The paper "McDonalds Company Organizational Change " is a perfect example of a business assignment. Organizational change is one of the toughest responsibilities that managers face in almost all organizations. The situation does not seem to be different when it comes to McDonald’ s company. Implementing organizational change in this particular organization is likely to be faced with a lot of resistance. Employees are likely to resist since they prefer the status quo. This is because organizational change comes with its benefits as well as the sacrifices that have to be borne by members of the organizations.
Nevertheless, change is very essential to every organization that is focused on attaining its long-term and short-term objectives. One of the best models known to be very useful in the implementation of change is Philip Kotter’ s 8 step model. Step 1: Creating the Urgency The success of change implementation at McDonald’ s begins with the creation of the urgency for change. The relevant stakeholders must be made to understand that the proposed change is essential for the specified time frame. This must take place after the Executives of McDonald Company have analysed the market and the level of competition therein.
This will include a SWOT analysis. That implies that the company must be cognizant of the strengths, weaknesses, opportunities and threats facing the company. Creating the necessary urgency will ensure that all individuals are able to take part in the relevant activities. It also calls for the motivation of individual members in the organization in order to put in the required efforts for the planned changes. This requires a well-designed program that will convince over 1.8 million employees all over the world to cooperate.
This calls for the managers and other stakeholders to design a plan that will appeal to many employees in order to support the need for the required change. At the same time, it is worth noting that at this stage, the success of the proposed change is linked to the acceptability of senior managers.
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