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McDonald’s - questions.

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McDonald's Q. 2. [a] (i) What is meant be the term 'on the job training'? (2 marks) Q. 2. [a] (ii) Briefly explain two reasons why training might be important to McDonald's. (4 marks) Q. 2. [b] With reference to motivational theory, outline two ways in which McDonald's attempts to motivate its employees. (6 marks) Q. 2. [c] Examine the factors that one of McDonald's general managers might need to take into account when planning for future workforce needs. (8 marks) Q. 2. [d] McDonald's operates a centralised organisational. To what extent might this prove beneficial to the company? (12 marks) . . . . . . . . . . . . . . . . . . . . . . . . .. . A. 2. [a] (i) This is instruction or training at the workplace on the way in which the job should be carried out. This is sometimes done by being given instructions on how to carry out the necessary tasks as you are actually doing them. Another method involves observing an experienced operator performing the tasks (sitting next to Nellie!). ...read more.


the opportunity to run their own operations with little direction from the head office could be seen as providing the possibility for achieving 'self-actualisation'. A. 2. [c] A realistic starting point for one of the general managers of McDonald's would be the corporate aims and objectives of the McDonald's group - as targets for individual restaurants would need to be 'in line' with these. Future workforce needs would obviously necessitate forecasting changes in consumer demand - both in customer numbers and also in customer needs, so that the restaurants will know how many staff they require and what skills they require from their staff. The extent of necessary recruitment also depends on the expected labour turnover of the restaurants and the amount of job re-training that can be undertaken. Possible changes in working practices could also have a marked effect on future workforce planning, as could the activities of competitors in the market place. Changes in the macro economic picture will affect the number of customers that the restaurants are able to attract and the costs of employing staff. ...read more.


is severely limited by centralised management and this can lead to motivational problems at the individual restaurant outlets. Centralised management necessitates a 'one policy suits all' approach, which may not be valid in many cases, where local differences need to be taken into account in decision-making. Centralised decision-making marginalizes local factors - often to the detriment of the company. Centralised decision-making is of necessity bureaucratic and inflexible. Instructions can become somewhat blurred as they are transmitted down the 'chain of command', and the organisation can become unable to respond rapidly to changing market conditions. It is also difficult to recruit senior managers from within the organisation as a centralised organisational structure means that middle managers have not been give the opportunity to demonstrate their strategic decision-making skills. In conclusion, though it is tempting to say that the flexibility and localised knowledge that comes from a decentralised system is preferable, I would have to say that in the case of McDonald's, where a 'chip' in any McDonald's restaurant must taste exactly the same as a 'chip' in any other McDonald's restaurant, and the 'customer experience' must be the same in all their restaurants, the most logical organisational system is indeed a centralised one (even with its drawbacks). Page 1 ...read more.

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