Answer to Question #217411 in Management for momna

Question

answer the following question.

1) “What are the important decisions regarding planning, organizing, leading and controlling which are MacDonald organization”?

2) Pool up the decisions and explain the differences as well as the similarities in decision making of these organizations?

Answer 1

Part 1

The organizational structure of McDonald's Corporation was modified in 2015 to enhance the company's management of its global operations. The organizational or corporate structure specifies the organizational design and mechanism through which organizational components work together to achieve business goals. The corporate structure of McDonald's allows the administration of foodservice markets depending on performance levels. As the world's largest fast-food restaurant chain, the firm is always changing to address existing and new market challenges. Through this structure, the company introduces new items to maintain its performance in pleasing consumers, particularly in the presence of rival food service companies like Dunkin' Donuts, Burger King, Starbucks, and Wendy's. McDonald's organizational structure, which is designed to adapt to the changing business environment, supports various strategic initiatives. The structural components of the firm are preserved, but modifications are made to adapt to market trends and demands. McDonald's business structure and characteristics help to achieve operational effectiveness and budgetary stability.

McDonald's organizational structure determines how various business sectors interact with one another. As a result, structural features are related to corporate strategy. The McDonald's marketing mix (4P) incorporates how the business structure supports strategy and techniques. Strategic alignment between the company's organizational structure, business demands, and associated activities for competitive advantages is critical in this respect. McDonald's successfully controls efficiency and performance in its operations in the global fast-food restaurant sector due to its corporate structure.

The organizational structure of McDonald's Corporation is divided into divisions. In this structure type, the company organization is conceptually split into assigned tasks depending on operational requirements. Each division is in charge of a certain operating area or set of strategic goals. One of the goals of this corporate structure is to promote autonomy and organizational flexibility in meeting business demands across various organizational elements and markets. The following aspects of McDonald's organizational structure are listed in order of importance in impacting food service company operations: Global structure,

Divisions based on performance, groups, based on function

Part 2

Decisions are classified into three types based on their amount of importance in organizations. To begin with, strategic decisions determine a company's growth. Should the three firms, for example, be merged? Should we look at developing additional product lines for the three companies? Or should we consolidate all three organizations? Second, tactical decisions are those that affect how things are done. For example, what will we do to make it easier for staff from the three firms to collaborate? How should we advertise the three firms' new product lines? Or, in the event of a downsizing, which should be let go? Finally, operational choices are decisions that employees make daily to keep the company running. For example, how frequently should I speak with my coworkers? What should I tell customers about the new items? Or will I try to balance my network demands?

One common misconception is that the manager is a meticulous planner who is also introspective. To debunk this misconception, consider that the average manager is swamped by crises and trivialities and commits only around nine minutes to any activity. Another misconception is that the operative manager has no regular responsibilities. It should be emphasized that managers attend senior management meetings, regularly interact with workers, coworkers, and potential clients, and continuously engross and analyze data. Finally, another fallacy is that management is a science. Managers, in practice, rely largely on judgment and interaction.

The fourteen management principles developed by Henri Fayol are discussed below and can be utilized to ensure the success of the association.

Work Division- Henri thought that dividing work in the workforce among workers would improve product quality. As a result, this idea applies to both management and technical work levels in the football organization.

The two most important components of management are authority and responsibility. Authority allows managers to function more effectively, but responsibility holds them accountable for the job done under their supervision or leadership of the football association.

Discipline- Discipline is a fundamental value for the football association's administration. As a result, strong performance and reasonable interrelationships make management's work easier and more thorough.

Unity of Command-This indicates that an employee should only have one boss and should obey his orders. When an employee is required to report to more than one supervisor, a conflict of interest arises, leading to confusion in the football association.

Unity of Aim- Everyone engaged in the same activity should share a common goal. This implies that everyone in the football association should have the same aim and motivation, making the job easier and easily reaching the stated goal.

Individual Interest Subordination- This suggests that a company should work together to serve the interests of the corporation rather than personal interests. As a result, everyone participating in the football association should be submissive to the club's goals.

Remuneration- This is important in encouraging the football association's employees. As a result, the payment might be either monetary or non-monetary.

Centralization- The management of the football association is thus accountable for the decision-making process, which should be unbiased.

The Scalar Chain- This is important so that every employee understands their immediate superior and may contact any if necessary in the foot.

Order- To maintain a positive work culture, the football association should have a well-defined work order.

Equity- All personnel in the football association should be treated equally and politely.

Stability- Employees will perform at their best if they feel secure in their position within the football association.

Initiative- The football association's management should promote and encourage employees to take the initiative.

Esprit de Corps- It is the responsibility of management to motivate their personnel and be supportive of one another regularly inside the football association.