Essays on McDonald's Leadership and Management Culture Case Study

Download full paperFile format: .doc, available for editing

The paper 'McDonald's Leadership and Management Culture" is a good example of a management case study. The hospitality industry remains a growing and large sector that facilitates economic development, international tourism, trade and investment. The industry is fundamental to the globalization that occurs in scores of other industries and is much broader compared to other industries. The mainstream of business slots is comprised of only a handful of diverse businesses. However, the hospitality industry applies to almost any firm that centres on customer satisfaction and attainment of leisurely needs and it includes restaurants, amusement park and hotels to mention but a few.

One of the constant challenges that successful organisations encounter is in optimising customer satisfaction. Increasing customer satisfaction and ensuring growth and profitability calls for a detailed systems approach that includes recruitment and selection of the right people, managing, motivating and developing employees and making sure that managers are major change-agents. McDonald’ s Corporation McDonald’ s corporation falls under the hospitality industry. The corporation is one of the most recognisable and powerful brands in the world. McDonald’ s epitomises a globalised business. The corporation holds over 31, 000 restaurants in more than one hundred and nineteen nations across six continents.

In addition, the firm employs over 1.5 million people with one out of eight Americans having been employed at some point by the Corporation (Kusluvan 2013). Its effect is known as the McDonaldization of society. Selling its inexpensive chicken, French fries, fruits, salads, nuggets, hamburgers and carbonated beverages, the Corporation provides the community with a quick meal on the run. The Corporation serves approximately 69 million customers across the world in a day (Kusluvan 2013).

In the United Kingdom, the Corporation employs over 90,000 persons across its 1, 200 restaurants. In the last few years, McDonald’ s UK has put in more than twenty thousand people in its labour force given its sustained business development and lasting investment in training and recruitment (Kusluvan 2013).

Reference

List

Batra, S 2011, Organisation development system, UK, Concept Publishing Company.

Bossink, B 2012, Managing environmentally sustainable innovation: Insights from the construction industry, UK, Routledge.

Bradt, G & Vonnegut, M 2009, On boarding: How to get your new employee up to speed in half the time. Texas: John Wiley & Sons.

Bradt, G 2015, ‘Manage Execute on boarding like McDonald’s brings on new franchisees’, Association for Talent Development. Available from https://www.td.org/Publications/Blogs/Management-Blog/2015/04/Manage-Executive-Onboarding-Like-Mcdonalds-Brings-on-New-Franchisees [7 December 2015].

Bruce, A & Montanez, S 2012. Leaders start to finish: A road map for developing top performers. Texas: American Society for Training and Development.

Crawford, R 2015, ‘McDonald’s restaurants puts motivation and reward at heart of business strategy’ Business Source Complete, pp.1-1.

Creary, S 2015, ‘Out of the box? How managing a subordinate’s multiple identities affects the quality of a manager-subordinate relationship’, Academy of Management Review, vol.40, no.4, pp. 538-562.

DeCenzo, D & Robbins 2008, Fundamental of Human Resource Management (10th

Ed.). US: Prentice Hall.

Hanacek, A 2008, ‘Teamwork keys success’, Research and Development, vol. 222 (8), pp.44-46.

Hegar, K 2011, Modern human relations at work, USA, Cengage Learning.

Hiriyappa, B 2014, Team Building and group dynamic, India, Hiriyappa.

Hitka, M 2015, ‘The impact of age, education and seniority on motivation of employees’, Business Theory and Practice, vol.16, no.1, pp.113-120.

Jia, H & Liden, R 2015, ‘ Making a difference in the teamwork: Linking team prosocial motivation to team processes and effectiveness’, Academy of Management Journal, vol.58, no.4, pp.1102-1127.

Kelly, P & Tazbir, J 2013, Essentials of nursing leadership and management, UK, Cengage Learning.

Krull, J & MacKinnon, D 2001, ‘Multilevel modelling of individual and group level mediated effects,” Multivariate Behavioural Research, vol. 36, no 2, pp. 249-277

Kusluvan, S 2003, Managing employees attitudes and behaviours in the tourism and hospitality industry, USA, Nova Publishers.

Leitner, A 2007, Concept of leadership and management within the manufacturing industry, UK, GRIN Verlag.

Maruping, L & Magni, M 2015, “Motivating employees to explore collaboration technology in team’s contexts’, MIS Quarterly, vol.39, no.1, pp.1-8.

Mathieu, J & Taylor, S 2007, ‘A Framework for testing meso-mediational relationships in organizational behaviour, Journal of Organizational Behaviour, vol 28, no.2, pp. 141-172.

McDonald’s 2015, McDonald’s, Available from http://www.mcdonalds.co.uk/ukhome.html [7 December 2015].

Mone, E & London, M 2014, Employee engagement through effective performance management: A practical guide for managers, UK, Routledge.

Oden, K 2008, Distributed team training: Effective teamwork feedback, UK, ProQuest.

Poornima, S 2009, ‘Motivating through satisfaction: An ongoing effort of HR in organisations’, Journal of Management Research, vol.8, no.5, pp.26-37.

Royle, T 2004, Working for McDonald’s in Europe: The unequal struggle, UK, Routledge.

Seibert, S, Wang, G & Courtright, S 2011. “Antecedents and consequences of psychological and team empowerment in organizations: A Meta-Analytic review,” Journal of Applied Psychology, vol.96, no.5, pp. 981-1003.

Sharma, A & Sharma, S 2015, ‘ The influence of Human resource practices on productivity in developing countries- Review of innovative HR practices’, International Journal of Multidisciplinary approach and studies, vol.2, no.3, pp. 116-120.

Shulte, P & Guerin, R 2015, ‘ Considerations for incorporating ‘well-being’ in public policy for workers and workplaces’, American Journal of Public Health, vol.105, no.8, pp.31-44.

Thomas, A 2005, Controversies in management: Issues, debates, answers, UK, Routledge.

Trevor, C & Gerhart, B 2012, ‘Reconsidering pay dispersion’s effect on performance of interdependent work: Reconciling sorting and pay inequality’, Academy of Management Journal, vol.55, no.3, pp.585-610.

Tripathi, 2008, Principles of management, India, Tata McGraw-Hill Education.

Whicker, L & Areson, T 1990, Public sector management, UK, Greenwood Publishing Group.

Wong, C & Cummings, G 2009, ‘The influence of authentic leadership behaviours on trust and work outcomes of health care staff’, Journal of Leadership Studies, vol. 3, no. 2, pp. 6–23.

Xie, X & Luan 2015, ‘Linking colleague support to employee’ promotive voice: A moderated mediation model’, PloS One, vol.10, no.7, pp.1-15.

Zhou, J & George, J 2001, ‘When job dissatisfaction leads to creativity: Encouraging the expression of voice’, Academy of Management Journal, vol. 44, no.4, pp. 682-696.

Zubair, A & Kamal, A 2015, ‘Authentic leadership and creativity: Mediating role of work-related flow and psychological capital’, Journal of Behavioural Sciences, vol.25, no.1, pp.150-171.

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