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MANAGING ORGANIZATION'S STRUCTURE
Managing the Organization's Structure; McDonald's case study
McDonald's represents the biggest fast food chain in the world, with its key products being burgers, soft drinks, French fries, desserts and shakes. Increasing health consciousness and trends against obesity have called attention to the company, which, by all accounts, has contributed majorly to rapid growth of obesity in its customers. Foods marketed by the company (all fast foods, in fact) are unhealthy, being loaded with salt and fat, and having minimal nutritional value (About McDonald, 2015).
The organization I work in shows the following scores, based on the McGinty/Moss survey:
It has a deliberative traditional culture
Questions 6-10: It doesn't portray a stable/established culture
Questions 11-15: It has an urgent or seat of the pants culture
The question category 1-5, which labels my company's culture as traditional showed the most number of 'true' responses in the McGinty/Moss 'true/false question' survey. This score is in agreement with my general expectations; most of my company's staff members are young and well-educated. Management has always preferred younger candidates in their hiring process, as they bring fresh ideas to the company, while endorsing existing systems that are efficient. Furthermore, younger personnel are characterized by greater productivity and profitability. Meanwhile, management keeps up a consistent and constant stream of correspondence with company employees. Abnormal competition...
Staff members, overall, did not feel sufficiently acknowledged and older members felt the presence of newcomers was harming their career (About McDonald, 2015; Kraut, 1996).
Organizational culture is defined in McNamara's book, Field Guide to Leadership and Supervision, published in 2000, as an organization's personality. The author further writes that one can view company culture in the form of a system that may be divided into numerous categories. Of all the categories McNamara (2000) enumerates, in my opinion, my organization depicts a 'Baseball Team' corporate culture. Staff members are accorded ample autonomy and their abilities are well-recognized and appreciated. Their skill sets make them highly in demand, and they find it easy to get a job anywhere. This sort of organizational culture can be viewed among high-risk, fast-paced industries, like advertising and investment banking (Kraut, 1996; Cameron & Quinn, 2006; McNamara, 2000).
Organizational leaders usually have a good idea about their respective firms' cultures. However, their understanding is only limited to theory and they fail to employ their knowledge of this culture to learn from it, and successfully drive the organization through it. Different employees within a company may view its culture from completely different perspectives. This distinction in staff views is more marked as one goes from top to bottom in the organizational hierarchy. For instance, the CEO may think his company…
References
About McDonald's. Retrieved on 19 September 2015 from http://www.aboutmcdonalds.com
Cameron, K. S., & Quinn, R. E. (2006).Diagnosing and changing organizational culture: Based on the competing values framework (Rev. ed.). San Francisco, CA: Jossey-Bass.
Jacobides., M. G. (2007). The inherent limits of organizational structure and the unfulfilled role of hierarchy: Lessons from a near-war. Organization Science, 18, 3, 455-477.
Kraut, A. (1996).Organizational Survey: Tools for Assessment and Change. Josey-Bass Publishers
McNamara, C. (2000). Organizational Culture. Retrieved on August 2, 2011, from: http://managementhelp.org/organizations/culture.htm
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