INTRODUCTION It is generally recognized that for a person to achieve appropriate learning, one must necessarily consider both theory— supposed to be an abstraction of reality, and practice which presents factual information in the construction of different theories. In this sense, it is significant to analyze whether theories somehow truthfully correspond the real world. In order to materialize this notion, certain theories regarding team-building and delegation are examined in one particular Mcdonald’s workplace by means of critical observations of its various employees in both managerial and operation levels. Hierarchy of Franchised McDonald’s RestaurantThe management team of a franchised McDonald’s is directly being handled by the owner operator in which he designated an operations consultant and a restaurant manager.
These two managers are interdependent with each other in conveying vital information of the restaurant to continuously improve McDonald’s service. Unlike the operations consultant who does not have any subordinate, the restaurant manager, however, supervises two assistant managers and one manager trainer—who directs several McDonald’s crews. It includes the chief crew, regular crews and a crew trainer. The crew trainer is somehow responsible to the trainee, part-time, seasonal and probationary employees.
(See Exhibit A. ).With this kind of organizational structure, it is noteworthy to understand how the owner operator, as well as his managers, is able to conduct appropriate schemes in the delegation and team-building procedures. Also, what are the plausible theories which are employed? Do McDonald’s employees’ interactions factually express substantiation? DELEGATIONDelegation is an essential process in any type business whether big or small-scale enterprises primarily because of various intricacies of responsibilities being encountered by the proprietor. It transpires upon designation of another individual in executing job on behalf of the owner.
This can also be exercised in the middle and first level managements depending on the required personnel. Furthermore, this can be advantageous for the simple fact that it helps to surmount individual’s boundaries such as ‘time, energy, as well as talents’ (Lupia 2001, p. 1). In doing so, delegation amplifies the quantity of duties to be carried out. With this, various theoretical frameworks are being utilized by companies to guarantee the suitability of every delegated employee in an organizational structure.
One of which is the Expectancy Theory of Motivation, a generally acknowledged theory in the study of organizational behavior in spite of some criticism that it is quite difficult to investigate particularly in workplace (Moorehead et al 1998, p. 151). . ExpectedVictor Vroom’s development of Expectancy Theory of Motivation generally states that in order for a person to be motivated, it is necessarily for him or her to know the intensity of wanting something and will be able to recognize the means of achieving it (Moorehead et al 1998, p. 148).
Wood, Wallace, Zeffane, Schemerhorn, Hunt and Osborn (1998, pp. 185-186) further explain that expectancy theory inquires about certain forecast associated responsibility of an individual and with a fundamental question to be answered which is ‘What determines the willingness of an individual to exert personal effort to work at tasks that contribute to the performance of the work unit and the organization? ’. With this, it would be of great assistance for a manager to be aware of (a) the individual’s conviction that working hard will facilitate different stages of employment performance to be accomplished; (b) the individual’s conviction that diverse outcomes or rewards from work is a consequence of the attainment of the different stages of employment performance, (c) the value the individual assigns to these employment outcomes (Wood et al 1998, p. 186).