McDonald’s Corporation is one of the leading companies in the world, having been in the field of fast foods for years. The company prides on its customer base around the world and has established companies in more than 100 countries around the world. It has 30,000 local restaurants and supplies its products to more than fifty million customers daily (McDonald’s 2011).
In order for McDonald’s Corporation to remain relevant and have sustainable competitive advantage, the company has embarked on sound management and leadership. This paper evaluates McDonald’s management and leadership style, the role of managers in creating and maintaining a healthy organizational culture and recommends on how McDonald’s can create and maintain its culture.
Management and leadership at McDonald’s
In evaluating leadership and management approaches at McDonald’s, it is quite significant to understand its work culture how it is continuously maintained to promote a sustainable growth throughout its operations around the world. McDonald’s work culture requires the efforts of individual line managers in charge of various sections of management. Through delegation of duties, managers at McDonald’s are able to supervise operations and mingle with employees (Goldman, Santos & Tully, 2008).
As role models, managers at the company take lead in demonstrating how business is supposed to be done. Senior management at McDonald’s has concern for its employees and has developed strong relationships. Every line manager focuses on motivating employees which is important in bringing out the best out of every person including low-skills workers.
McDonald’s Corporation further believes in training of leaders at all levels within the management structure. This objective is made possible by partnering with Hamburger University which impacts employees with skills and knowledge necessary for better service delivery. As a result, the company has invested in nurturing professional talents in order to meet the needs of the company (Goldman, Santos & Tully, 2008).
It therefore follows that the company does not only train its executives and managers but also appreciates the need to have empowered employees through reinforcement of its culture. As such, McDonald’s identifies employees as main pillars who have to be valued in terms of their remuneration and working benefits.
Although all managers at McDonald’s have played significant roles in promoting the performance of the company, its CEO has demonstrated exceptional qualities and leadership styles. Jim Skinner has worked for the company for more than thirty years, having served in several positions before rising to the helm of McDonald’s management.
As a charismatic and transformational manager, many successes which have been realized by the company are attributed to his management through redefining the company’s vision and business direction (Goldman, Santos & Tully, 2008). Having had immense experience with the company, his election as the CEO allowed the company to experience global corporation.
He has played key roles in streamlining communication between employees and managers, focusing on the need to satisfy their needs. He appreciates the work played by employees through open promotions which are advertised in order to eliminate the “McJob” stigma which had haunted the company for years (Goldman, Santos & Tully, 2008).
According to his philosophy, McDonald’s has given higher priority to customers as compared to its expansion interests. As the head of management, Jim believes in creativity among all employees without departing from the primary objectives which drive the company’s operations (McDonald’s 2011).
The management at McDonald’s also recognizes the need to have professional values in doing business around the world. In addressing the problem of obesity, Jim provided a solution rather than letting other managers to carry the blame which the company was facing.
He therefore represents moral leadership which embraces the spirit of doing what is right for better performance. It can be summarized that management and leadership of McDonald’s Corporation focuses on customer satisfaction, employee motivation and ethical approaches in driving the company’s agenda.
Role of managers and leaders
Managers and leaders play a pivotal role in promoting a healthy culture which allows growth and good performance. While managers believe that culture is an essential requirement, the question has always remained on workable ways of promoting organizational culture.
Likewise, McDonald’s Corporation has ensured that it has a healthy culture through a wide range of approaches. Led by Mr. Jim, the company’s management appreciates the need of having skilled employees who understand the mission and direction of the company. To achieve this, its workers are empowered through training and workshops (Goldman, Santos & Tully, 2008).
This allows employees to feel valued and motivated while performing their responsibilities at the company. Training further allows employees to master the mission and vision of the company as their main driving principles.
Additionally, the company is able to nurture future leaders through inculcating company values and ethics. By absorbing talented leaders into leadership, McDonald’s Corporation has continuously appreciated the need for succession leadership which promotes continuity.
Another way in which managers promote healthy organizational culture is through involvement of employees in problem solving. By the fact that every company experiences unique problems and challenges, it is important for managers to involve junior employees as a holistic approach of management (Schein, 2010).
Besides this, delegation of duties plays a major role in enhancing organizational culture. It allows people to serve in different capacities as their talents and professional capabilities are tested. When managers delegate duties, other employees feel valued by the company, a concept which has been widely accepted as a motivating factor not only for employees at McDonald’s Corporation but also in other companies around the world.
Lastly, McDonald’s Corporation has always created the best atmosphere for its culture to flourish through consistency in its operations and management. This allows the alignment of the company’s structure, values, mission statement and philosophies. Consistency further ensures that the company is anchored on unwavering principles of management which promotes trustworthiness, empowerment of employees and trust (Bateman & Snell, 2009).
As a company that believes in ensuring sustainable competitive advantage, there is every need for McDonald’s Corporation to focus on other ways of creating and maintaining a healthy organizational culture. For instance, mentorship of employees is essential in helping new employees to adapt to a new environment without difficulty.
Mentorship bridges the gap between previous work station and the current position (Bateman & Snell, 2009). It further clears the anxiety which preoccupies employees when they take up new roles in an organization.
Through such programs, new recruits at McDonald’s Corporation would find it easier to master their roles in a new organizational culture. It would also eliminate ethnocentrism where some employees may feel superior or inferior depending of how their culture is perceived.
As a global company, it would be paramount for McDonald’s Corporation to engage in exchange programs which would allow integration of myriad business cultures before adopting particular values. Through such events, managers and employees would able to perform their duties with an open mindset that appreciates cultural diversities around the world.
Good leadership and management have significantly contributed to the success of McDonald’s making it the leading fast food company in the world. By emphasizing customer satisfaction and employee motivation, the company prides on a stable customer base and a sustainable competitive advantage.
Bateman, T. S., & Snell, S. A. (2009). Management: Leading & collaborating in a competitive world. Boston, MA: McGraw-Hill Irwin.
Goldman, E., Santos, T., & Tully, S. (2008). Observation of Leadership & Organizational Behavior at McDonald’s. Eric Goldman. Retrieved on October 12, 2011, from: http://www.ericgoldman.name/non-technical/28-leadership/34-observation-of-leadership-a-organizational-behavior-at-mcdonalds
McDonald’s. (2011). Our Company. McDonald’s. Retrieved on October 12, 2011, from: http://www.aboutmcdonalds.com/mcd/our_company/bios/jim_skinner.html
Schein, E. (2010). Organizational Culture and Leadership. Hoboken, New Jersey: John Wiley and Sons.