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Staff Training and motivation - McDonalds case study

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Training McDonald trains almost 55,000 employees each year. Each year, it also dedicates over �10 million to ongoing employee training, providing people with valuable skills. Work experience at McDonald's is a foundation for future employability, particularly as the UK labour market continues to evolve. With the increased demand for skilled workers, a job which offers ongoing training with a leading organisation - is a solid career investment. People from all walks of life credit a first job at McDonald's with having equipped them with the ingredients for success. Staff Training McDonald's Staff Training Programme is an on-the-job vocational experience that teaches skills transferable to other industries. All new hires begin their McDonald's experience with an induction into the company. Staff trainers work shoulder-to-shoulder with trainees while they learn the operations skills necessary for running each of the 11 workstations in each restaurant, from the front counter to the grill area. All employees-learn to operate state-of-the-art foodservice equipment, gaining knowledge of McDonald's operational procedures. Step-by-Step manuals and video tapes cover every detail, from how to make a Big Mac, to how to deliver exceptional service to customers. Employees also learn how to train and supervise others. For the first time employed, McDonald's is an important "mentor', teaching the interpersonal and organisational skills necessary for functioning effectively on any job. McDonald's business demands teamwork, discipline and responsibility; McDonald's experience results in enhanced communications skills as well as greater self-confidence; and McDonald's stresses "customer care", and attitude which industry experts recognise as an essential ingredient for business success. Management Development Conducted at regional offices and corporate training centres across the country, McDonald's Management Development Program (MDP) continues to develop the potential leaders which the Crew Training Programme has nurtured. This is followed by a series of training courses designed to back up what is learnt in the restaurant and develop management, communication and leadership. The Management Training Centre (MTC) ...read more.


Interest-based conflicts may occur over substantive issues (such as money, physical resources, time, etc.); procedural issues (the way the dispute is to be resolved); and psychological issues (perceptions of trust, fairness, desire for participation, respect, etc.). For an interest-based dispute to be resolved, parties must be assisted to define and express their individual interests so that all of these interests may be jointly addressed. Interest-based conflict is best resolved through the maximizing integration of the parties' respective interests, positive intentions and desired experiential outcomes. Structural Conflicts Forces external cause structural conflicts to the people in dispute. Limited physical resources or authority, geographic constraints (distance or proximity), time (too little or too much), organizational changes, and so forth can make structural conflict seem like a crisis. It can be helpful to assist parties in conflict to appreciate the external forces and constraints bearing upon them. Structural conflicts will often have structural solutions. Parties' appreciation that a conflict has an external source can have the effect of them coming to jointly address the imposed difficulties. Value Conflicts Value conflicts are caused by perceived or actual incompatible belief systems. Values are beliefs that people use to give meaning to their lives. Values explain what is "good" or "bad," "right" or "wrong," "just" or "unjust." Differing values need not cause conflict. People can live together in harmony with different value systems. Value disputes arise only when people attempt to force one set of values on others or lay claim to exclusive value systems that do not allow for divergent beliefs. It is of no use to try to change value and belief systems during relatively short and strategic mediation interventions. It can, however, be helpful to support each participant's expression of their values and beliefs for acknowledgment by the other party. Working Hours One functions working hours may be flexible than another functions working hours, the employees are prone to complain as they want more flexible working hours as well. ...read more.


Through the scientific study of work Taylor sought to enable the worker to achieve the maximum level of output, and in return gain the maximum financial reward for their labour. The best way to pay a worker according to Taylor was on a performance related basis. In one study he looked at the work of steel workers, and by identifying the optimum load of coal per shovel, which would enable the worker to lift the maximum tonnage each day, the steel works plant reduced its workforce from 600 to 140. The reward for those workers lucky enough to keep their jobs - 60% higher wages if they met their scientifically calculated targets for the week, by following the instructions laid down by Taylor, on how to do their jobs. Unfortunately, the way in which Taylor appeared to view the 'worker' as just a pair of hands, and the job losses, which seemed to follow him round the companies he advised, labelled Taylor as 'The Enemy of the Worker'. In truth, F.W.Taylor only sought to enable the worker to reach their full earning potential, and honestly believed his work was in the best interests of the worker. Subsequent motivational theorists have pointed to Taylor's limited appreciation of the fact that 'workers' are you and me - people, complex individuals, with heads and hearts - and not just simple pairs of hands. This said, Taylor's ideas are just as prevalent today as they were in the early 1900s, consider the current wave of dot.com start-ups, which offer large share options to their staff, and thus the potential for huge financial rewards in the future, if they work hard now. There is no escaping the fact that money is still a central reason why people work, but is it the key to motivating people. Abraham.H.Maslow published 'A Theory of Human Motivation' in 1943. In this work he argued that people are wanting / needing beings. As such we always want more, and what we want depends on what we already have. Maslow suggested human needs can be arranged into series of levels, a hierarchy of importance. ...read more.

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