Essays on Interactive Behaviour at Work - McDonalds Corporation Case Study

Download full paperFile format: .doc, available for editing

The paper 'Interactive Behaviour at Work - McDonald’ s Corporation " is a perfect example of a business case study.   Interactive Behavior at Work (IBW) can be defined as reciprocal communication between two or more people. It also extends to the use of communication for the purposes or co-operation, self-presentation, leadership, and working in groups (Guirdham, 2002). Interactive behavior at work plays a crucial role in determining organizational behavior and the overall performance of an organization. This report seeks to examine some of the Interactive Behaviour at Work (IBW) issues revolving around the waiting staff department at a McDonald’ s restaurant chain in London.

It will define and explore some of the IBW problems experienced in this department and discuss the wider implications of these problems. Moreover, this report will propose various solutions that can be used to resolve the IBW problems in the restaurant’ s waiting for the staff department and the time scale of implementation. Company Description McDonald’ s Corporation is one of the largest fast-food chains around the world with over 1.5 million employees and over 30 000 outlets in the United Kingdom and other countries around the world.

The fast-food restaurants are known for selling fast food such as French fries, chicken products hamburgers, desserts, and soft drinks among many other products. Some McDonald’ s restaurants are managed autonomously by individual owners, some are affiliates or franchisees whereas some restaurants are run by the Corporation directly (McDonalds. com). I work part-time in the waiting department at one of the McDonald’ s restaurant chains in London. The waiting department consists of 7 employees including me. The functions of employees in the waiting department include; serving customers by preparing their tables, taking and delivering their orders, and accepting payments.

In some instances, the staff in the waiting department are involved in the cleaning and preparation of meals. On average, our restaurant chain serves over 2, 500 customers daily. Staff in the waiting department work for an average of 8-9 hours each day, however, during the weekends and special holidays some staff members are forced to work for more than 12 hours due to increased numbers of customers. The waiting department is managed and supervised by a branch manager who also manages the overall restaurant chain. Background and causes of the problem While working at the waiting department at McDonald’ s restaurant chain in London, I observed that the department experiences major challenges revolving around IBW issues.

One of the key challenges that this department face revolves around its corporate culture. A lot of emphasis in this department has been directed towards making profits at the expense of the employees. In most cases, the plight of employees in this restaurant is overlooked. For instance, in a bid to increase the net profits of the restaurant, the management of this department has adopted a 24hour operation system that subjects employees to lengthy shifts with little pay.

Consequently, members of our departments are subjected to long shifts for minimal pay. Moreover, when the cooks or cleaners are absent from work, the waiting staff are forced to perform roles that are beyond their work descriptions. Members of this department have on various occasions communicated to the branch manager about the need to increase employee salaries and hire more employees so as to reduce the workload and lengthy shifts of the waiting staff.

However, the branch manager claims that the current revenue of the restaurant cannot support additional employees. However, this seems to be untrue since over time the restaurant has been making increased profits.

Bibliography

Coupland, D., 1991, Generation X: tales for an accelerated culture, UK: St Martin’s Press.

Gennard, J. & Judge, G., 2005, Employee relations, CIPD Publishing, New York

Gubman, E. & Russel, S., 2006, Think big, start small, scale fast: growing customer innovation at McDonald's, Human Resources Planning , Vol 29, Issue 3, pp.13-21

Guirdham, M., 2002, Interactive behavior at work, Prentice Hall, New York.

Hislop, D., 2005, Knowledge management in organizations: a critical introduction, Oxford University Press, UK.

Hovland, C., Janis, 1. & Kelley, H., 1953, Communication and persuasion, Yale University Press. New Haven.

Krantz, S., 1997, Techniques of problem –solving, American Mathematical Society, New York.

Marquez, J., 2006, McDonald's Rewards Program Leaves Room For Some Local Flavor", Workforce Management, Vol.85, Issue 7, pp 18-26.

McDonald.Com. Retrieved on May 15, 2011 from

Overell, S., 2006, Fast Forward, People Management, Vol.12, Issue 3, p.26

Pattanayak, B., 2005, Human Resource Management. PHI Learning Pvt. Ltd, New Delhi.

Robin Lee, A., 2005, Giving 'McJob' a new meaning: McDonald's sets example with beefed up benefits, career paths, National Restaurant News, March 7th 2005

Rosenberg, M., 1956, Cognitive structure and attitudinal affect. Journal of Abnormal and Social Psychology 53, 367-72.

Schneier, C., 1994, Human Resources Development,: Human Resources Development press, Massachusetts.

Vroom, H., 1964, Work and Motivation, Wiley, New York.

Wang, H., Law, S., Hackett, D., Wang, D. & Chen, X., 2005, Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior’, Academy of Management Journal, Vol. 48, pp. 420-32.

Download full paperFile format: .doc, available for editing
Contact Us