other. All work assignments are essential regardless of type of task. All components are considered important.
The actual conforms to what is expected. Organizational structure, even on a micro scale (i.e. kitchen work wherein a number of people are assigned to cook, wash dishes, clean the area; frontline work wherein a number of people are taking orders in the frontline, putting up orders, making sure that orders are correct) is established. No work is definitely superior to the other for attaining the goal, which is to provide what the customer needs.
No further recommendation will be given. The practice in the actual in realiton to the theory is what is needed for the organization or company to succeed.
CREATIVITY
Wong and Lee (2000) found that in a range of studies, which linked creativity and productivity, the most creative organisations were those that allowed their employees to “clown around” the most and encouraged lots of joking and laughter.
Clowning around especially in front of the customers is very discouraged since it might imply that the staffs are not serious about working (i.e. providing customer service, etc.). Although such greatly helps about creativity, the negative impression that the customer might cognitively conceive would create a bad impact on the company.
The actual does not conform to what is expected. All companies would want to attain a positive impression to its customers; hence, it is encouraged to exhibit proper working behaviour to imply that employees of a certain company are taking their work seriously. Clowning or toying around while working creates a notion of not taking work seriously.
The writer would like to recommend that the application of the expected theory will vary because the study conducted may be applicable to some companies. The subject company is McDonald’s, the world’s known fastfood restaurant, hence clowning will not be appropriate.
CONFLICT RESOLUTION THROUGH CAREFUL WORD CHOICE
According to Miner (2000, p53), the most dramatic features of a conflict situation need not be significant for resolution. In the process there must be careful scrutiny of language used.
When dealing with conflicts, the company tends to fix such through careful choice of words to avoid resentment and ill feelings, which could lead to losing an employee who has indispensable and crucial skills. Some methods of conflict resolution, though pragmatic, might seem to neglect the emotional aspect of employees, thus making them as just another pawn that could be replaced..
The difference lies down on the fact that the strict application of this theory is not advisable. Avoidance of the feelings of the person can lead to poor performance in work.
Constructive, not destructive, feedback is important when a company would want to settle things in a good way
SOCIAL INTERACTION
Greenburg (2003, p.214) said that norms for individual behaviour are largely defined by an individual’s role within a context of a network. As individuals interact with others, a network of roles and their attending behavioural expectations known as role-sets, are established.
The McDonald’s Corporation is considered to have a “HAPPY FACE” in every employee. The interaction of every employee with another is strictly prohibited during work. However, the company highly recommends that interaction with one another, especially to the leaders interacting with their subordinates.
The difference is only small. Establishing role-sets were already laid down every time the store opens. Behavioural expectations is part of their ethics so as not to prejudice the task of each other.
The recommendation of the writer is that the company may try to display its organizational structure near the counter to constantly remind the workers of their respective resposibilties.
LEADING EFFECTIVELY
According to Lorenzi and Riley (2000), Studies of system dynamics frequently reveal that major problems that everyone thought were external are actually the unintended consequences of internal policies. The basic dynamic behind this phenomenon is that the organization is made up of a network of circular causal processes: A influences B, which then influences C, which in turn influences A, i.e., the snake bites its own tail. Understanding these internal organizational dynamics is a prerequisite for leading effectively.
The company is well-organized as to its proficient relationship with their own co-workers. They treat each other in a professional way. This is highly encouraged by the company to prevent any personal grudges to each other.
The theory is not applicable to the situation of the subject corporation.
The author highly recommends that the workers must also treat consumers in a professional way to make the environment consumer friendly.
OBJECTIVE CHANGE
According to Randall (2004), in managing change, focus groups must be established across the organization, breaking down functional boundaries and working progressively on core ideas, business problems and value change analysis.
The company manage change on a case-to-case basis. In preparation to change, they discuss within the company the reasonable reason to change. For example, if there is a need to continue an already finished promotions. They take into consideration the number of people demanding and the cost and efficiency of the extension.
There is no difference because changes is inevitable and as far the company is concerned
The author recommends that the company see to it that change must be beneficial to both the company and the employees.
EFFECT OF CHANGE (LOSS)
According to Lorenzi and Riley (2000), many organizational changes typically involve many different types and levels of personal loss for the people in an organization. This means a serious loss of personal and organizational significance involve changing the way people actually work
In actual perspective, the company’s manage change effectively. The company cannot to put its name into wrongful accusations coming from the company.
The difference is that in said theory losses will likely occur in a change, however loss in McDonald’s will not happen because it only undergo changes in terms of sctructure in case of economic downfall.
The author recommends that the company must not be that confident in terms of personal losses to be experienced by its employees because there are unforeseeable changes that may occur in the future.
CONCLUSION
The aspects that affect organizational behaviour are numerous in a sense. The application of different studies does not necessarily mean that it must be strictly construed. The application of different theories of the different aspect of behavioural organization varies from one organization to another organization.
The study conducted had proved that corporation as big as McDonald’s does not apply every theory. The McDonald’s Corporation adopts only theories that will be beneficial to its company and employees. Thus, organizational politics is present in the corporation; however, strict application is not applied. Managing change in the corporation is effectively handled attributed to the fact that is an established and stable company. Leadership is also effective because of its developed form of leadership.
BIBLIOGRAPHY
Fairholm, G., 1993, Organizational Power Politics: Tactics in Organizational Leadership, Praeger Publishers, Westport, CT.
Greenburg, J., 2003, Organizational Behavior: the State of the Science, Lawrence Erlbaum Associates, Mahwah, NJ.
Kreitner, R & Kinicki, A 2008, Organizational Behaviour, 8th edn, McGraw-Hill, Boston, USA.
Lorenzi, N. and Riley, R., 2000, Managing Change: An Overview, J. Am Medical Information Association. USA.
Miner, J., 2000, Organizational Behavior: Foundations, theories, and Analyses, Oxford University Press, New York.
Randall, J., 2004, Managing Change, Changing Managers, Routledge, New York.
Waclawski, J., 2002, Organization Development: A Data-Driven Approach to Organizational Change, Jossey-Bass, San Francisco
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