McDonald’s CompanyOrganizational 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 implementation of change is the Philip Kotter’s 8 step model. Step 1: Creating the UrgencyThe success of change implementation at McDonald’s begins with 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 cognisant 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 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 by senior managers. That is to say, at this level, if many managers are for the change, then chances are very high that this particular change will be successful. The whole organization can feel the urge for change the variation in performance and laid down objectives are communicated well to the employees.
Step 2: Form a Powerful CoalitionIn initiating this step, leadership skills are very essential. Top level managers ought to have the ability to influence their staff towards the same direction. Change cannot be effected unless there is a specific category of people backing up the proposal. The executive officers at McDonald must mobilize a team of able leaders to steer the whole change program. This group must possess the energy, zeal and power to lead people towards the desired change. At this particular level, teamwork will increase the level of returns.
The more members are committed to working together as a team, the easier it will be for them to convince other people. The managers are endowed with the responsibility of coming up with this kind of a team to steer the whole organization. This is the stage where most organizations fail probably because they do underestimate the difficulties embedded in the whole program meant to bring about change. One of the difficulties McDonald is likely to face in this phase of implementation is the diversity of its team leaders.
McDonald operates over 34,000 restaurants in over 119 countries. With this, these people are from different origins that may not be easy to unite them for a common goal.