PEOPLE AND ORGANISATION

People and Organization: The Case of McDonalds



Abstract

The paper discuss about the Taylor' scientific management approach and how it applies on the McDonald's case. The paper also highlights that the observations of Taylor and his followers were limited almost exclusively to production problems at the factory located without considering in detail the other aspects of the life of a company, such as financial, business, etc. The firm "McDonalds" has applied "Scientific management to their organisation by creating a system where the employees gain rewards if their set goal is met. The design of roles and tasks, according to scientific management, not only reflects his views regarding the human nature (economic man), but is based primarily on an expectation of stability and predictability of operations of the organization. McDonalds also want to portray to customers that the meals are high value. They do this; designing the chips into strips to give an illusion of size, and each burger made is measured exactly to size. These aspects are important for the continuity of the mass production of the super specialization of the charges and the constant repetition of work.

People and Organization: The Case of McDonalds

Introduction

The organization and people is a wide subject which involves many areas of study, however, the topic selected for this paper is decision making in organizations. The study of theories of management identifies where they come from, relating to the ideas about organizations and people that integrated. Theory scientific management , which was the basis for the organization of the production chain, on the first floor of the Ford, where the man was virtually an extension of the machine started to consider that the worker was a piece that their function is limited to the use of their physical energies (Vinson, 2008, pp 223-224).

However, in the real world the situation is quite different. The selected option should have the highest probability of success and should appropriately fits with the goals, objectives and mission of the decision maker. Effective decision making examines the uncertainty and risks about alternatives and allows choosing the best convenient option. Collection of information is the most important part in decision-making as it is the basis of reducing risk and making a final decision (Weisbord, 2004, pp 56-78).

The ability to make decisions can be taught and developed, but that does not mean it is possible to make silk bags with pig ears. The analytical process involves the division of the resolution of problems in a number of steps used to train managers for decades. The first decision-making technique to be mastered is the ability to differentiate between direct decisions, regular, and even urgent and more complex decisions that justify the analysis required to reach a satisfactory result. Direct decisions, repetitive, that should be delegated, if possible, and standard procedures should be established to address them. In large organizations, these procedures must be in writing, while, in smaller groups they can be transmitted orally. These decisions referred as programmable decisions, and in some ...