Introduction
McDonalds is an American fast food chain of restaurants established worldwide. The chain comprises of over 30000 restaurants locally with an international clientele of over 52 million individuals. This is the leading food merchant globally and has made itself part of American lifestyle. For the sustenance of this achievement, McDonalds has incorporated strategically programs to emphasize on employee motivation, culture, climate, group dynamics and leadership. I picked McDonalds as it presents an excellent individual, group and organizational concepts observation entity. The observational study is aimed to discover the group dynamics, work motivation, culture, and climate of the organization (Goodman, 2000, p. 51).
Work Culture
This is reliant on the manager in authority over a specified duration. Due to the numerous chains of restaurants under the McDonald’s name, there are numerous line managers as well. Different managers have different ways of running their employees; therefore, the work culture varies across the premises. All McDonalds have made Fordist management style implementations in the businesses, where employees work in a motor assembly line. Duties are delegated, and every employee has a specific task. The management exercise telling leadership approach since most of the staff is youthful or new. Mostly, the managers are indistinguishable from the rest, relaxed and some use a selling approach. With this work culture, the team will develop and become comfortable with other roles (Daft, 2008, p. 43).
The administrators avoid straight up obstructions connecting them with the employees. They are realistically concerned with their employees’ well-being and emotions. This is a clear-cut way of inflicting employees’ motivation even at the line of duty. Good working environment is one of the many employee requirements for job satisfaction. Fulfillment, motivation and recognition are the others. Low turnover is required all round the work place; this includes the low skill positions. Fulfilled employees will in turn lead to satisfied and happy customers (DuBrin, 1997, p. 34).
The McDonald’s administration trust is in the headship and teaching of their work policies at all levels. The Hamburger University website quotes the founder emphasizing on talent. The fact that training is not accorded to the management only, emphasis is on the fact that the chain is able to maintain, spread and reinforce its values and culture (Hiriyappa, 2008, p. 48).
Employees are made to feel valuable by teachings and acts that support their culture. The culture of the franchise is the most important aspect of its marketing and growth. To maintain a competitive edge, it must regulate the working climate and maintain its reputation of upholding its culture.
Work Motivation
Employees are attracted to this company by the culture in place. The first motivation about the firm is the laid-back job environment. The jobs offered at the organization are equally not stressful. There are structures set up that assure that the employees are not stressed-out, even in busy hours as lunch and dinnertime. The fear of management is subdued in the organization to encourage exchange of ideas. Fear weakens communication and trust, and it usually kills motivation as it acts as an impeding factor. High school students who would like an environment that is less stressful than their schools mostly fill the low skill jobs offered by McDonald (Middleton, 2002, p. 58).
The social opportunity is another motivator available at McDonalds. Employees at these premises are accorded a casual environment. This allows them to socialize while working. Relationships at work are not prohibited, as the management does not find it as a hindrance to work.
Schedule flexibility is considered a motivator at McDonalds. They offer a variety of shifts that accommodate most employees, even students. The employees get a health balance between their work and life. Fulltime jobs are available for those who require standard shifts, while part-time jobs are available for the rest. The low skill levels allow employees to shift obligations and fill in for others if need arises. Day offs can be regulated and fit in depending on the employee hour rotation system available. The freedom to regulate their hours amongst themselves, gives employees a feeling of empowerment. This is because they have a say in their schedule. This will make them committed to their job and would rarely make an excuse to avoid work. The work escape techniques dampen the relationship between employees and management and create low team morale (Neal & Henry, 2003, p. 72).
The fact that the larger part of the employment list is unskilled labor, employee empowerment assists the group feel useful and important. This creates are feeling of fulfillment at the work place. The locale of the work place is also a motivating factor. Most of the employees at the organization require jobs near their homes for security and financial reasons. Most employees are able to walk to work, as there is a McDonald’s in almost every town. The job does not require advanced skills or advanced training, which fits in, to a larger employment-seeking group of people. The economic downturn that hit the vast American population rendered some luxuries absolute (Stephen, 2005, p. 56). The convenience of having a job close to ones home is to envy. Transportation costs are minimal optimizing the use of ones paycheck.
McDonalds offer many opportunities for growth. This is another motivator. They offer training to all their employees at various levels and are open to promotion. The longer an employee stays in a specific franchise the higher their chances of promotion. The promotions are ranked in the form of manager and assistant manager. Typically, the McDonald job is seen to be that of young people, but there are those who may take advantage of the low skill nature of the job and fit in. The job is seen to be temporary, and impoverished person, unskilled persons or immigrants might find a great motivation on the job vacancies available (Stephen, 1993, p. 45).
The high turnover rate ensures the employee promotion in just few years of working. For those who cannot attend college, this is a main factor and encouraging motivator for searching for employment in this organization. The jobs training and advancing opportunities may allow individuals to rise and get other employment without college education. Their experience would be their main marketing point, and McDonalds offers them a chance to gain it.
Managers use theories of need-based nature for motivation. Maslow’s law depicts secure earning environment with physiological needs catered for as an ideal aspect of a job that has high turnover. The two-factor theory of motivation is applied in the McDonalds outlets. They pay adequately, maintain hygiene and place proper organizational policies for client and employee satisfaction (Joseph, 2000, p. 39).
Group Dynamics
The fact that not all employees are accorded the superstar tag does not deter the McDonald’s from working together. The firm can link its success directly to the tam mentality and functionality accorded to it rather than the impact of a single personality. Their teams are not highly integrated with regular team building activities, but the function well enough for their product and service delivery. This means that their team unity is sufficient for their almost perfect functionality (Buono & James, 2005, p. 64).
The functional team uses the Fordist management style, where members of a single area focus specifically on during a shift. This means that if one person leaves his post unattended, a vital point will miss halting all the production line. Therefore, the team requires optimal efforts from every individual employed. The resulting aspects portray that the work force of a McDonald’s restaurant is interdependent and everyone has to work together. There should also be sufficient motivation to produce a fast and efficient service to its clients. Most employees are trained to carry out multiple duties in the line, but it is not possible for them to simultaneously do these duties for an extended period (Seiler, 1965, p. 88).
Typically, a team in the McDonald’s firm is not self-reliant. It requires the input of a manager to make an impact. These direct inputs by the managers assure constant flow of the chain and high morale all through. The manager is in charge of maintaining high morale by reinvigorate team members to increase production efficiency. If the manager dies down and losses morale because of tiredness the team will follow suite, it is, therefore, important for the manager to be upbeat for the success of his team. Managers can chip in, in areas of immense pressure during peak hours, or for an injured link in the line of production. This is done to optimize production and maintain client satisfaction.
The team is as effective as the input of the manager in morale and pointing out of slugging issues. The managers input are also a motivation to struggling employees on the line. He might occasionally chip in and bail out an employee frustrated by lack of his cigarette break, or is trying to fit in. This breaks handed by the manager motivates and encourages the employee to give his all at work. A word of encouragement and resistance from constant complaints and nagging from the manager helps the employee in overcoming their obstacles. A proper team functions without reminder and constant shouting. This is a sign of proper management and training (Linstead, 2007, p. 63).
Conclusion
There is a unique perception of McDonald’s to many different individuals. Some may see the firm as an employment firm for unskilled labor, while others may perceive it to be a fast food joint, that is inexpensive, decent and a perfect employment opportunity. All in the entire firm has achieved international recognition for its effectiveness, hygiene, quality food and proper social employment opportunity. The individual, group and organizational concepts of the firm have upheld this reputation.
A balance of these concepts has brought in a unique significant growth of the organization. The maintenance of a good working climate and working culture was vital in gaining committed employees and maintaining low turnover. The work motivation encouraged optimal out put from the employees and the group dynamics ensured a fast and efficient service delivery. All these were aimed to attract and maintain the customer base, which it has done to perfection. With maintenance of these concepts, the McDonald’s firm will continue to shed off competitors and thrive in the industry. Incorporation of more aspects will only see the firm go higher in the grid of achievement.
References
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