The McDonald’s Company
The McDonald’s Company is the world leading chain of hamburger fast food restaurants that serves about 68 million customers on a daily basis. The corporation has over 36,000 branches in 119 countries. The company has a divisional organizational structure and each division is in charge of a specific area of operation. The structure is important in supporting the flexibility and autonomy of the organization (Takano, 2013). Three distinct divisions can be seen from this organization. First, there is the global hierarchy which oversees all the operations that are carried out globally. Secondly, there are performance-based divisions which replaced the geographic divisions that existed in the past. Thirdly, the corporation is also divided into function-based groups which address the basic functions of the business (Williams-Lee, 2008). The company fully utilizes the human resources and this has enabled them to thrive over the years since it facilitates the integration of employees into problem-solving functions (Jenkins, 2008). The company’s motivation system is based on social policy, financial and non-financial encouragement.
Steve Easterbrook is the president and Chief Executive Officer of the McDonald’s Company since 2015. His leadership style was based on creating and maintaining a corporate and work culture. The manager does not put barriers between him and his employees. This concept has been adopted by other line managers who often display their real concerns and interests in the comfort and reactions of their employees (Ireland, 2007). This is an unexpected scenario in such work environments. Thus, the happy employers translate this feeling to the customers. The manager also emphasizes on training and leadership at all levels and this is mainly facilitated by the Hamburger University. Thus, a lot of money is often invested in creating and developing talent. The company’s values and culture is thus spread and reinforced in all directions from the managers to the employees (Idris & Mohd Ali, 2008).
References
Idris, F. & Mohd Ali, K. (2008). The impacts of leadership style and best practices on company performances: Empirical evidence from business firms in Malaysia. Total Quality Management & Business Excellence, 19(1-2), 165-173. http://dx.doi.org/10.1080/14783360701602130
Ireland, J. (2007). A Responsible Company that's Making the Grade. Leadership in Action, 27(1), 18-20. http://dx.doi.org/10.1002/lia.1195
Jenkins, J. (2008). Case Study/McDonald's in China-Cooking up a recipe for effective leadership. Leadership in Action, 28(1), 16-17. http://dx.doi.org/10.1002/lia.1235
Takano, K. (2013). McDonald's Japan: A case study of effective public relations. Public Relations Review, 39(1), 60-62. http://dx.doi.org/10.1016/j.pubrev.2012.09.007
Williams-Lee, A. (2008). Accelerated leadership development tops the talent management menu at McDonald's. Global Business and Organizational Excellence, 27(4), 15-31. http://dx.doi.org/10.1002/joe.20210
