...McDonald’s Job Satisfaction Hai Viet Le haile1505@gmail.com MGMT 591-Leadership and Organization Behaviors Professor: Tad Hove Introduction McDonald’s is a one of biggest fast food company all around the world. They have more than 34,000 restaurants and serving around 69 million people over 119 countries each day. My position is with a team member as a crew of one of McDonald’s restaurant. Their main focus is improving performance by implementing changes to increase productivity. These changes can include improved validation rules for approving financial content to new software implementations to increase productivity. McDonald’s Corporation directly about 15% restaurant, they develop their business thought franchise agreement. By collection franchise fees and marketing fees help them have more chance to bring their restaurant go around the world. With some agreements in the contact, they make sure that the franchisee follow their rule that they have to build all of restaurant is exactly the same with the order. McDonald’s Corporation a. Brief History “Dick and Mac McDonald opened their eponymous burger stand in 1948 in San Bernardino, Calif. Under the guidance of Ray Kroc, a onetime milkshake-mixer salesman wowed by the restaurant's success, McDonald's franchises grew swiftly: by the end of the 1960s, there were more than 1,000 across the U.S. The first international franchise opened in 1967 in British Columbia” (James, 2009). On the other hand, with the creation...
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...Human Resource Management (HRM) interventions targeted at developing, integrating and supporting the employees in an organization. These interventions operate on the premise that employee development and well-being can lead to increased organizational performance. There are three main HRM interventions: Performance Management, Developing Talent and Managing Workforce Diversity and Well-Being. 1. PERFORMANCE MANAGEMENT “Performance management involves goal setting, performance appraisal, and reward systems that align member work behavior with business strategy, employee involvement , and workplace technology” (Cummings &Worley, 2009). Research has shown that organizations with a fully functional performance management system outlive those...
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...group in the U. S. by the year 2010. In order for companies to fully and aggressively compete in the marketplace, they will need to consider these statistics and work towards attracting, recruiting, developing and retaining a diverse workforce. This will be critical if they are to survive. They will also need to recognize that the market they cater to is becoming more diverse. Diverse groups are a growing percentage of the buying power in the United States. In order to maintain competitive advantage in the sector they serve, organizations will need to truly understand its customers, clients, members and employees and will need to create an organizational climate that is welcoming to all. The Birth of the Diversity Movement The “Diversity” Movement was born in 1987, when the Hudson Institute launched a study titled “Workforce 2000”. The study projected demographic trends that would impact the workplace, as we knew it by the year 2000. One of the predictions made was that there would be a marked growth in the number of women and minorities entering the workforce. In fact, the report suggested that women,...
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...responsibility to explain the considerable impact you, as first-level managers, have on the way employees behave. Exhibiting proper behavior is important and impacts productivity, profit increases, and employee attitude regarding the quality of work life. Supervisory cooperation is necessary to promote high-performance work practices, maintain diversity, equal employment opportunities and fair treatment for employees. Management Behavior Managers must utilize available resources to enhance productivity, quality of work life, and profit by enabling employees to utilize their talents and maximize their usefulness. Managers have considerable impact on employee behavior by influencing their actions and attitudes. Research states that critical factors for business success are (1) recruiting and retaining skilled employees, (2) increasing customer satisfaction, and (3) employing and developing leaders (Clark, 2004). High-performance work practices rely on how effectively managers utilize sources to enhance organizational performance. Our company’s philosophy is demonstrated in the following statement: “People work harder because of the increased involvement and commitment that comes from having more control and say in their work. They work smarter because they are encouraged to build skills and competence....
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...lot of implications of our performance in the workplace. Identifying the difference between leadership and management is important. In most cases in our experience in the workplace, we need to become a leader and/or a manager. However, not knowing the difference between the two might make us sacrificing one over the other. We need to draw a clear line of distinction between the two so that we can satisfy our roles both as managers and as leaders. Conceptualizing and defining leadership and management is difficult because over a long period of time, in various literatures, conversations, and aspects of organizational dynamics, the two terms are oftentimes used interchangeably. Schermerhorn, Hunt, Osborn, and Uhl-Bien (2011, p12) determine leading as one managerial roles along with planning, organizing, and controlling. Leadership, as a role of managers involves “instilling enthusiasm by communicating with others, motivating them to work hard, and maintaining good interpersonal relations.” In other words, we can observe three elements of leadership: collaboration, motivation, and communication. In collaboration, the relationship between the leaders and the followers should be rooted on honesty, respect, consistency and openness. In motivation, the leader guides his followers to achieve self-actualization. In communication, the main focus of leadership communication is to build a trusting relationship between the leader and the followers. With these elements or role of leaders in the...
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...Question 1 Analyse how BASF, by adopting a strategic approach to human resource management, seeks to proactively provide a competitive advantage, through the company’s HRM practices. Strategic management is defined as “a pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goals” (Noe et al, 2012) Every organisation is concerned with competing effectively in the global market and they have to decide how they would stand out as being number one. (Noe et al, 2012) notes that “…business organizations exist in an environment of competition. There are several ways of gaining competitive advantage and company’s need to play to their strengths because not all businesses have the same strengths. Many markets are segmented and what is important to one set of customers may be less important to another set. Companies need to decide which part of the market they are targeting. As seen in the case study BASF targets the chemical industry and strives to be the best of its kind. According to (Noe et al, 2012) four levels of integration seems to exist between the HRM function and the strategic management function: administrative linkage, one-way linkage, two-way linkage and integrative linkage. Strategic planning Strategic planning Strategic planning Strategic planning Strategic planning Strategic planning Strategic planninging Strategic planninging HRM function HRM function HRM function HRM function HRM function HRM...
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...How Successful Companies Manage Diverse Businesses How victorious business run different industry. Abstract Diversity is the result of past diversification or merger. In the global competition and slow growth context of the 1980s, highly diversified companies have to manage diversity in order to benefit from it and to avoid its drawbacks. The benefits are compensation effects and cross-fertilization and the draw-backs are dispersion of resources and internal inconsistencies. To balance integration and differentiation is the key success factor in managing highly diversified companies. Multiplicity is the result of history expansion or merger. In the global rivalry and slow growth background of the 1980s, extremely branch out corporation boast to direct variety in order to profit from it and to keep away from its weakness. The payback is costs sound effects and cross-fertilization and the draw-backs are spreading of wealth and inside discrepancy. To poise combination and separation is the key triumph feature in running extremely diversified companies. Diversification A portfolio strategy designed to reduce exposure to risk by combining a variety of investments, such as stocks, bonds, and real estate, which are unlikely to all move in the same direction. The goal of diversification is to reduce the risk in a portfolio. Volatility is limited by the fact that not all asset classes or industries or individual companies move up and down in value at the same time or at the same...
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...Manage Workforce Planning Assessment Task 1- Written/Verbal Questions 1. Situation analysis is also called as foundation of a marketing plan. A situation analysis includes the examination of internal and external factors affecting a business. It created the overview of the organisation which leads to a better understanding of t factors that will influence its future. 2. The definition of diversity is the concept of workplace diversity also expanded. More and more employers were concerned in the importance of respect in diverse workplace. The worker’s talents and contribution regardless of diverse cultural or physical characteristics is one component of mutual respect. There is one common goal at the workplace is profitability. The confidence with which the lawyer recommends his colleague’s service demonstrates respect. 3. Risk assessment is the process where it identifies hazards. Evaluate or analyse the risk associated with hazard determine the way to eliminate or control the hazard. Workforce planning is the bedrock of developing organisational capability in the systematic way. Work planning must understood in context. Recruitment, development, mobility and inclusiveness are the four workforce stretegies which can applied to workforce planning. 4. Succession planning is the process of developing or identifying internal people with the potential to fill key business leadership position in the company. Succession planning increase the availability of experience and capable...
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...Annotated Bibliography In the essay I will argue that having a diverse heterogenic workplace has many benefits. I will be focusing on diversity in employee cultural and gender. Due to the increasingly diverse nature of Australia’s workforce, organisations will have to use strategic tactics such as successful Human Resource Planning, in order to attract, select and retain a diverse workplace. A company with employees that bring different perspectives is presented to be able in finding more efficient ways to operate and grow (Wojcik 2012). Diversity programs enhance the ability of an organisation to meet client needs, which can improve its profits (Wojcik 2012) Dwyer et.al (2001) discusses the potential benefits of gender diversity, such as novel insights, perspectives, creativity, and experience appear to foster and support expansion into new markets. Finding a similar association between racial diversity, growth, and firm performance, This insight will assist me to form an argument to why organisations should select a diverse workforce. Management teams with higher proportion of women promote more interpersonal channels of communication, employee participation in decision-making and monitor feedback and development more intensely (Melero, E 2010) Communities and consumers want to engage with and do business with organisations that reflect themselves and the current population (Lieber 2012). Attracting diverse employees to organisations has a flow on effect on the...
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...delegate more decisions to others. How important is this transition to Original Penguin’s success as a learning organization? Explain. - It is important to delegate more decisions to others because the free flow of information is the key to the rejuvenation of Original Penguin. This is to make sure that communication with the team is at its highest peak; thus, it must be clear to every employee the goals and needs of the company. 2. Do you think Kolbe views knowledge among his employees as an important resource? Why or why not? - Yes, because Kolbe relies on the collaboration and communication among his team members. Kolbe firmly believes in empowering employees with freedom and resources to initiate their own ideas, make their own decisions, and perform their best. Kolbe also stated that “If you have a team, you have to give ownership of what they do.” He views knowledge among his employees as an important resource because he makes them feel comfortable and secure and make them feel that he wanted them. 3. What steps might Original Penguin as a company take ensure the satisfaction of its employees? - The company must give credits to the accomplishments of the employees by acknowledging their efforts and by giving them rewards or something. The free flow of ideas must still be there and respect and treat everyone as they wish to be treated. Communication with one another must remain intact to ensure that the employees are satisfied with what they do, and making...
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...Organizational Culture, Diversity, Communication, Change Management, and Ethics, followed by a few examples of how they are applied in the work environment. Organizational Behavior is defined as “the study of humans and group behavior within an organizational settings” (BNET), Studying the behaviors of a an organization’s employee’s is vital to the success of an organization and entails regular analysis of their employees personalities, their relationships with one another, the productivity, performance, commitment, job satisfaction of their employees, and the intensity of organizational commitment and business relations. An organizations leadership influences organizational behavior, the management styles within the business and its corporate culture. The final outcomes are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from. An example of Organizational Behavior within my current company is every six months our human resources department conducts a survey taken by every employee in the company. There the employee is asked a series of questions that pertain to their feelings about their jobs, departments, their management and the company as a whole. These surveys are then published with the results as well as an announcement from our CEO stating the findings and the direction the company will take to improve any areas of concern. Letting the employee know that his/her...
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...MANAGING DIVERSITY The Managerial Implication of an Increasing Diversity in Workforce Author/Student Note:Bong joseph laila ,MBA Student; Frederick Taylor University Moraga CA USA. This Research paper was conducted independently without any funding support nor groupwork;all correspondences should be addressed to josephlaila86@gmail.com. Managing Diversity Abstract Diversity means different things to different organizations.True diversity management articulates and raises performance standards by requiring organizations to learn to recruit, train and support people. Finding ways of working with diverse people involves valueing and utilizing differences as well as finding a common ground for intergrating a mix of people into organizations.This paper shows that organizations more often prefer a more diversified workforce basically because it makes business sense.By maximizing talent,fostering innovation;and tapping into the creativity of a diversified workforce;the altimate result will be increased profits,increase competivity and organizational effectiveness as a whole. Managing Diversity Introduction Between the 1960s and the 1970s management approach layed emphasis on eliminating unfair discrimination through legal compliance for women and ethnic minorities.This was the affirmative action approach which “focuses on achieving equality of opportunity in an organization and...
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...including communications to employees, with employees and from employees to upper management. This discussion reviews the basics of effective organizational communication, the importance of a communication strategy, the role of different communicators within the organization, types of messages and vehicles, training for better communication, and methods for measuring results. Overview- Communication is a vital management component to any organization. Whether the purpose is to merely update employees on new policies, to prepare for a weather disaster, to ensure safety throughout the organization or to listen to the attitudes of employees, effective communication is an integral issue in effective management. In order to be successful, organizations should have comprehensive policies and strategies for communicating with its constituencies: employees, stakeholders and the community at large. Issues involving organizational communication arise in every HR discipline. For content on communications issues in specific HR contexts, see: •Benefits: Communication•Business Leadership: Communication•Compensation: Communication•Consulting: Communication•Diversity: Communication•Employee Relations: Communication•Ethics & Sustainability: Communication•Global HR: Communication•Labor Relations: Communication•Organizational & Employee Development: Communication•Safety & Security: Communication•Staffing Management: Communication•Technology: Communication Importance of a Comprehensive Communication...
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...increase organizational efficiency and effectiveness” (Hellriegel & Slocum, 2011, pg 192). Many companies, individuals and even cultural groups use goal-setting to decide what, how, and when to complete tasks or to achieve objectives. Although goal setting is useful to keep your performance and skills in check, it is also great to motivate the employees. The main purpose of goal setting is to foster self motivation in employees by enabling them to achieve goals they have set to increase performance and job satisfaction (Hellriegel & Slocum, 2011). One particular goal that Allstate emphasizes on which makes them stand out amongst their competition is focusing on diversity. Allstate provides their employees with a road map to succeed by executing the goal setting definitions. The employees are given tools and resources to become better. Allstate provides quarterly leadership measurements as well as surveys to get feedback from employees. Allstate views diversity as a strategy for leveraging differences in order to create a competitive advantage. Allstate developed a four step process to reach their goals: succession programming, development, measurement, and accountability and reward (Hellriegel & Slocum, 2011). Succession programming explains how Allstate identifies and develops candidates for each key position. The Allstate succession programming involves a diverse slate of candidates who are identified and...
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...over the years they have been in business, what relationships Belk’s has encountered, how management manages their corporate responsibility, the companies investments and overall sustainability. Although Belk’s has done an exemplary job at resolving their Corporate Social Responsibility (CSR) issues, creating positive action plans to ensure the company’s future CSR sustainability and involved their employee as well as customer stakeholders along the way. All stakeholders within any organization or company can be considered the primary support of the company. Majority of the decisions made by the stakeholders can easily make or break the company as a whole. Within this report we will address additional programs for the company to implement to help enhance their Economic, Political and Civil Society Sphere’s. At Belk’s they proclaim their success “depends upon human connections and our ability to attract, hire, and retain talented associates is paramount. At the core of who are, it is our associates who fuel our creativity, drive our success, and maintain our focus on the values that have kept Belk strong for more than 120 years” (Belk – Diversity, 2012). This type of continued focus will help Belk’s to define their interdependent vision statement and reach more than the average shopper. Belk’s includes all of their stakeholders in making sure goals are met with complete trust and satisfaction. They have set forth positive efforts towards achieving team member excellence, as well...
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