This document discusses strategic management and leadership at McDonald's. It defines strategic management as coordinating resources and actions to align with organizational mission and vision. Strategic leadership is influencing people to achieve goals. McDonald's strategic objectives include prioritizing customers and operating ethically. The functions within McDonald's, like marketing and finance, help achieve these objectives through planning, organizing and controlling resources. Leadership sets vision and builds teams. McDonald's strategic decisions include international expansion and menu changes. Different leadership styles like autocratic and charismatic are discussed in relation to their impacts. Situations in France and India required adapting to local cultures through specialized menus and management approaches.
Explanation the link between strategic management and leadership. I used example to explain the links between functions, with particular emphasis on meeting strategic objectives.
I drawn on assumed position and practices as regional manager/leaders, using examples from the McDonald and suitable case study to analyses the impact of different management and leadership styles on strategic decisions.
I evaluate how management and leadership styles have been adapted to meet challenges in at least two different situations and organisational contexts.
Dawson Consulting Group helps companies change their organizational culture to better align with business strategy through a proven methodology. They assess the current culture and desired future culture to create a roadmap for change. Executive leadership must be fully committed to modeling new behaviors. Dawson also leverages human resources processes like performance management and rewards to drive cultural changes throughout the organization. Successful culture change projects take 18 months to 5 years, and Dawson provides tools and accountability measures to guide the process.
Session Title : Culture & You
Session Overview : Culture is a soft concept and like strategy it cannot be copied. Is there a way to measure culture? If not, then how do we say whether particular culture is good or bad? As an individual how often do we change our behavior to adapt to a new situation? If changing one's behavior is tough, then how difficult is to change behavior of big Organization?
Organization's culture is the sum of belief and behaviors of all employees. It is built on values and drives Organizational effectiveness through Competitive advantage. The visible part of cultural iceberg drives us to think what we see and believe in our Organization constitutes the culture. There is also big portion of cultural iceberg that is not visible to the employees that drives the hard reality.
Come join me to visualize and understand a world of culture delivered to you in a capsule. You would not only multiply your knowledge but will go home with resonating thoughts.
Nordion is a global health science company that provides market-leading products used for the prevention, diagnosis and treatment of disease. We are a leading provider of targeted therapies, sterilization technologies and medical isotopes that benefit the lives of millions of people in more than 60 countries around the world.
Over the past several years, Nordion has been recognized as one of Canada’s Top 100 Employers, a National Capital Region Top Employer, and one of the best employers for New Canadians. Our Core Values of Commitment to Excellence, Mutual Trust, Respect for People and Integrity make Nordion an exemplary workplace environment with an exciting future. We invite you to be a part of it.
Breaking down barriers to successful CSRMark Devan
This talk in on breaking down barriers among key stakeholders and getting them on board for a successful Corporate Social Responsibility (CSR) programme.
Strategic leadership involves communicating a vision to influence organizational members and execute organizational change without force or threats. It requires developing skills to cope with competition and respond to opportunities while balancing daily operations with visionary planning. Key tasks of strategic leadership include clarifying strategic intent, building an organization, shaping organizational change, developing talented operational leadership, shaping organizational culture to match strategy, matching structure to strategy, and matching leadership style to strategy. Effective strategic leadership competencies include anticipating, challenging, interpreting, deciding, aligning, and learning.
This document discusses organizational culture and diversity. It defines organizational culture as the shared values, norms, and expectations within an organization. Effective leadership is important for shaping an organization's culture. A high-performance culture is results-oriented, emphasizes achievement, and treats employees well. Globalization has led companies to value diversity more to connect with international customers and markets. Embracing diversity can provide business benefits like a marketing advantage and talent retention, but it must be effectively managed to avoid potential conflicts.
Explanation the link between strategic management and leadership. I used example to explain the links between functions, with particular emphasis on meeting strategic objectives.
I drawn on assumed position and practices as regional manager/leaders, using examples from the McDonald and suitable case study to analyses the impact of different management and leadership styles on strategic decisions.
I evaluate how management and leadership styles have been adapted to meet challenges in at least two different situations and organisational contexts.
Dawson Consulting Group helps companies change their organizational culture to better align with business strategy through a proven methodology. They assess the current culture and desired future culture to create a roadmap for change. Executive leadership must be fully committed to modeling new behaviors. Dawson also leverages human resources processes like performance management and rewards to drive cultural changes throughout the organization. Successful culture change projects take 18 months to 5 years, and Dawson provides tools and accountability measures to guide the process.
Session Title : Culture & You
Session Overview : Culture is a soft concept and like strategy it cannot be copied. Is there a way to measure culture? If not, then how do we say whether particular culture is good or bad? As an individual how often do we change our behavior to adapt to a new situation? If changing one's behavior is tough, then how difficult is to change behavior of big Organization?
Organization's culture is the sum of belief and behaviors of all employees. It is built on values and drives Organizational effectiveness through Competitive advantage. The visible part of cultural iceberg drives us to think what we see and believe in our Organization constitutes the culture. There is also big portion of cultural iceberg that is not visible to the employees that drives the hard reality.
Come join me to visualize and understand a world of culture delivered to you in a capsule. You would not only multiply your knowledge but will go home with resonating thoughts.
Nordion is a global health science company that provides market-leading products used for the prevention, diagnosis and treatment of disease. We are a leading provider of targeted therapies, sterilization technologies and medical isotopes that benefit the lives of millions of people in more than 60 countries around the world.
Over the past several years, Nordion has been recognized as one of Canada’s Top 100 Employers, a National Capital Region Top Employer, and one of the best employers for New Canadians. Our Core Values of Commitment to Excellence, Mutual Trust, Respect for People and Integrity make Nordion an exemplary workplace environment with an exciting future. We invite you to be a part of it.
Breaking down barriers to successful CSRMark Devan
This talk in on breaking down barriers among key stakeholders and getting them on board for a successful Corporate Social Responsibility (CSR) programme.
Strategic leadership involves communicating a vision to influence organizational members and execute organizational change without force or threats. It requires developing skills to cope with competition and respond to opportunities while balancing daily operations with visionary planning. Key tasks of strategic leadership include clarifying strategic intent, building an organization, shaping organizational change, developing talented operational leadership, shaping organizational culture to match strategy, matching structure to strategy, and matching leadership style to strategy. Effective strategic leadership competencies include anticipating, challenging, interpreting, deciding, aligning, and learning.
This document discusses organizational culture and diversity. It defines organizational culture as the shared values, norms, and expectations within an organization. Effective leadership is important for shaping an organization's culture. A high-performance culture is results-oriented, emphasizes achievement, and treats employees well. Globalization has led companies to value diversity more to connect with international customers and markets. Embracing diversity can provide business benefits like a marketing advantage and talent retention, but it must be effectively managed to avoid potential conflicts.
principles of management Chapter 1 PPT.pptxRkSharafat
The document provides an overview of managers and management. It discusses the changing nature of organizations from hierarchical to decentralized structures. It defines managers as people who coordinate and oversee the work of others to accomplish organizational goals. Managers perform functions like planning, organizing, leading, and controlling. They also play roles like leaders, liaisons, decision makers, and information providers. The skills managers need include technical, human, and conceptual skills. The document also examines how the manager's job is changing with a focus on customers, innovation, technology, social media, and sustainability. It explores why the study of management is valuable given its universality and the rewards and challenges of being a manager.
Strong cultures:
Commit members to do things that are in the best interests of the organization.
Discourage dysfunctional work behavior.
Encourage functional work behavior.
The best organizations have strong cultures that:
Are performance-oriented.
Emphasize teamwork.
Allow for risk-taking.
Encourage innovation.
Value the well-being of people.
Achieving Excellence by Creating a People-Driven Organisation CultureSABPP
The document discusses achieving excellence through creating a people-driven organizational culture. It outlines 10 management challenges that prevent high performance cultures, including poor leadership, lack of communication and talent management. The key features of world-class companies are inspiring leadership, innovation, employee engagement and a dynamic culture. Creating a people-driven culture requires analyzing the current culture, communicating the need for change, getting managers involved, and rewarding positive behaviors.
This document outlines the South African Leadership Standard developed by SABPP. It begins with an introduction noting the leadership crisis in South Africa and the need for a leadership standard. It then discusses the process used to develop the standard including stakeholder consultation. The standard framework contains 5 elements: 1) Instilling a vision, 2) Delivering results which create value, 3) Living the values, 4) Influencing people, and 5) Reflecting for improvement. Each element contains the desired outcome, fundamental requirements, and key questions. The document provides an overview of the leadership standard and its goal of establishing consistent guidelines for leadership practice in South Africa.
McDonald's implemented a global Performance Development System (PDS) to drive a high-performance culture. Key components of PDS include annual individual performance plans with SMART goals aligned to business strategy, mid-year reviews, year-end reviews involving performance calibration, and talent reviews to identify high-performers. PDS aims to better differentiate performance, support development-focused feedback, and tie rewards to top performance through its integrated approach.
1. The document discusses leadership approaches in Chinese companies like Vanke, Haier, and Haidilao, noting they emphasize relationship-building, goal-setting, and adapting styles to contexts.
2. It then outlines future influences on leadership like globalization, climate change, and technology, arguing future leaders will need to emphasize empathy, strategic thinking, collaboration, and adaptability.
3. The conclusion is that leadership approaches depend on company goals and culture, and organizations must adapt leadership styles to changing environments for efficiency, with trust and adaptation being essential.
This document summarizes the organizational culture of Cremica Agro Foods Limited, a biscuit and confectionery manufacturing company. It outlines the company's vision to be a strong, successful, and respected manufacturer with products enjoyed as part of a balanced diet. The company values taking care of employees so they can take care of customers. It uses a mechanistic and bureaucratic organizational structure with specialized departments, a clear chain of command, and centralized decision-making. While this structure provides discipline and quick decisions, it can lead to work overload and less communication. The company operates globally in 61 countries and competes in a cutthroat market with many large players.
Nikolai Wacher Hansen -0 Creating the Best Supply Chain in the Pharmaceutical...MarkLeeson
Lundbeck is a pharmaceutical company that produces drugs for psychiatric and neurological disorders. They have implemented a Lean transformation over several phases to improve their supply chain and become the best in their industry. The initial "Improve" phase focused on process mapping and kaizen events to identify and implement improvements. Later phases included engaging managers through training and assessments, building systems like policy deployment and boards to guide operations, and fully integrating Lean into daily management to develop a true Lean culture.
A brief of SICPA, taking in consideration the managerial and organizational structure of the company. The CEO and his roles, skills, human resources and administrative manager job description example. Covering the CSR - communication social responsibility.
This document outlines a training program on people management for managers at The Coca Cola Bottling Company of Ghana Limited. The training aims to help managers acquire skills to create a conducive work environment where people can perform at their best. Key topics covered include understanding the manager's role in people management, elements of a conducive work environment, and tools and techniques for managing people effectively. The training methodology involves self-assessment, group discussions, and presentations to help managers develop their people management skills.
This document discusses leadership and the key responsibilities of effective leadership. It defines leadership as mobilizing others to take action. A leader focuses externally on transforming culture, while a manager focuses internally on day-to-day operations. The five practices of exemplary leadership are modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. Effective leadership requires having a clear vision, mission, values, and strategies along with skills in communication, staff development, diversity, fundraising and sustainability.
Lundbeck is transitioning from a European single-product company to a global multiple product company. It aims to expand into new markets, deliver its late-stage pipeline, execute new product launches, and diversify its portfolio.
Over eight years, Lundbeck underwent a cultural transformation to embed operational excellence principles. It progressed through four phases - "Better for Less" focused on lean tools, "Create Results Together" developed leadership, "Own the Future" empowered employees, and the current "Principle-Driven Culture".
As a result, Lundbeck improved delivery performance, quality, costs and productivity over time. It also received the Shingo Silver Medallion, recognizing its progress in establishing a culture
2015-09-08 Preparing Your Organization and Yourself for a Successful TransitionRaffa Learning Community
This document discusses preparing organizations and leaders for successful transitions through sustainability and succession planning. It covers the four core elements of sustainability planning: business model/strategy, leadership, resources, and culture. It also examines three approaches to succession planning: succession essentials, leader development, and departure-defined. The document provides tools and best practices for sustainability and succession planning, including assessments and discussing it as a form of risk management. It promotes introducing these practices broadly across an organization to ensure continuity of leadership and operations.
Its essential to learn planning and leading in BBA program Many university teach those things in management in 2nd semester of their program
Planning is a crucial aspect of leading and managing an organization. It involves identifying the goals and objectives of the organization, as well as the resources and strategies needed to achieve those goals. Planning helps to ensure that an organization is headed in the right direction and is able to adapt to changing circumstances.
Leading, on the other hand, is the process of influencing and guiding others towards the achievement of organizational goals. It involves setting a clear vision and direction for the organization, and working with others to achieve those goals. Effective leaders possess strong communication and interpersonal skills, and are able to inspire and motivate their team members.
A management course in the second semester may cover a range of topics related to managing people, resources, and organizations. Some potential topics that might be covered in a management course in the second semester include:
Strategic management: This involves the process of developing and implementing strategies to achieve organizational goals.
Organizational behavior: This covers the study of how people behave within organizations and how this behavior impacts organizational effectiveness.
Leadership: This covers the skills and qualities that are necessary for effective leadership, including communication, decision-making, and problem-solving.
Human resource management: This involves the management of personnel within an organization, including the recruitment, selection, training, and development of employees.
Project management: This covers the process of planning, organizing, and managing resources to complete a specific project or task.
Financial management: This involves the management of an organization's financial resources, including budgeting, forecasting, and decision-making.
Operations management: This covers the management of the processes and systems that produce and deliver products or services.
International business: This covers the management of business operations in a global context, including issues related to cross-cultural communication, market entry strategies, and global supply chains.
The specific topics covered in a management course may vary depending on the school and program. It is important to review the course syllabus or talk to the instructor to get a better understanding of what will be covered in the course.
In BBA 2nd semester course, students will likely learn about the different approaches to planning and leading, and how to apply these concepts in a business setting. They may also learn about the various challenges and obstacles that leaders may face, and how to overcome them. Overall, t
This document provides an overview of management and managers. It defines management as the process of working with others to achieve organizational goals efficiently and effectively. Managers are important because their key roles include achieving objectives, optimizing limited resources, facilitating change, and fostering collaboration and teamwork. The document also identifies five major drivers of change for today's managers, the eight core management functions, Wilson's three managerial competencies, and common manager roles and responsibilities. Finally, it notes some rights managers lose when accepting their role, such as expressing personal opinions at work or resisting change.
This document outlines the agenda for a leadership programme at the University of Edinburgh for CALA Group. The first day will cover topics such as leadership at the next level, the roles and responsibilities of strategic leaders, and a process for strategic change projects. It provides an overview of the university, including its accreditations and research rankings. It also lists the objectives of the programme for CALA Group, which are to prepare leaders for increased responsibilities, build a future-proof organization, manage change, and provide a forum for collective learning.
This document discusses organizational change and developing a common vision. It begins with a quote about how quickly technology changes. It then discusses organizational lifecycles, causes of decline, and models of change. The next sections cover reframing organizations using different lenses and highlights from a 2014 retreat focused on developing a single vision and conclusion for each college and the whole community college system. Exercises are presented to discuss organizational identity, purpose, values, and developing a shared vision statement. The purpose is to transform the culture and align the organization through a strategic planning process.
- Kitchen Manager
- Cleaning Manager
- Account Manager
MIDDLE MANAGEMENT:
Middle management consists of manager Mr. Jerome Earnest who is
responsible for implementing the policies and plans made by top
management. He coordinates between top and lower level management.
LOWER LINE MANAGEMENT:
Lower line management consists of:
- Kitchen Staff
- Cleaning Staff
- Cashier
- Waiters
They are responsible for performing routine tasks and activities under
the supervision of middle management.
Recommendation: They should appoint separate managers for kitchen and
cleaning department to have better control and coordination.
Management involves coordinating and overseeing the work of others so organizational goals can be accomplished efficiently and effectively. It includes functions like planning, organizing, leading, and controlling. Studying management provides an understanding of what constitutes good and bad management practices. It is relevant because management skills are needed at all organizational levels and in all types of organizations. While management presents challenges in dealing with people and limited resources, it also provides rewards like influencing outcomes, recognition, and appropriate compensation. The practice of management has evolved over centuries as evidenced by large construction projects in ancient times, and early concepts like division of labor increased productivity.
principles of management Chapter 1 PPT.pptxRkSharafat
The document provides an overview of managers and management. It discusses the changing nature of organizations from hierarchical to decentralized structures. It defines managers as people who coordinate and oversee the work of others to accomplish organizational goals. Managers perform functions like planning, organizing, leading, and controlling. They also play roles like leaders, liaisons, decision makers, and information providers. The skills managers need include technical, human, and conceptual skills. The document also examines how the manager's job is changing with a focus on customers, innovation, technology, social media, and sustainability. It explores why the study of management is valuable given its universality and the rewards and challenges of being a manager.
Strong cultures:
Commit members to do things that are in the best interests of the organization.
Discourage dysfunctional work behavior.
Encourage functional work behavior.
The best organizations have strong cultures that:
Are performance-oriented.
Emphasize teamwork.
Allow for risk-taking.
Encourage innovation.
Value the well-being of people.
Achieving Excellence by Creating a People-Driven Organisation CultureSABPP
The document discusses achieving excellence through creating a people-driven organizational culture. It outlines 10 management challenges that prevent high performance cultures, including poor leadership, lack of communication and talent management. The key features of world-class companies are inspiring leadership, innovation, employee engagement and a dynamic culture. Creating a people-driven culture requires analyzing the current culture, communicating the need for change, getting managers involved, and rewarding positive behaviors.
This document outlines the South African Leadership Standard developed by SABPP. It begins with an introduction noting the leadership crisis in South Africa and the need for a leadership standard. It then discusses the process used to develop the standard including stakeholder consultation. The standard framework contains 5 elements: 1) Instilling a vision, 2) Delivering results which create value, 3) Living the values, 4) Influencing people, and 5) Reflecting for improvement. Each element contains the desired outcome, fundamental requirements, and key questions. The document provides an overview of the leadership standard and its goal of establishing consistent guidelines for leadership practice in South Africa.
McDonald's implemented a global Performance Development System (PDS) to drive a high-performance culture. Key components of PDS include annual individual performance plans with SMART goals aligned to business strategy, mid-year reviews, year-end reviews involving performance calibration, and talent reviews to identify high-performers. PDS aims to better differentiate performance, support development-focused feedback, and tie rewards to top performance through its integrated approach.
1. The document discusses leadership approaches in Chinese companies like Vanke, Haier, and Haidilao, noting they emphasize relationship-building, goal-setting, and adapting styles to contexts.
2. It then outlines future influences on leadership like globalization, climate change, and technology, arguing future leaders will need to emphasize empathy, strategic thinking, collaboration, and adaptability.
3. The conclusion is that leadership approaches depend on company goals and culture, and organizations must adapt leadership styles to changing environments for efficiency, with trust and adaptation being essential.
This document summarizes the organizational culture of Cremica Agro Foods Limited, a biscuit and confectionery manufacturing company. It outlines the company's vision to be a strong, successful, and respected manufacturer with products enjoyed as part of a balanced diet. The company values taking care of employees so they can take care of customers. It uses a mechanistic and bureaucratic organizational structure with specialized departments, a clear chain of command, and centralized decision-making. While this structure provides discipline and quick decisions, it can lead to work overload and less communication. The company operates globally in 61 countries and competes in a cutthroat market with many large players.
Nikolai Wacher Hansen -0 Creating the Best Supply Chain in the Pharmaceutical...MarkLeeson
Lundbeck is a pharmaceutical company that produces drugs for psychiatric and neurological disorders. They have implemented a Lean transformation over several phases to improve their supply chain and become the best in their industry. The initial "Improve" phase focused on process mapping and kaizen events to identify and implement improvements. Later phases included engaging managers through training and assessments, building systems like policy deployment and boards to guide operations, and fully integrating Lean into daily management to develop a true Lean culture.
A brief of SICPA, taking in consideration the managerial and organizational structure of the company. The CEO and his roles, skills, human resources and administrative manager job description example. Covering the CSR - communication social responsibility.
This document outlines a training program on people management for managers at The Coca Cola Bottling Company of Ghana Limited. The training aims to help managers acquire skills to create a conducive work environment where people can perform at their best. Key topics covered include understanding the manager's role in people management, elements of a conducive work environment, and tools and techniques for managing people effectively. The training methodology involves self-assessment, group discussions, and presentations to help managers develop their people management skills.
This document discusses leadership and the key responsibilities of effective leadership. It defines leadership as mobilizing others to take action. A leader focuses externally on transforming culture, while a manager focuses internally on day-to-day operations. The five practices of exemplary leadership are modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. Effective leadership requires having a clear vision, mission, values, and strategies along with skills in communication, staff development, diversity, fundraising and sustainability.
Lundbeck is transitioning from a European single-product company to a global multiple product company. It aims to expand into new markets, deliver its late-stage pipeline, execute new product launches, and diversify its portfolio.
Over eight years, Lundbeck underwent a cultural transformation to embed operational excellence principles. It progressed through four phases - "Better for Less" focused on lean tools, "Create Results Together" developed leadership, "Own the Future" empowered employees, and the current "Principle-Driven Culture".
As a result, Lundbeck improved delivery performance, quality, costs and productivity over time. It also received the Shingo Silver Medallion, recognizing its progress in establishing a culture
2015-09-08 Preparing Your Organization and Yourself for a Successful TransitionRaffa Learning Community
This document discusses preparing organizations and leaders for successful transitions through sustainability and succession planning. It covers the four core elements of sustainability planning: business model/strategy, leadership, resources, and culture. It also examines three approaches to succession planning: succession essentials, leader development, and departure-defined. The document provides tools and best practices for sustainability and succession planning, including assessments and discussing it as a form of risk management. It promotes introducing these practices broadly across an organization to ensure continuity of leadership and operations.
Its essential to learn planning and leading in BBA program Many university teach those things in management in 2nd semester of their program
Planning is a crucial aspect of leading and managing an organization. It involves identifying the goals and objectives of the organization, as well as the resources and strategies needed to achieve those goals. Planning helps to ensure that an organization is headed in the right direction and is able to adapt to changing circumstances.
Leading, on the other hand, is the process of influencing and guiding others towards the achievement of organizational goals. It involves setting a clear vision and direction for the organization, and working with others to achieve those goals. Effective leaders possess strong communication and interpersonal skills, and are able to inspire and motivate their team members.
A management course in the second semester may cover a range of topics related to managing people, resources, and organizations. Some potential topics that might be covered in a management course in the second semester include:
Strategic management: This involves the process of developing and implementing strategies to achieve organizational goals.
Organizational behavior: This covers the study of how people behave within organizations and how this behavior impacts organizational effectiveness.
Leadership: This covers the skills and qualities that are necessary for effective leadership, including communication, decision-making, and problem-solving.
Human resource management: This involves the management of personnel within an organization, including the recruitment, selection, training, and development of employees.
Project management: This covers the process of planning, organizing, and managing resources to complete a specific project or task.
Financial management: This involves the management of an organization's financial resources, including budgeting, forecasting, and decision-making.
Operations management: This covers the management of the processes and systems that produce and deliver products or services.
International business: This covers the management of business operations in a global context, including issues related to cross-cultural communication, market entry strategies, and global supply chains.
The specific topics covered in a management course may vary depending on the school and program. It is important to review the course syllabus or talk to the instructor to get a better understanding of what will be covered in the course.
In BBA 2nd semester course, students will likely learn about the different approaches to planning and leading, and how to apply these concepts in a business setting. They may also learn about the various challenges and obstacles that leaders may face, and how to overcome them. Overall, t
This document provides an overview of management and managers. It defines management as the process of working with others to achieve organizational goals efficiently and effectively. Managers are important because their key roles include achieving objectives, optimizing limited resources, facilitating change, and fostering collaboration and teamwork. The document also identifies five major drivers of change for today's managers, the eight core management functions, Wilson's three managerial competencies, and common manager roles and responsibilities. Finally, it notes some rights managers lose when accepting their role, such as expressing personal opinions at work or resisting change.
This document outlines the agenda for a leadership programme at the University of Edinburgh for CALA Group. The first day will cover topics such as leadership at the next level, the roles and responsibilities of strategic leaders, and a process for strategic change projects. It provides an overview of the university, including its accreditations and research rankings. It also lists the objectives of the programme for CALA Group, which are to prepare leaders for increased responsibilities, build a future-proof organization, manage change, and provide a forum for collective learning.
This document discusses organizational change and developing a common vision. It begins with a quote about how quickly technology changes. It then discusses organizational lifecycles, causes of decline, and models of change. The next sections cover reframing organizations using different lenses and highlights from a 2014 retreat focused on developing a single vision and conclusion for each college and the whole community college system. Exercises are presented to discuss organizational identity, purpose, values, and developing a shared vision statement. The purpose is to transform the culture and align the organization through a strategic planning process.
- Kitchen Manager
- Cleaning Manager
- Account Manager
MIDDLE MANAGEMENT:
Middle management consists of manager Mr. Jerome Earnest who is
responsible for implementing the policies and plans made by top
management. He coordinates between top and lower level management.
LOWER LINE MANAGEMENT:
Lower line management consists of:
- Kitchen Staff
- Cleaning Staff
- Cashier
- Waiters
They are responsible for performing routine tasks and activities under
the supervision of middle management.
Recommendation: They should appoint separate managers for kitchen and
cleaning department to have better control and coordination.
Management involves coordinating and overseeing the work of others so organizational goals can be accomplished efficiently and effectively. It includes functions like planning, organizing, leading, and controlling. Studying management provides an understanding of what constitutes good and bad management practices. It is relevant because management skills are needed at all organizational levels and in all types of organizations. While management presents challenges in dealing with people and limited resources, it also provides rewards like influencing outcomes, recognition, and appropriate compensation. The practice of management has evolved over centuries as evidenced by large construction projects in ancient times, and early concepts like division of labor increased productivity.
1. UNIT 1: DEVELOPING STRATEGIC
MANAGEMENT AND LEADERSHIP
SKILLS
STRATEGIC MANAGEMENT AND LEADERSHIP IN
MCDONALD
AKINYEMI OLUWAYINKA JOHN
(REGIONAL MANAGER)
1
3. INTRODUCTION
• This presentation's aim to explain how the functions within McDonalds
manage and lead towards achievement of the strategic objectives. It
examine the links between strategic management and leadership styles,
also analyse effect on the strategic decisions.
• Today Mc Donald's,
More than 34, 000 restaurants
118 countries
• Restaurant Ownership of McDonald's
59% of Conventional franchisees
21% Licensed to foreign affiliates
20% Company operated
3
4. 1.1 DEFINITIONS
Strategic Management: is
the comprehensive collection
of ongoing activities and
processes that organisations
use to systematically
coordinate and align resources
and actions with mission,
vision and strategy throughout
an organisation (Balance
Scorecard Institute 2014).
Strategic Leadership: is
the collective actions of
formal and informal leaders
acting together to influence
organisational success/
Process of Influencing
People for achievement of
certain goals in a given
situation. (Pasmore 2009).
4
5. 1.1 LINK: STRATEGIC MGT & LEADERSHIP
• Atreya (2013) Strategic management is about setting
vision, mission, goals and objectives for achieving
excellence and the strategic leadership is to ensure
that the results are being achieved by motivates and
persuades staffs to share that same vision.
5
6. 1.1 STRATEGIC OBJECTIVES
• To place customer experience at the core of all we do
• To committed to our people
• To Believe in the McDonald’s System
• To operate our business ethically
• To give back to our communities
• To grow our business profitably
• To strive continually to improve
6
8. 1.1 FUNCTIONS OF MANAGEMENT &
LEADERSHIP
MANAGEMENT
• Planning
• Organising
• Leading
• Controlling
(Jones and George 2008).
LEADERSHIP
• Setting Vision
• Achieving the task
• Developing the individual
• Building and maintaining
team
(Mitesh 2009)
8
12. 1.2 MANAGEMENT – LEADERSHIP STYLES
CONT..
• Autocratic Leadership
Manager seeks to have the most authority and control in
decision making,
Manager seeks to retain responsibility rather than utilise
complete delegation,
Manager seeks to make as many decisions as possible,
Consultation with other colleagues is minimal and decision
making becomes alone process.
12
13. 1.2 MANAGEMENT – LEADERSHIP STYLES
CONT..
• Bureaucratic Leadership
Leader expect employees to display a formal business-like
attitude in the workplace and between each other,
Managers gain instant authority with their position,
Employees are rewarded for their ability to adhere to the
rules and follow procedure perfectly,
Bureaucratic systems usually gradually develop over a long
period of time.
13
14. 1.2 MANAGEMENT – LEADERSHIP STYLES
CONT..
• Charismatic Leadership
Charismatic leaders inspire other and encourage them to be
their best,
Employees and group members always want to impress a
charismatic Leader, so they work hard and strive to succeed.
14
15. 1.2 MANAGEMENT – LEADERSHIP STYLES
CONT..
• Laissez Leadership
Very little guidance from leaders,
Complete freedom for followers to make decisions,
Leaders provide the tools and resources needed,
Group members are expected to solve problems on their own.
15
16. 1.2 IMPACT OF MANAGEMENT & LEADERSHIP
STYLES
• Autocratic Leadership
Faster decision making
Teams become dependent upon their
leader
• Bureaucratic Leadership
Quality work & Ultimate control
Lack of self-fulfilment
• Laissez Leadership
• Charismatic Leadership
Allow the visionary workers
Positive work environment
Less productivity and
Lengthy and ‘boring’ decision making
Job fall back on someone else or are not
completed
16
17. 1.3 GLOBAL STRATEGY & LOCAL SPECIALISATION
SITUATIONS
• In order to open over 25,000 locations, Mcdonalds had to
go worldwide and introduce its food to people who have
never had burgers before
Situation 1: FRANCE
Situation 2: INDIA
17
18. 1.3 SITUATION 1: FRANCE
• Take their time when
they are eating
• Idea of fast food against
their culture
• Fancy restaurants
• French potatoes and
French cheese
• Democratic ManagementLeadership style
Successful initiative
Creative thinking
Personal Development
Delay in decision making
Dangerous when manager lacks
expertise
18
19. 1.3 SITUATION 2: INDIA
• No beef/Vegetarian
• Can’t eat most of native
products
• Cows are holy in their
culture
• Getting rid of beef &
selling chicken products
• Different menu
• Opened Vegetarian outlet
• Served Indian favourite
• Bureaucratic ManagementLeadership style
Market sensitivity
Quality work
Ultimate control
Lack of self-fulfilment
Lack of creativity
Poor communication
19
20. CONCLUSION AND RECOMMENDATION
• Fiedler (1967 cited in Nasso 2014: 21) suggested
applying an appropriate management-leadership
styles to a situation is always determined by the
nature of the situation being face by a particular
manager – leader.
20
22. REFERENCES
•
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<http://www.researchgate.net/post/What_is_the_relationship_between_strategic_management_and_strategic_leadership> [17 February 2014]
•
Badshah, B. (2011) Strategic Management & Leadership [online] available from <http://www.slideshare.net/bilalsaidbadshah/strategicmanagement-leadership> [17 February 2014]
•
Balance Scorecard Institute (2014) Strategic Planning Basics [online] available from
<https://balancedscorecard.org/BSCResources/StrategicPlanningBasics/tabid/459/Default.aspx> [17 February 2014]
•
Cardinal, R. (2014) 6 Management Styles and When Best to Use Them – The Leaders Tool Kit [online] available from <
ttp://leadersinheels.com/career/6-management-styles-and-when-best-to-use-them-the-leaders-tool-kit/> [10 February 2014]
•
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•
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<campus.murraystate.edu/academic/faculty/.../PowerPoint/Chapter01.ppt> [17 February 2014]
•
McDonald's Team (2014) Department [online] available from
<http://www.aboutmcdonalds.com/mcd/corporate_careers/working_here/departments.html> [10 February 2014]
•
McDonald's Team (2014) Mission & Value [online] available from
<http://www.aboutmcdonalds.com/mcd/our_company/mission_and_values.html> [01 February 2014]
•
Mitesh, V. (2009) Leadership [online] available from <http://www.slideshare.net/meet007/leadership-ppt-1903712> [17 February 2014]
•
Murray, A. (2014) 'Leadership Styles'. The Wall Street Journal [online] available from <http://guides.wsj.com/management/developing-aleadership-style/how-to-develop-a-leadership-style/> [10 February 2014]
•
Myers, S. (1994) Definitions of Leadership and Management [online] available from
<http://www.teamtechnology.co.uk/leadership/management/definitions-of-leadership-and-management/> [11 February 2014]
•
Nasso, E. (2014) Development Strategic Management and Leadership Skill. Unit 1, 29 January 2014. Birmingham: Stanfords College
•
Vignettes (2010) Functions of Leaders and Managers [online] available from
<http://www.vignettestraining.com/galleries/trainers/download/LD_5s.pdf> [10 February 2014]
22