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Outcome of the Mcdonalds change study

Sara Louzi

Mac Donald G1's insight:

How did you explain the success or difficulties experienced in your change case?

The success of the change can first be explained and justified by the alignment that it has with the environment.

Through the PESTEL analysis, it can be seen that McDonald took the decision in a political context that is favourable:  for instance, the UK government showed some concern about the health and the safety of its people. Thus some standards that are aligned with McDonald’s change had to be met.

Also, it is important to mention that Mcdonalds is a first mover in this industry. Unfortunately some competitors had taken a large advance concerning this topic. Then, catching up with them was a necessity for Mcdonalds not only to be kept on the loop but also to keep its first mover advantage.

These two points were significant to the implementation of the project. Highlighting the importance and the benefits of the change helped the firm to convince its internal stakeholders about the necessity of the modification. And this particular point can explain the success of this change

The difficulties experienced in the change case are the following:

The resistance while implementing the change: employees were not particularly receptive to the necessity of change at the beginning of the process.

 This resistance can be explained by a Different assessment of the situation from the employees, Some managers and employees were opposed to this change because they had a fear of the ineffectiveness of this new strategy.

The other resistance was related to the technological facilities being used by the McDonalds team. As employees thought that the systems that were used by the McDonalds team to implement IM Campaign might be downgraded due to the rapid advancement in the field of IT these days. Thus there was a general fear of  a weak costumer’s response to the new campaign.

Another ordeal that had to be overtaken in this case is the numerous conflicts that were witnessed in the firm. The low tolerance of change has a significant impact on this particular point. So does  the cultural differences among employees and their unwillingness to take risks.

What do you retain from the digital research?

-What did you learn

Regarding the organizational change, we noted that one of the biggest issues for change is the human factor. Before being a combination of rules to follow, a change always goes through humans and the following points can create an obstacle to modifications:

The cultural aspect: people can be attached to a certain way to do things, their tolerance to change can be very low because of this especially if the people in question have a significant experience.

The communication: a bad communication can create problems within the teams. Misunderstandings can happen because of this.

Concerning the pedagogical experience, we learned to have more autonomy in our researches and learning process. Also we had to be able to conduct a self assessment to evaluate our own work and judge whether the results of our digital investigations are useful and pertinent or not.

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Johary Andriatsilavo

Contingent approach

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McDonald’s is currently the leader in the fast food industry all around the world. But the world is changing and they have to adapt themselve. Indeed, all the environment changes. For instance, prices of food, the food hygiena and most of all, the need and expectation of diffirents suppliers and customers have completly change. So it is now a real necessity to proceed in an organizational change in order to stay competitive.

 

In this article we will focus on the contingent approach of the analysis of these changes.

 

First of all, there is an important constraints nowadays, it is the fact that people expect everything quicker than before. We are often in a hurry so we are expecting some very fast serices. It is true especially with the influence of new technologies. In order to fit with this way of thinking, McDonal’s restaurants modernized themselve. Indeed, with the technology devlopment, there was a real opportunity on the order taking. That is why they equiped their employees with electronics pads to take orders of people who are doing the line for being served quicker.

In addition to that, there is another reality in our environment : everybody has a smartphone today. So McDonald’s used this opportunity to develop a smartphone application which allow us to take order before being in the restaurant, and to just pick up the food in a speacial area dedicated to this service, to avoid any waste of time.

 

In the continuity of this idea of taking order before, getting into a restaurant, MdDonal’s has also extended this system to the Internet.

 

The implementation of these new systems are not the only best way to improve McDonald’s services but at least, these changes have the advantages to set easier and quicker service for facing the issue of the increasing number of needs of customers for keep being more attractive.

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Managing change in mcdonalds�

McDonald's started its operations in 1954.
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Manu:
THE ARTICLE !!!!!
- Description of the recent change occurred in McDonalds
- Why this need of a Change
- Resistance occurred in implementing this change
- How McDo has deal with it
- ... 



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Final%202006%205%20initiatives%20version%20Jim%20Intagliata.pdf

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IL ME SEMBLE QUE CELUI LA EST VRAIMENT PAS MAL CAR IL TRAITE DU CHANGEMENT DU MANAGEMENT SYSTEM (notamment du system d'évaluation des collègues...)

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Change management in McDonalds

Change management in McDonalds | Mac Donald Change | Scoop.it
  Introduction Change management can be defined as ‘the process of continually renewing an organisation’s direction, structure, and capabilities to serve the ever changing needs to external an...
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The purpose of the paper is to provide insight of change management process in the chosen company which is McDonalds and provide solution and recommendation for the same

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Management of Change: McDonald’s - Thinking Made Easy

Management of Change: McDonald’s - Thinking Made Easy | Mac Donald Change | Scoop.it

This report proposes changes to improve the employment conditions in McDonald’s Company.

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McDonald's USA restructuration

Nearly three months after replacing Jan Fields as president of McDonald’s USA, Jeff Stratton announced that the system of more than 14,000 quick-service restaurants in the United States is tweaking its leadership team further.

In a Feb. 6 email to McDonald’s owner-operators and corporate staff, obtained by Nation’s Restaurant News, Stratton wrote that he, chief operating officer Jim Johannesen and newly promoted U.S. chief brand and strategy officer Kevin Newell would take on new responsibilities in order to further streamline the U.S. division's corporate structure.

“I’ve taken time to listen, learn and understand the strengths and opportunities within the U.S. business,” Stratton wrote. “You’ve been very generous with your feedback, and together we’ve made meaningful progress: System alignment is growing, the plan priorities are being refined, and together we’re re-energizing the business.”

According to the email, Stratton will now assume responsibility for the U.S. field organization, and the presidents of McDonald’s three operating divisions — Rick Colón for the East, Steve Plotkin for the West and Lee Renz for the Central — will now report to him. The finance, human resources and communications departments will report directly to Stratton, as will Johannesen and Newell.

Johannesen will take on an expanded role as chief operations and support officer, including oversight of operations, restaurant development, supply chain, information technology, franchising, franchise relations and legal.

In the newly created position of U.S. chief brand and strategy officer, Newell will directly oversee marketing, menu, strategy and insights, the email said. Newell previously had served as McDonald’s executive vice president and chief global brand officer since January 2011.

Stratton praised Newell’s “deep experience in the U.S. business” and understanding of marketing, crucial to McDonald’s task of reinvigorating domestic same-store sales, which chief executive Don Thompson said during last month’s fourth-quarter earnings call would necessitate a more prolific pipeline for menu innovation and more marketing emphasis on value.

“[Newell] has worked extensively with owner-operators in the field, he knows these functions extremely well, and he understands the importance of strong alignment with [the franchisees’ national advertising fund],” Stratton wrote. “Kevin has stayed closely connected with the U.S. and has supported our efforts while gaining global experience over the past two years. As we re-energize the U.S. business, we will benefit from Kevin’s breadth and depth of experience, and we’re thrilled to welcome him back home to the U.S. in this expanded role.”

The organizational changes, which will take effect on March 1, follow the Nov. 15, 2012, dismissal of Fields and promotion of Stratton. Those changes came during a tumultuous period for domestic sales at McDonald’s, as the brand had reported a 2.2-percent decline in U.S. same-store sales that October, its first monthly decrease in nine years. The chain has faced difficult year-earlier comparisons in same-store sales all winter and has attempted to drive sales through menu innovations like Fish McBites and the Grilled Onion Cheddar burger, as well as through initiatives like staying open on Christmas Day.

Oak Brook, Ill.-based McDonald’s operates or franchises more than 34,000 in 119 countries.

 

Mac Donald G1's insight:

Jeff Stratton, the new president of McDonald's USA wrote an email in order to explain the new restructuration because it was the first month of decreasing in 9 years. Jeff Stratton announced that he gives new responsabilities to his Chief operating officer (Jim Johannesen) and to his chief brand and strategy officer (Kevin Newell).

Work area of Jim Johannesen : oversight of operations, restaurant development, supply chain, information technology, franchising, franchise relations and legal.

Work area of Kevin Newell : marketing, menu, strategy and insights,

Moreover, each geographical divisions (East, Central, West) will directly report to Jeff Stratton. It include sthe finance, human resources and communications departments of each geographical divisions.

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Leadership And Change Management At Mcdonalds Business Essay

http://www.ukessays.com/essays/business/leadership-and-change-management-at-mcdonalds-business-essay.php

Mac Donald G1's insight:

This article focuses on a scope change in McDonald’s wtih the application of the  integrated “Integrated Communication (IMC) as essential part of the strategy of  the marketing in McDonald’s.

Three major categories of change resistances are organizational, group and  individual : McDonald’s workers, customers, culture and behaviour

Plan of the essay:
Change and Resistance to Change
Change Process
ModelScope of the Change at McDonald’s
Resistances and Conflicts to change at McDonald’s
Process for change implementation in Restaurant Industry

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McDonald's en ligne, prévu pour fin 2013

McDonald's en ligne, prévu pour fin 2013 | Mac Donald Change | Scoop.it

Mcdonald's prévoit de généraliser son système de commande en ligne dans 1200 restaurants français d'ici la fin de l'année.
 

Quid des conséquences de cette innovation sur l’organisation interne du géant américain ? Elle sera, sans nul doute, à l’origine d’une réorganisation du travail entre les employés. Positivement ou négativement ? Il est encore trop tôt pour le dire. Une chose est sûre : le temps d’attente en caisse va diminuer drastiquement, pour le plus grand plaisir des consommateurs.

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From Big Data to Big Mac: How McDonalds leverages Big Data

From Big Data to Big Mac: How McDonalds leverages Big Data | Mac Donald Change | Scoop.it

McDonald’s is a massive global food service retailer with more than 34.000 local restaurants serving more than 69 million people in 118 countries each day. Their daily customer traffic is 62 million customers and they sell approximately 75 burgers every second. With annual revenue of $ 27 billion and over 750.000 employees McDonald’s is a huge company. Americans alone consume one billion pounds of beef at McDonald’s in a year. It might be clear that they generate vast amounts of data, but how do they leverage that data?


Via InsideDigital.org
Mac Donald G1's insight:

change the organization into a more information-centric company with a data-driven culture. 

to discover, develop and deploy new solutions

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Other Fastfood Chains Join McDonald's in Using QR Codes

Other Fastfood Chains Join McDonald's in Using QR Codes | Mac Donald Change | Scoop.it
We have discussed how McDonald's is trying to change its image by offering nutritional information by way of QR codes. QR codes on McDonald's packaging give out nutritional data to those who scan them, giving customers more information ...

Via Paulo Gervasio
Mac Donald G1's insight:

QR code marketing success (Nutritional data)

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McDonald's New Master Plan for a More Eco-Friendly Identity With Solar Carports

McDonald's New Master Plan for a More Eco-Friendly Identity With Solar Carports | Mac Donald Change | Scoop.it

15 May 2013, PRNewswire, Burgerbrug, The Netherlands, Giulio Barbieri S.p.A. -- McDonald's has decided to renewing its brand image integrating the architecture of its restaurants with a renewable energy source thanks to new solar carports built to offer customers a useful and ecological way to protect their cars

 

Alkmaar, Schagen and Burgerbrug are the towns chosen for this experimental project: the installation of a carport for 8 cars manufactured by the Italian company Giulio Barbieri S.p.A with high performance solar panels.

 

"Our commitment does not stop trying to reduce as much as possible the environmental impact of our restaurants by using advanced equipments for the recycling of our packages and to maximize energy saving, but it moves on providing our guests with real sustainable services, that is services powered by renewable energy sources, like the new solar charging station for electric vehicles" says Richard Pach, McDonald's owner and operator for McBurger Bridge Holding BV. "If this test is successful, we will be happy to extend the initiative to other restaurants in order to meet our customers' needs, who are increasingly aware of the importance of a responsible environmental culture".

 

"We take great pride in collaborating with a giant of the calibre of McDonald's, whose efforts, exactly like ours, are mainly put in trying to work according to the respect and protection of the environment" says Giulio Barbieri S.p.A., president of the eponymous firm. "Our carports consist of aluminium profiles, recyclable material, which does not require any maintenance over time; in addition our carports can be quickly installed without foundations, respecting therefore the environment and the integrity of the soil."


Via GR2Food
Mac Donald G1's insight:

Innovation

Architecture
Responsible environmental culture

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McDonald’s: Mainstreaming sustainability?

McDonald’s: Mainstreaming sustainability? | Mac Donald Change | Scoop.it

bout 64 million people visit McDonald’s every day. That’s a stunning number. They’ll see changes in the year ahead, some driven by a renewed sustainability push at the $24-billion fast-food giant. LED lights in new and renovated stores. “Greener” packaging. Eco-labels on fish sold in Europe. None of this is earth-shattering or, more importantly, earth-saving, but it’s the start of something big, says Bob Langert, McDonald’s v.p. for sustainability.


Via W. Robert de Jongh
Mac Donald G1's insight:

Responsible environmental culture

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Sara Ankrim

Cultural Approach

Mac Donald G1's insight:

It is true that McDonalds is quite successful to reinforce its employees to continuously practice retain their changed positive image in consumers' minds. This was successfully done through positive encouragement and other rewards for the employees. Then the change McDonalds is aiming to do has a collectively acceptable sense.



However, there are internal conflicts between the members of the staff due to cultural issues. In fact, there are cultural differences among the staff and that might lead to inner conflicts. The lack of harmony between the members of the organization might go to an upper lever thus creating conflict within the company itself.

 

The organizational change that McDonalds has to do for the new integrated marketing communication (SMA) starts by first understanding the cultures of its employees and identify the problem that may be caused because of the conflicts. Strong culture organization along with good management team is needed to solve such internal conflict issues.


Moreover, employees opposed the change because they had a fear of the company being going into a loss if this implementation would not help to produce a positive result. They were confused that this change may make the problem more complicated and could make bad impression of McDonalds in customers' minds instead of improving it. There was also lack of communication and low tolerance of change.



What McDonalds tried to do to overcome this issue was trying to involve everyone in the process of change and making Face-to-face interaction to try to gain employees trust. A stronger organization by proper management of the staff was a good initiative to provide the employees what they actually deserved in order to motivate them.



After creating a coherent group, a proposed change should then not undermine beliefs shared by members of the organization. This way, the new integrated marketing communication can be even better implemented.

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Karim Mary

Precisely describe the studied case of organizational  change : what did it consist in : scope, object, time horizon ? How was it implemented ? What were the negative & positive results?

Mac Donald G1's insight:

Karim Mary

 

 

Consumers started to fell more concerned with their health and thus their perception about McDonald’s changed considerably. They felt it provided unhealthy food at a high price. Therefore Management decided to implement a new integrated marketing communication plan in order to change the image of McDonald’s.

From the human perspective this organizational change was implemented in five steps. First of all, management had to be aware. The company had to feel the need for bringing change in the organization. Secondly, management had to have the desire of supporting and participating in the change.  This includes handling the resistance by other staff members. Thirdly, management had to have the knowledge on how to change itself. To achieve that, McDonald’s analysed the external factors such as the strengths of the competitors and the changing behaviour of the consumers. Fourthly, McDonald’s showed its ability to implement through new offers and its integrated marketing plan. Finally, McDonald’s had to reinforce its plan that is to say retain the change in the long run. McDonald’s does this by asking their employee to continuously practice retain the changed positive image that McDonald’s has been implementing in consumers’ mind. To encourage this practice the management gave encouragement and other rewards to employees.

However, McDonalds had to face certain resistance during the implementation of the organizational change. This resistance came from both the employees and the customers. They thought that the team did not have the capabilities or the knowledge to implement the change and that it could make a bad impression in customer’s mind instead of improving it. Besides, some employees thought that the IT technology used to implement the IMC plan. Moreover, some managers thought that McDonald could face a shortage of qualified workers to implement the change. There were also some cultural differences in the teams that resulted in inner conflicts. Finally, some people were resistant due to working with a new challenge and a new environment.

To overcome this resistance, McDonald’s first of all informed the employees about the objectives and made them well like they are important in making this change successful. Furthermore, management had face to face interaction to develop trust and a strong relationship with the employees. Besides they invested in IT material compatibles with the latest development in IT and that satisfied both the customers and the employees demand. Moreover management gave time to the employees and kept educating and communicating on how important this change was for the organisation. Concerning the cultural conflicts in certain teams, McDonald’s focussed on a proper career path program irrespective of the cultural differences.

Overall, McDonald’s managed well the resistance and gained its positive image back.

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McDonalds.pdf

Mac Donald G1's insight:

un dernier pour la route, dans le thème aussi mais reste à voir si on peut l'exploiter

Je fais une overdose la, je fais une pause :)

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Unlock-Groupassignment.pdf

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Grave dans le theme Organizational Change
Mais à petite échelle (Valla) 

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Management of Change: McDonalds Bahrain

Mac Donald G1's insight:

 The primary purpose of this paper is to provide insights about the change management process in the chosen organisation which is located in Bahrain and evaluate the resistance occurred with the said changes as well as the strategies used to solve it.

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Observation of Leadership & Organizational Behavior at McDonald’s

In this observational study, we sought to discover what leadership techniques and group skills were actually practiced by McDonald’s employees.

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Leadership Style at McDonald's

Leadership Style at McDonald's | Mac Donald Change | Scoop.it
McDonald's Corporation (NYSE: MCD) is the world's largest chain of hamburger fast food restaurants, serving more than 58 million customers
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McDonald's upgrades — cashiers out, computers in

McDonald's upgrades — cashiers out, computers in | Mac Donald Change | Scoop.it
McDonald's restaurants in Europe will soon be swapping the chain's legendary "service with a smile" with "service with a beep." European McDonald's restaurants are preparing to replace cashiers with touch screen computers at terminals where customers will be able to order up their hamburgers and fries and pay with credit cards.
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McDonald's USA restructures leadership team | Latest Headlines content from Nation's Restaurant News

McDonald's USA restructures leadership team | Latest Headlines content from Nation's Restaurant News | Mac Donald Change | Scoop.it
McDonald's USA president Jeff Stratton says leadership changes will further streamline corporate structure (McDonald's USA restructures leadership team - Nation's Restaurant News http://t.co/BIU8qBR1)...

Via Nigelroccaa
Mac Donald G1's insight:

Changes of the organization:
       Leadership changes

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Nigelroccaa's curator insight, February 20, 2013 5:12 AM

Issue of the management of change based on gathering information. You need to be aware of the 2.2% fall in sales in the USA

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Qui a dit que les fast-foods McDonald's sont moches? | w3sh.com

Qui a dit que les fast-foods McDonald's sont moches? | w3sh.com | Mac Donald Change | Scoop.it
Vous allez voir dans cet article des architectures de fast-foods McDonald's des plus surprenantes les unes que les autres!

Via Marie-Claude Delannoy
Mac Donald G1's insight:

Architecture

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