Essay Sample on McDonald's Management

Q1a.

McDonald's, the fast food industry proves its actual employment of management approaches via their ordinary firmness around the globe. Classical control theory was postulated by Taylor, a man who believed in it as the best form of the directorate. Classical approaches to management follow aspects such as education to workers, coming up with standards for every task, and giving incentives to encourage high productions (Wood, Kispal-Vitai, 2017). All of these aspects are strictly adhered to by McDonald's.

McDonald utilizes both classical and behavioral approaches to management in their daily businesses. The industry has established recompenses system which helps it to meet the set goals. Taylor said that when incentives are not encouraged, it means low productivity; employees, therefore, should always be given bonuses as per every yield they give to the company (Wood, Kispal-Vitai, 2017). The company strict adherence to these theories has helped it stand in a competitive position which cannot be matched by its fellow competitors.

McDonald's heartens its workers via a lot of actual ways. Apart from the usual pay, McDonalds inaugurate competitive wage and endorsement programs. Dedication, handwork, results, and motivation are all acknowledged and hence rewarded in this company (Camillus, Bidanda & Mohan, 2017). Indebtedness originates from various roots; from a humble encouragement for a good job done well, to restaurant tremendous appreciation through programs like employ of the month. The restaurant also presents significant incentive plans with access to merchandise, gift certificates, and even free food.

McDonalds is a number one fast food industry. The use of Classical as well as behavioral approaches to management continues to prove appropriate and efficient through McDonald's world and financial standings. These theories have helped McDonalds grow to a limit which cannot be matched by its competitors.

Q1b.

McDonalds in my view is better off with behavioral approaches courtesy of how he approaches management from the perspective of experiences of workers and regular customers. The management approach is in line with human resource. The manager does not run the organization as a single person but obtains opinions from people that are part and parcel of the business (Camillus, Bidanda & Mohan, 2017). Take the case where the manager who is at the same time the CEO invites opinions from customers and staff members about how to run the restaurant.

The restaurant that was initially operating at losses in Canada has gained ground through its involvement of customers in laying out strategies for improvement. The hotel is away on its top courtesy of the behavioral approach that is employing in business. The firm is reservedly set aside to relieving the customers of the many stress on their minds through listening to customer complaints and devoting to accomplishing them in their favor. The company has set out schemes for harnessing the experiences from clients' and from the industry which on implementation works out for the betterment of the firm.

In the wake of ensuring that customers to the hotel are better served and their needs addressed satisfactorily, McDonald's as an entity that is leveraging way above other restaurants applies contingency policies to maximize output. The management from the then onset is dependent on the experiences of the manager, who from the case study moved from Price Waters as an accountant (Camillus, Bidanda & Mohan, 2017). Judgment is also another approach that McDonald's is using in its management employment criteria. The current manager was employed on the basis that he performed elsewhere before coming to McDonalds.

References

Camillus, J., Bidanda, B., & Mohan, N. C. (2017). The Business of Humanity: Strategic Management in the Era of Globalization, Innovation, and Shared Value. CRC Press.

Wood, G., & Kispal-Vitai, Z. (2017). STRATEGIC HUMAN RESOURCE MANAGEMENT: CONCEPTS, PRACTICES, AND TRENDS. Strategic Human Resource Management: An International Perspective, 78.