Organizations Behaviour, Structure, Processes
The Manager’s Job in Context
Introduction
Organizations is defined as a system of people who are engaged in cooperative action, working together to reach an agreed-upon purpose (2002). Organizational behavior is defined as actions and attitudes of people in organizations. Studying organizational behavior is essential to managers because it helps tem to identify problems, determine how to correct them, and establish whether the changes would make a difference. Organizational structure refers to how an organization is put together. Structure reflects some of the underlying ways that people interact with one another in and across jobs or departments (2002). Every organization is organized into separate functions, which perform specific duties and activities. These processes offer identity for employees and provide them a connection within the organization. Organizational processes must be logical, streamlined paths to the achievement of goals.
This report analyzes the behavior, structure and process of McDonald’s. The report focuses on the role of the manager in the organization and the interdependency that occurs between him/her and the people and groups in McDonald’s.
Restaurant Manager: McDonald’s
Requirements of the Job
- Experience in a management or supervisory capacity in a restaurant, hospitality or retail environment
- Two years of college or related experience
- Reliable Transportation
- Open/flexible Schedule
McDonald’s is looking for managers that are energetic, committed and goal-oriented.
Important Characteristics and Traits of a Manager
As a leader, the manager’s responsibilities include establishing and directing the vision and mission of the team. The manager is responsible for keeping the members of the team on a consistent track to achieving the team’s vision.
As a project manager, the manager is responsible for the direction of the team’s operations by scheduling the consumption of the department’s resources, as well as people and capital equipment.
As a coach, the manager selects the people for the team and improves the performance of people using constant counseling. As a coach, the manager works with people to help them become greater contributors by helping them to improve their efficiency and effectiveness.
The Manager is responsible for
1. Planning
The manager defines and sets goals, figures out ways for achieving these goals, and develops a comprehensive hierarchy of plans to integrate and coordinate activities to reach the goals. Setting the goals keeps the work to be done in its proper perspective and helps organizational members keep their attention on what is most important (2002).
2. Organizing
The manager ensures that the necessary human and physical resources are available to carry out a plan and achieve organizational goals. Organizing includes all managerial activities that translate required planned activities into a structure of tasks and authority (Sims 2002, 10).
3. Leading
The manager constantly interacts with individuals and groups. Leading involves interpersonal processes such as motivating, communicating, coaching, and showing employees how they can reach their goals (2002).
4. Controlling
The controlling function includes activities that managers undertake to ensure that actual outcomes are consistent with planned outcomes ( 2002).
Individuals and Groups that the Manager interacts with
Crew Members
The crewmembers can be assigned in the back area (kitchen), front area (dining) or in Drive Thru. The crewmembers serve all the customers with efficiency and quality. They must also ensure the quality of the products and service that the customers get. In the dining area, the crewmembers interact with the customers and make sure that their visit is as pleasant as possible. They are also responsible for maintaining the standard of cleanliness inside the restaurant.
Shift Manager
The shift manager helps the restaurant manager and assistant manager in managing the restaurant. The shift manager manages the crew on shift to deliver outstanding Quality, Service and Cleanliness.
Assistant Manager
Some of the assistant manager’s responsibilities are managing budgets, inventory control, and human resources. The assistant manager is also responsible for maintaining the standards for quality products and efficient service.
Operations Supervisor
Operations supervisor provides leadership, coaching, and direction. The operations supervisor constantly deals with the restaurant manager and the restaurant leadership team to maximize long-term sales and profit potential.
Training Consultant
The training consultant is the one in charge with the training and development of the staff. The training consultant is responsible for motivating the McDonald’s team. He or she improves individual performance and contribute to restaurant results.
Business Consultant
The business consultant is responsible for maximizing the potential for a restaurant. He/she optimizes sales, profits, and people.
Human Resources Consultant
The human resources consultant provides direct support to the corporate restaurants or recommendations and advice to the franchisees.
Nature of Interdependency
The restaurant manger overlooks the entire operation and is responsible for planning and goal setting. The restaurant manager coordinates with the assistant manager whose main responsibility is managing the budgets and inventories of the restaurant and with the shift manager who overlooks the operation and ensures that the quality of the food and service on a shift. The assistant manager and shift manager ensure that the staff or crewmembers are following the standards of the restaurant. The operations supervisor coordinates with the restaurant manger in order to come up with strategies to maximize profits and long-term sales. The restaurant manager also coordinates with the training consultant who is in charge of the training and development of the restaurant employees. The business and HR consultants are important persons that help the restaurant manager.
Evaluation of the Interdependent Group
Pooled Interdependence
The interdependence that exists between the critical members of the group is pooled interdependence. Under pooled interdependence, according to (2002), each part makes separate contribution to the whole and is in turn supported by the whole. McDonald’s approach for pooled interdependence is standardization. According to (1993), pooled interdependence arises when inputs are contributed by many different sources (p.61). Pooled Interdependence occurs when two or more workers are carrying tasks that do not require any exchange of information or materials between them, but each is contributing to the same end (1992). In pooled tasks, each individual contributes incrementally to overall task completion, and hence, team performance. Minimal coordination and communication are required of team members in order to accomplish the task (1997).
The organization depends on and supports the proper function of each element. McDonald’s is coordinated by standardization. Rules are internally consistent, the tasks or practices inside the organization is constant, repetitive and limited enough to permit appropriate application of rules to various situations. McDonald’s promote a standardized interdependence that involves the establishment of routines, procedures or rules to constrain action consistent with those of others.
In addition, McDonalds also has a mechanistic organizational system that is characterized by confidence on formal rules and regulations, centralization of decision-making, narrowly defined job responsibilities, and a rigid hierarchy of authority. The emphasis is on following procedures and rules. A mechanistic system is essentially a bureaucracy. Bureaucracy is characterized by principles that include:
- Specialization
- Hierarchy (chain of command)
- Rules and regulations
- Rational decision-making
- Selection and promotion based on technical competence
McDonalds is an organization that has relatively mechanistic system in terms of dimensions like hierarchy of authority, centralization, rules, procedures, impersonality, chain of command, and span of control (2002).
Recommendations
Performance Management
Performance management is the integration of performance appraisal systems with broader HRM systems as a means of aligning employees’ work behaviors with the organization’s goals. The performance management system must be consisting of processes used to identify, encourage, measure, evaluate, improve, and reward employee performance at work.
In order to achieve a better organizational performance, an effective performance management system must be employed. This performance management system must:
- Define performance. It is desirable to carefully define performance so that it supports the organization’s strategic goals. The setting of clear goals for individual employees is a critical component of performance management.
- Empower employees. It is desirable to empower workers to deal with performance contingencies.
- Measure performance. Measuring performance does not need to be narrowly conceived but can bring together multiple types of performance measured in various ways.
- Encourage feedback and coaching. In order to improve performance, employees need information about their performance, along with guidance in reaching the next level of results (2002)
Performance management should begin by determining why it should take place at all. Performance management helps organizations sustain or improve performance, promote greater consistency in performance evaluation, and provide high-quality feedback. Performance management helps organizations link evaluations to employee development and to a merit-based compensation plan ( 2000).
Performance Appraisal
Performance appraisal is an evaluation and development tool, as well as a formal legal document. Appraisals review past performance—emphasizing positive accomplishments as well as deficiencies and drafting detailed plans for development. By emphasizing the future as well as the past, documenting performance effectively, and providing feedback in a constructive manner, employees are less likely to respond defensively to feedback, and the ap praisal process is more likely to motivate employees to improve where necessary. The performance evaluation also serves a vital organizational need by providing the documentation necessary for any personnel action that might be taken against an employee (2002).
The organization must come up with a performance appraisal system that is thoroughly studied by the managers. The managers and the HR consultant must ensure that all of the members of the organization have confidence in the appraisal system.
Manager’s Roles
- Lead performance management and improvement initiatives
- Mobilize commitment for performance management and improvement
- Change systems and structures to support performance management and improvement
- Monitor employee progress through performance management initiatives
- Make performance improvement last by reinforcing and rewarding employee growth and development
- Create a shared need for performance management and improvement
- Shape a vision for performance management and improvement initiatives
Conclusion
Communication and interaction between the manager and the people in the organization is essential in achieving a more effective performance. Poor employee performance occurs when the manager fail to communicate and interact with the employees. The manager must be able to determine what the organization is attempting to achieve. An effective performance improvement initiative, according to Gilley and Maycunich always begin with needs. Essentially, the purpose of performance improvement is to increase the organization’s success. The performance improvement process of McDonald’s must consist of:
- Analysis
- Design
- Development
- Implementation
- Evaluation
Even a successful international company like McDonald’s have problems when it comes to its organization. The company lives by a highly standardized system for its products and services. The manager must be able to build an environment that supports healthy interaction between the members of the organization focusing on both the company and individual goals. Each member of the organization is important and interdependency exists all throughout the organization structure. The manager must be able to effectively manage and evaluate performance. Every member is also entitled to training and learning opportunities that will enhance their skills, knowledge and abilities and organizational productivity. The manager plays an important role in achieving the individual and organizational goals.
The restaurant manager of McDonald’s must be able to develop employees who:
- Examine closely the processes they use to achieve their objectives or results and then eliminate unnecessary steps
- Determine what additional steps or actions need to be taken to achieve success or avoid failure
- Use information or documentation effectively
- Assemble or create their job aids based on their work experience
- Successful in scouting out sources of information outside of their own workplace
- Have intrinsic motivation that helps them take initiative in overcoming barriers
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