Mcdonald's Case Study Of Scientific Management
Starbucks apa paper final.
Starbucks started its growth in the early 1990s, with a game plan for Atmosphere, Quality Coffee, Customer Service, and Partner (employee) Satisfaction. Customers find the stores Welcoming and friendly for a great place to meet friends for a great cup of coffee or a local place for a great cup of coffee and a good book. Starbucks worked with coffee growers to offer a consistent brew and enforcing standards that have become the industry’s norms. Starbucks have put a lot into their training program to ensure properly trained employees to provide that consistent cup of coffee as well as improve employee retention. Starbucks believed in happy employees would promote a better experience for the customer. Since the 90s Starbucks have followed their 3 step plan. 1. Atmosphere: Every time you walk into a Starbucks, you know you will be greeted with a smile and a friendly attitude. 2. Continuity of Brand and Product: Every Starbucks has a similar feel, and your drink order will taste the same whether you are in New York or Spain. 3. Employee Satisfaction and Training: The training of the staff, in both how to be personable with customers and knowledge of the product offering
Why Scientific Management so Prevalent
Scientific management was first developed by an American, Frederick Winslow Taylor in the1880s ~1910s and has evolved a lot since then. It is a theory or school of thoughts about process improvement and management. It aims at maximizing efficiency, productivity, output with least cost and minimizing wastes. It was criticized as inhuman by many organizational theorists. However, it is widely applied in manufacturing industry and service industry in both developing and developed countries nowadays. This article is to investigate the reasons why scientific
Classical Method Of Mcdonalds
To begin, McDonalds uses the Classical method scientific management method, this method allows work to be compartmentalized. Fredrick Taylor, the one who worked on the scientific management wanted to improve productivity, therefore, his approach was used in the McDonalds enterprise as work is compartmentalized to make work efficient. For example, McDonalds labour force has specific tasks such as; some workers on the line making the meals, a worker making the fries, a worker working the cash register etc. The classical method works well in this aspect of working as it is easy and inexpensive to train workers and is easy for observation by supervisors and managing staff. McDonalds however does not motivate the workers well as they are paid minimum wage, since money is the only motivator, and compensation must be assessed to performance.
Ethical Ethics Of Starbucks
However, are there more benefits than disadvantages in reality? In reality, the company is wondering whether Starbuck would be able to retain the same quality of their human resources. Main challenge for Starbucks Coffee nowadays is to ensure that the rapid growth of the company would not change their financial and mental “health”, as its starting to get problematic for them to maintain the same generous policies and high human resources costs. Main reason for that is because is it difficult to check on each store, and ensure that the company there is working in high-standards.
Starbucks : Social Responsibility And Ethical Practices
Usually, companies mainly focus on their customers and investors, leaving out the employees who work hard for the company 's benefit. This is a crucial issue for companies, because keeping the employees happy should be their top priority, which is the case for Starbucks. Starbucks believes that its employees is a large part of what sets it apart. Most of the companies do not provide the basic benefits for their employees who are a large part of the company 's business, which was seen in the case of Schutz father who was not given any health benefits after his accident, which made it all the more difficult for him to work.
Starbucks Case Study
As is quoted in the book “Starbucks seems to have a handle on how to gain and maintain employee loyalty.” I also like the way Starbucks treats its customers, you feel there as you are in a friendly environment. Schultz believes that he “has created a third place between home and work where people can go to get their own personal time out or relax with friends.“ (Peter & Olson, pg. 32) I think that what Schultz believes is very true and we can see this by the numbers of how much this store has expanded and how much popularity it has all over the world. The only thing that I don’t like about Starbucks is the price of coffee; compared with other stores here in Greece it has higher prices. So, the information I received for Starbucks had a very strong influence on my affect for the coffee shops and especially for Starbucks.
What Are The Pros And Cons Of Starbucks
Starbucks has set a new standard in what the world sees as far as retail industry for ubiquity. The have become so big so fast that the premium status has been lowered to that of a common franchise. Their primary competitors today seem to Dunkin’ Donuts and McDonalds. Coffee is a daily habit for many people no matter what social level, economic status, or gender you hold. Starbucks tries to create or sell a certain type of lifestyle. This lifestyle is appealing to college students who go to locations to work or study or to people who want to reconnect with friends and family over a cup of coffee. Starbucks offers their customers many benefits and perks for not only buying their products but for staying and creating a comfortable atmosphere. Most locations offer free internet access and wireless charging stations for your phones or device. Because this generation seems to be very tech savvy an app also allows customers to order and pay for their item on the phone so they are ready for them right when they arrive. Starbucks also offers a membership program at no cost. These memberships also come with perks such as free drinks on your birthday and exclusive discount on food or
Starbuck Strategic Human Resource Managment
Lastly, for the process issues, the company’s strategies and precesses need to be examined. In these issues, the employees of Starbucks will be affected most, as in Starbucks, nearly all of its employees (include part-timers) can buy its shares since the ‘Bean Stock Plan’ in 1999 and the company calls its employees as partners, therefore, any decisions to be made inside the company would affect all of its employees consequently. There are some constraints related to its resources like the cost of its materials, such as the coffee beans, the rent of its coffee shops when the company considered to open more shops and wages of its part time employees. When we look at Starbucks’ income statement, an evidence showed that there was a steady growth in the Starbucks’ revenue and net income from 2002 to 2004, meanwhile, the company has also received an increasing flow from the stock market, such the investors include both its employees who have brought the shares and the outsiders had made good profits from the company. During this period, the company is able to satisfy its employees and grow constantly which is due to its proper operation and management. When we look at the table of benefits to part-time workers and full-time works in US and compare
Howard Schultz : Marketing Team For Starbucks
The success of Starbucks in the early days of the company’s existence can be attributed to the goals, which Howard Schultz was able to achieve. His goal was to create a place, which people could gather as a “third place.” This place was to be in line with consumer schedules as the place of gathering and community. Home, Work, Starbucks was his idea. Everything he did was to be in line with this mantra. In addition to the atmosphere, which sets the brand apart, they produce a quality product. The brand started as a coffee bean distributer and it is this distinction, which allows
Operations Strategy Of Starbucks
This helps Starbucks in embracing the JIT (Just in Time) lean operations model which is ideal for companies that perform repetitive operations and have a pretty stable demand. This also helps in reducing lead time and increase productivity by cutting cost on inventory and waste. There is a distinct difference between a manufacturing firm and a service enterprise and Starbucks falls under the later. In a service enterprise, the product and the service is customized according to the customer preferences unlike a manufacturing firm where the consumer is just a recipient of a
Props Of Marketing : The Four Components Of Marketing
Starbucks employs the product, promotion, place and price method of marketing. They place great emphasis on their products and have established themselves
The Contingency Theory : The Importance Of Scientific Management
Scientific Management constitutes a significant part of McDonalds’ management philosophy in the way that all those involved in the restaurant know exactly what their specific roles are, what methods would allow them to carry out their tasks most effectively and how their performance is measured by profit which reflects the success of the outcomes produced. The best way to manage particular aspects of the organisation have been applied in instances such as using an assembly line for burger making and filling orders and the utilisation of scripts which direct an employee’s interaction with a customer. These tasks have been carefully analysed in order to determine the least amount of actions required to complete the job in order to increase efficiency, similar to how Frank Gilbreth was able to reduce the number of motions in laying an exterior brick from eighteen to five and an interior brick from eighteen to two (Gilbreth 1914). This standardisation of management demonstrates the applicability of Scientific Management in modern civilisation and explains why some may believe that it is the only one best way to manage due to its effectiveness and success in many organisations.
Mcdonald 's A Mechanistic Organization
McDonald’s is one of the biggest companies in the world with restaurants in 119 countries and it has accomplished this extraordinary global presence through its effective management practices. McDonald’s uses a combination of Fredrik Taylor’s scientific management, Max Weber’s hierarchical structure, and Henri Fayol’s administrative principles to run its restaurants. McDonald’s has become a mechanistic organization by making its restaurant environment predictable. McDonald’s has developed set management structure and a predetermined set of procedures for running its restaurants. As a result, McDonald’s has come to resemble a machine where employees are like components of the big McDonald’s machine.
Principles of Scientific Management
This use of Scientific Management has defined the key components of the McDonalds success story, high volume and short waits time for the product, consistency or predictability of the end product. The so called “McDonalization” has the following features that are evolution of the core principles of scientific management. Secondly by examining the areas where strategic management arises from scientific management and inference can be drawn about the opportunity cost of this difference. The assembly line techniques have enabled McDonalds to serve food at high volumes very
Scientific Management: The Four Principles Of Scientific Management
The year 1911 saw Frederick Winslow Taylor publish a book titled ‘The principles of scientific management’ in which he aimed to prove that the scientific method could be used in producing profits for an organization through the improvement of an employee’s efficiency. During that decade, management practice was focused on initiative and incentives which gave autonomy to the workman. He thus argued that one half of the problem was up to management, and both the worker and manager needed to cooperate in order to produce the greatest prosperity.
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Taylor’s 4 Principles of Scientific Management
Application of scientific management in case study, q4. using specific examples drawn from the case study discuss leadership styles and the potential behavioral responses., leadership styles, types of leadership, autocratic leadership, participative or democratic leadership, laissez-faire or free rein leadership, epidemiology of leadership in different conditions, affiliative leadership, authoritative leadership, charismatic leadership, coaching leadership style, coercive leaders, democratic leaders, pacesetting leaders, behavioral responses.
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Application to case study
Q6. critically review the concept ‘informal organization’ and illustrate how it may apply to the case study., concept of ‘informal organization’, the formal and informal organization structure, application of ‘informal organization’ to case study, cite this work.
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Scientific Management 101
Exploring frederick taylor's theory of scientific management and the contributions made by frank and lillian gilbreth..
While there was a great need for workers, there was certain work that had specific and important requirements. Some tasks required a person with good eyesight, while others required strength. In terms of the position for these tasks, the companies would need to hire someone with the right qualifications. For those who sought jobs that required good eyesight, tests such as eye exams might have been used to determine the quality of eyesight. Those who were applying for positions that required strength, they may have asked to lift weights in front of the employer to determine their abilities. In both cases, the hiring company would have to ensure that the applicant had the right qualifications for the job, so that the job was done in the way it was designed and in a way that did not compromise the quality of the product. This is exactly what Taylor’s third principle is about: choosing the best worker for the job. There may have been some companies whose workers didn’t have the exceptional eyesight, but for the jobs requiring good eyesight, the managers would most likely choose the workers with the best eyesight out of all. The third principle isn’t just about having the requirements, but also about being the best in comparison to others.
Women made great contributions during the Second World War through their service, especially in factories and plants producing weapons and machines for the soldiers fighting in the battles. While they did not have much, if any, of the skills needed to produce weapons when they came to the plants, they were still able to have a high production rate. This was made possible through the application of Frederick Taylor’s 5 Principles of Scientific Management.
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Scientific Management Theory Case Study
Scientific Management Theory Scientific management theory looks to enhance an association's effectiveness by deliberately enhancing the proficiency of task consummation by using scientific, engineering, and mathematical analysis. The objective is to diminish waste, expand the methodology and strategies for creation, and make a simply circulation of merchandise. This objective serves the regular hobbies of businesses, representatives, and society. Scientific management theory is paramount on the grounds that its approach to management is found in just about every mechanical business operation over the world. Its impact is likewise felt by and large business practices such arranging, methodology outline, quality control, expense bookkeeping, …show more content…
In this essay, the author
- Explains that they sought to reduce the time a specialist used on each task by improving the way the assignment was carried out.
- Recommends studying the ways employments are performed and focusing better approaches to do them.
- Explains how directors should act to propel workers and urge them to perform at abnormal states and be focused on the accomplishment of organizational objectives.
- Explains that scientific management theory enhances an association's effectiveness by deliberately enhancing the proficiency of task consummation by using scientific, engineering, and mathematical analysis.
- Explains administrative management theory, which requires formalized managerial structure, acceptable division of work, and designation of force and power to overseers.
- Explains the behavioral management hypothesis, which addresses the human measurement of work. behavioral scholars accepted that a superior understanding of human conduct at work enhanced gainfulness.
- Analyzes how theory x expects the normal specialist is exhausted, dislikes work, and will do as insufficient as could reasonably be expected. the management hypothesis is influenced by convictions about laborer state of mind.
ii. Administrative Management Theory The study of how to make a hierarchical structure that leads to high productivity and adequacy. Administrative management theory endeavors to discover a discerning approach to plan an association as an issue. The theory requires a formalized managerial structure, an acceptable division of work, and designation of force and power to overseers important to their ranges of responsibilities. Administrative management theory includes numerous paramount ideas; however these ideas can generally be put into the accompanying general classes: Formalized administrative structure - According to this theory, you ought to outline an association utilizing an extremely formalized structure with clear lines of power starting from the top. This is a progressive structure. Case in point, consider a large partnership. At the top is the top managerial staffs who offers bearings to the CEO, who thus gives headings the supervisors of every corporate division. The supervisors will then offer headings to their center administrators, who thusly offer bearings to managers down to individual …show more content…
Anybody included in the arranging, co-ordinating, running, or controlling parts of a business can be viewed as a regulatory chief. iii. Behavioral Management Theory The study of how directors ought to act to propel workers and urge them to perform at abnormal states and be focused on the accomplishment of organizational objectives. Concentrates on the way a manager/director should figure out how to persuade workers. The behavioral management hypothesis is regularly called the human relations development on the grounds that it addresses the human measurement of work. Behavioral scholars accepted that a superior understanding of human conduct at work, for example, inspiration, clash, desires, and gathering elements, enhanced gainfulness. The scholars who helped this school saw representatives as people, assets, and advantages for be produced and worked with — not as machines, as previously. A few people and tests helped this hypothesis. Behavioral management hypothesis depends on the thought that managers will better comprehend the human viewpoint to laborers and treat representatives as critical resources for attain objectives. Management taking an exceptional enthusiasm toward specialists makes them feel like some piece of an uncommon
- explanatory
- comparative
- Explains that employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication. justice can be defined as a person receiving what they feel they are entitled to.
- Explains the equity theory and how managers can use this to motivate employees by awarding their hard work.
- Explains that people can make exceptions to the "input-to-output" ratio if they feel that the referent is deserving of higher inputs. the challenge to this formula is that everyone has a different viewpoint on the same situation.
- Explains that employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication, in a word they seek justice.
- Opines that a manager's responsibility is to balance the constant chaos that is tied to the matter of justice within the workplace.
- Explains the reinforcement theory, which goes into detail about the consequences that follow an action within the workplace.
- Explains how the job is designed, what it entails, and how specialized is the position. rotation is most likely to appeal to people who do not want the same routine day after day.
- Explains that goal setting is an important tool for managers because it motivates employees to achieve their goals. however, goals can also have a downside.
- Explains that every employee is placed in various circumstances that will influence their motivation. self-appraisal evaluations help employers assess what are some positives and negatives of meetings.
- Cites carpenter, bauer, erodogan, & short, j. principles of management.
- Explains that early theories of organizations emerged mainly for military and catholic church. the metaphor of the machine was dominant, where organizations are viewed as machines.
- Explains that the three well-established theories of classical management, taylor's theory of scientific management, fayol?s administrative theory, and weber’s theories of bureaucracy, developed historical sequences.
- Explains that scientific management theory arose from the need to increase productivity in the u.s.a. especially, where skilled labor was in short supply.
- Explains that it put planning and control of workplace activities only in the hands of managers.
- Explains that henri fayol is considered the founder of the classical management school because he was the first to systematize it.
- Explains weber's theory of bureaucratic management that stressed the need for a strictly defined hierarchy governed by clearly defined regulations and lines of authority.
- Opines that bureaucracy allows for the optimal form of authority -?rational authority?
- Explains that purdue occupational research center's research led to the publication of the position analysis questionnaire in 1972.
- Explains that work stress received increasing attention in i/o research, theory, and practice. balancing work and family lives received increased attention.
- Cites katie enock, public health specialist, harrow primary care trust www.healthknowledge.org.
- Analyzes how workers and unions opposed the "speed up" theory because they feared that working harder or faster would exhaust whatever work was available, causing layoffs.
- Explains that fayol was the first to give a definition of management, namely?forecast and plan, organize, command, co-ordinate and control?
- Explains that many of the principles were not designed to cope with conditions of rapid change and issues of employee participation in the decision making process of organizations.
- Explains that weber's theory can be used as a gold standard to develop other modern theories.
- Explains that rigid behavior by senior managers can lead to standardized services that do not meet the needs of the client. exercise of control based on knowledge has led to experts whose opinions and attitudes clash with those of more generalized managers and supervisors.
- Explains how the behavioral school emerged because the classical management theories did not achieve sufficient production efficiency and workplace harmony.
- Explains how carl rogers' and abraham maslow's theories of motivation supported the human relations movement.
- States the 1964 civil rights act, which states that discrimination on the basis of race, color, religion, sex, or national origin is unlawful. katz & kahn published classic text outlining theory and research of organizational behavior embedded in open, sociotechnical systems.
- Analyzes how b.f. skinner advocated behavior modification strategies to motivate people in organizations, and the rise of cognitive approaches to studying topics in psychology.
- Explains that civil rights laws, and related supreme court decisions, led to increasing research on bias in organizations. the rigidity of classical management theories produced harsh consequences for businesses during these times of rapid change.
- Explains that scientific management is a way that an organisation regulates their staff within. frederick taylor required managers to set the tasks for the employees in advance.
- Explains that frederick taylor's method was adapted in 1856 by an american mechanical engineer who had an objective to secure maximum prosperity for each employer.
- Analyzes how frederick taylor's scientific management theory influences the success of ryanair.
- Compares douglas mcgregor's theory x and frederick taylor' s scientific management theory, stating that creativity is rare for employees.
- Analyzes how frederick taylor's scientific management theory helps ryanair gain maximum prosperity from their staff by motivating them to work to a high standard.
- Explains the drawbacks of scientific management, stating that it can only be applied to manufacturing sectors.
- Analyzes how the ideas of fordism and taylor helped the success of the u.s. motor vehicle industry.
- Explains how fredrick winslow taylor's theory of scientific management helped meet the needs of capital in the u.s.
- Analyzes how henry ford's scientific management theory helped the development of assembly line.
- Analyzes how taylorism and fordists led to the rise of capitalism and the growth of the industrial unionism.
- Describes scientific management as a theory of management that analyzed and synthesized workflows. its main objective was improving economic efficiency, especially labor productivity.
- Explains that scientific management involves obtaining complete, valid and reliable information in respect of the problem under consideration before making a decision.
- Explains that administrative management theory seeks to find a rational way to design an organization. the theory calls for formalized administrative structure, clear division of labor, and delegation of power and authority to administrators.
- Describes bureaucratic management as a formal system of organization based on clearly defined hierarchical levels and roles in order to maintain efficiency and effectiveness.
- Explains that top-level managers in bureaucratic organizational structures exercise a great deal of control over organizational strategy decisions, which is ideal for business owners with command and control style.
- Explains that bureaucratic structures can discourage creativity and innovation throughout the organization. front-line employees may receive less satisfaction from their jobs, increasing employee turnover rates. organizations bound by rigid controls find themselves less able to adapt to changing conditions in the marketplace, industry or legal environment.
- Explains that it puts planning and control of workplace activities exclusively in the hands of the management and rules out realistic bargaining of wage rates since jobs are measured, timed and rated scientifically.
- Explains that the manager must make the most of every available resource by creating effective execution plan about how the company is organized to achieve the predetermined high value corporate objectives.
- Explains that management has been evolving over the past 100 years. modern managers use practices, principles, and techniques developed from earlier concepts and experiences.
- Explains that the evolution of management through the decades can be divided into two major sections: the classical approach and the human relations approach.
- Explains that the last approach to classical management was bureaucracy. although it works well with most organizations, it may not be the best approach for organizations that require fast thinking and decision making.
- Explains that the contemporary approach has four types of management that have developed from the time period around world war ii to present time.
- Explains the systems theory, which is a managed system which transforms input into output, and the contingency perspective.
- Explains that management has been evolving for many years and through trial and error new forms of management have arisen. as the world continues to change with time, management must keep changing as well.
- Describes the relevance of taylor's principles of scientific management to organisations today.
- Explains taylor's principles of scientific management, which is based around how efficiently a member of staff works in order to improve their productivity.
- Explains taylor's concept of scientific management, a systematic theory of the correlation between labour and tasks, for the purpose of increasing productivity by redesigning the work place.
- Explains how the fast food restaurant burger king uses scientific management, which includes a competitive wage and promotion programme where hard work is recognised and rewarded.
- Concludes that taylor's principles of scientific management are still relevant to organisations today. the strengths in creating a divide between management functions and work functions have been employed widely at all levels and in all industries.
- Explains that taylorism was closely associated with mass production methods in manufacturing factories, and was first implemented with ford’s model-t production.
- Explains that maximum prosperity in scientific management implies that there is development in all the branches of business to the highest degree possible so that the prosperity is permanent.
- Argues that scientific management believes that the interests of employers and employees are one and the same thing.
- Argues that the structure of the system denies that unskilled workers are capable of performing their limited tasks without any problem. in scientific management, no benefits accrue to workers for incorporating tacit skills.
- Explains that scientific management is inflexible and designed for production of limited goods to cater for a mass market. changing products requires an expensive procedure of restructuring.
- Argues that scientific management views that it is natural for workers to expend as little energy as possible in work. beliefs about work as a way of personal identity and self expression are not seen as the determinants of effort bargain.
- Explains that scientific management is an important concept in solving management issues and avoiding wastage at the place of work.
- Defines scientific management as the endeavors made in order to come up with suitable systems in the sector of industrial production and organization.
- Compares scientific management theory with mcgregor theory of management, which argues that the success of organizations depends on the attitudes of employers and employees.
- Argues that scientific management is a strong tool that is employed in modern organizations to provide distinction between management and work functions.
- Explains that prospective workers should be selected through a battery of tests designed to find the worker most fit for the job.
- Opines that managers should scientifically study workers to determine who should be assigned to what task and also work to develop the skills of workers who may be appropriate for advanced tasks.
- Opines that managers should work to obtain the full cooperation of workers "to ensure full application of the scientific principles."
- Explains that frederick w taylor was an american inventor and engineer, considered the father of "scientific management". his theory enabled industry to move away from "rule of thumb" management and be more efficient.
- Explains how taylor's experiments were aimed at determining how much work a "first-class man" could perform. he concluded that there was systematic slacking where the working group controlled output through the enforcement of norms.
- Concludes that scientific management is an approach emphasizing the scientific study of work methods to improve worker efficiency, which leads to overspecialised jobs, monotony, poor quality, absenteeism and turnover.
- Introduces taylor's theory of scientific management, which is considered the strongest and only economical motive by both workman and entrepreneur in the early 20th century.
- Explains that scientific management has a relationship with today's environment because it aims to unearth and cultivate workmen’s endowment.
- Explains that taylor's idea of scientific management is to treat workers like human beings and not individualists.
- Explains that taylor's method was characterized as the machine model of organization. however, labor dislikes this way.
- Explains that taylor's method aims to improve economic benefits. however, taylor omitted the social benefit, which will make firms resort to dubious shifts to further their interests.
- Analyzes how taylor's scientific management brought out many scientific points, but left one important thing out of consideration: humanism.
- Opines that scientific management attaches importance to technology and individual work efficiency too much, omitting many limitations such as the whole function of business. taylor has improved production efficiency, products become more and more plentiful.
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Taylor's Scientific Management Case Study
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Scientific Management Case Study
Show More Scientific Management The idea of Scientific Management was introduced by Frederick Taylor. Taylor’s proposal was that employees get paid by how well they work. This meant that the sooner you completed your daily tasks the better paid you get. He also stated that there should be respect between all levels of management and their employees. Bureaucracy Following on from Taylor’s introduction of a scientific management style, Max Weber introduced Bureaucracy in the 1930’s. Weber stated that there should be different levels of hierarchy within an organisation and this structure should be carefully followed to enable success. He also believed that only qualified workers should be employed and that nepotism led to failure. He felt that a successful …show more content… He believed that managers must plan ahead, develop strategies and set achievable future goals. This meant that managers needed to evaluate their plans and proposals and see how they may affect the organization . Creating a plan of action is the most difficult of the five tasks and requires the active participation of the entire workforce. Planning must be done throughout all levels of the organisation. Managers must also organize the workforce in an efficient manner and structure the organization so that all future goals set can be successfully achieved. The recruitment process is a key ingredient in the organising function as a well-educated, reliable and hardworking work force can provide an excellent platform for the organisation to succeed. Managers must supervise their employees. They must monitor them during their daily work and motivate them to achieve the goals and targets set out by the business. Motivating a workforce can be extremely difficult in some instances however if motivated correctly this can help optimise the return from all employees in the interest of the …show more content… He unlike others has a broader approach, studying everything managers do, how they do it and why they do it. His belief is that managers should not force systems on to employees more so they should allow an employee’s skillset to dictate which role best suits them. Mintzberg says that there are the ten roles that he believes make up the basis of a manager's job and he sub divided these ten roles into three categories: Interpersonal - Managers have many responsibilities. They are expected to be a source of information and a sign of authority at the same time. Leaders should provide leadership for employees and it's where the manager must monitor the performance and responsibilities of everyone within the organisation. Informational - Within this role a manager regularly seeks out information related to the organization and their particular industry, evaluating the company and discussing any relevant changes in the environment. A manager must all also monitor the entire workforce, in terms of productivity. In this area of a managers role communication with employees is a key role. Managers represent and speak for their organization. In this role a manager is responsible for informing the public and the employees about the organization and its
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Scientific Management in Mcdonald’s Operation
This is an essay about scientific management in McDonald’s operation, I believe the largest fast food McDonald’s is the most successful model on scientific management. Scientific management is a branch of classical approach; Taylor said scientific management is standardisation which means people in organization should be uniformed by company rules or policy which are some written documents. Scientific management is a very important part in management area, since look at the history of management. People are living in different groups such as school, factory, hospital and company etc.
If there is no group to organize people’s life, then our society won’t be developed so far. But only organize people is not enough, we also need to manage those people to do their job more efficient. So scientific management is a system learns from previous experience. The reason we using McDonald’s example in this assignment, because it’s the largest fast food organization in the world and also it the most successful case for scientific management. McDonald’s management system is perfectly following scientific management system from producing to selling, even though McDonald’s brother never studied ‘scientific management’ (Eric, 2001, p. 9). McDonald’s is the largest franchising cooperation in the world, so it must deeply understand the concept ‘copy’ and ‘standardization’. In the rest of the essay I would like to write this topic with indentify four key scientific management concepts, and how they applied in McDonald’s case. Also I am going to discuss four critical arguments according to those four concepts. Treat people like a machine is one of the concepts in scientific management. By my own understanding, this concept means letting people to do the same job again and again to maximising organizational profit.
As Hawthorne said management system of treating people like a machine will improve the productivity efficiently. ( Campling, J. , Poole, D. , Wiesner, R. , Ang, E. S. , Chan, B. , Tan, W. , & Schermerhorn, J. R. , 2008, p 95). People working in McDonald’s must follow its instruction to do the job, normally one person in one position. People don’t have to move too much steps in their work place. McDonald’s has their own ‘Made for you’ system, which means they make fresh when you order.
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For example, when custom order a ‘big mac’ combo, people who making buns will toast the bun and pass it on to the person who making burgers, and wrapping it up ready for the custom. People who dose fries will put it into the box, finally people who in the front counter puts all these together for the customer. Everyone in McDonald’s just dose their job and pass it to the next. Each person repeatable does their own job for that shift. So working in McDonald’s doesn’t need too much skill, but a highly repeatable job, and this is the main point of scientific management.
Efficient achievement of clear organizational goals is another main concept of scientific management, as Taylor said ‘management should maximum benefits for both employers and employees’ (Campling, J. , Poole, D. , Wiesner, R. , Ang, E. S. , Chan, B. , Tan, W. , & Schermerhorn, J. R. , 2008, p 91 ). Therefore, employer’s benefit is getting maximum profit by minimum cost. Scientific ordering people to do the job is the essential element in scientific management, for example, two people equally to do one project may not do it efficiently.
However, if we order one person to do the main part, the other one as the supporter then the result would be more efficient. That is scientific distribution. In another word, the managers need to clearly understand organizational goals and efficiently achieve it no matter what method they use. (John, 1982, p 159). In McDonald’s case, their goal is making maximum burgers in certain time; therefore, scientific management instead of people management is the only way to reach this goal. In New Zealand, more and more 24hrs McDonald’s opened in last 5 years, I remember in 2002, McDonald’s in New Zealand normally open from 7am to 10pm.
From 2005, McDonald’s started using ‘Made for you’ system; this is a classical scientific system since employee must follow particular instruction making the food, therefore, this system save 80% waste compare with before. The big saving is also the profits for the organization. In other way, this improves the efficiency of the achievement. Every organization has its own policy and procedures; they are standardising and consisting the company by these policies and procedures. Policy and procedure are some written documents.
Organize a small group may use people management, since there is a certain size to limit; however, if only use people management to manage large company like McDonald’s won’t be that easy. Scientific management will be perfectly suit large organization; McDonald’s is the most successful case in the management world. McDonald’s regulate each product in certain cooking time, for example, 3 minutes for fries, chicken patty for 100 seconds, 9 pieces 10:1 patties each grill, and 6 for 4:1 patty. So every crew in McDonald’s learning all these procedures by doing their job.
Each of them follows the procedure and supervisor’s instruction to make sure keeping the same standard of McDonald’s all around the world. The result of the costing price dropped with a huge number since people clearly follows the procedure; so today custom can enjoy the same quality of service at any McDonald’s in the world. People like making decision by their feelings, however, intuitions are not always right. So compare with that, systematic analysis is more accurate and efficient in the organization. Systematic analysis is a main and key period of scientific management.
The main job is the communication between analyser and customers. Back to McDonald’s case, people who work in marketing department need a research of what’s hot and what’s not of their products, and then they need to get information from customers, frontline employees and some publics. So after analysis the report, they get a proper result much more accurate than just feel from the daily experience. Nothing is perfect, even though scientific management is a great management system it still having some disadvantages in some situations.
Treat people like a machine is the classic sign of scientific management, personally I worked as a part timer for McDonald’s for one year, I have to say this management system is great for efficient performance, at the mean time it makes me feel really like a machine not a human. By the way, they pay minimum wages but actually hard works. So I wasn’t enjoy working there at that time, that’s why fast food organization like McDonald’s always has high staff turnover rate; because they don’t treat people properly so young people like us only go there for money and some experience. Made for you” system give mistake rate a big drop, but old employees still missing the old system a lot. Before ‘MFY’ came into McDonald’s, we feel McDonald’s like a big family, we like to asking front counter people how many burger they need, and how many fries we need to prepare; but now it all controlled by computer, there is no communication, no decision making and no interaction at all. Sometimes I found I lost myself, I am just a burger making machine. One key concept of scientific management is copying; repeating work is the main responsibility of workers.
It is good on keeping low cost of mistake, but people stay in the same environment and copying same working from the past. This restricts innovation and creativity from both managers and workers. McDonald’s main menu hasn’t been changed for over 30 years; it’s hard for them to create new products. Also it will be a huge cost of getting a new line of new products because each product in McDonald’s has its own production line; such as special machine for buns, regulation on oven size, same size of patties and so on. (Kincheloe, 2002, p. 59).
Standardizing is an important element of creating global brand; managing big organization all around the world must keep them on same standard, and then people trust this brand. Customer keeps the company running is the basic concept for any business. Keep good standard is the most important guarantee for the company; however customer may get tired of eating same food in a long term period. Policy and procedure are two key things to keep the standard of the company, good policy and procedure will reduce cost and mistake, but also decrease employees’ skill development and regulate them to know more inside McDonald’s.
This could make people unsatisfied with their job. (Pica vet, 2009). Since McDonald’s opens everywhere in the world, each country has different culture and background, too much policy and procedure will restrict their development in certain countries. Systematic analysis is doing well in McDonald’s case; it’s a great idea in management. Things are always good and bad, systematic analysis gets information and after select useful information it makes result. From science point of view, that’s more accurate than experience management.
In contrast, people who become manager levels depend on their experience more than the ability of systematic analysis. Business is a real world, it is a real practise. So sometimes manages make decision from their past experience are more efficient. This essay is around scientific management concepts and how it applies in McDonald’s operation. Scientific management is a system using data analysis and build a scientific production line to get maximum profits for both employer and employee.
The essay introduced four main concepts of scientific management including: treat people like a hand rather than a people; Focus on efficient achievement on clear goal; standardising through policy and procedures and using scientific analysis rather than intuitions. The final part of the essay I discussed four arguments based on those four concepts, it shows both advantages and disadvantages in real life. Reference Campling, J. , Poole, D. , Wiesner, R. , Ang, E. S. , Chan, B. , Tan, W. , & Schermerhorn, J. R. (2008). Management (3rd Asia-Pacific Ed. ) Milton, Queensland: John Wiley & Sons. Eric, S. 2001). Fast food nation: the dark side of the all American meal. Boston: Houghton Mifflin. John, E. K. (1982). Scientific management, job redesign, and work performance. London; New York: Academic Press. Jonathan, R. t. ( 2005 ). Organization theory and public management. Belmont, Calif: Thomason/ Wadsworth. Kincheloe, J. L. (2002). The sign of the burger: McDonald’s and the culture of power. United State: Temple University Press. Picavet, E. (2009). Opportunities and pitfalls for ethical analysis in operations research and the management sciences. Omega; Dec 2009, Vol. 37 Issue 6, p 1121-1131, 11p.
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