Organizational Theory and Design-Subject

Introduction

Every organization exists to offer the quality of goods and services to its clients. The organization weighs its success through the level of output and also its growth. Every aspect of the organization is crucial to its success. An organization has numerous substructures that perform different operations with an aligned purpose that is to deliver its objectives and vision. If an organization is to succeed, all of its processes and operations should function as an integrated unit. It is impossible to find a perfect organization that performs without experiencing challenges.

Any and every business experiences problems while carrying out its operations. These issues prevent an organization from carrying out its objectives. The issues affect the organization in numerous ways. The primordial effect of these problems is hindering the operations of an organization. There are very many elements that fuel the emergence of the issues within the organization like the size of the organization. An organization should prioritize handling the emergent issues to better its operations. The ability to spot elaborately the issues that hinder the processes of the organization determines its success. As such an organization should develop adaptive skills that allow it to survive through these issues. Based on the problem the organization develops a strategic plan that entails potential solutions to the issue.

Problem Statement

The employees are a fundamental aspect of every organization. They carry out the operations and processes of the organization. The performance of the employees impacts the productivity of the organization. Poor employee performance is an issue that affects most organizations. If an organization is to perform, it has to comprehend deeply how the employees function. The common question lays in the factors that impact the performance of the employees in the organization. The organization should identify the factors that fuel poor employee performance and how to rectify these areas.

Analysis

There are many aspects that contribute to the poor performance expressed in radical information. The study will apply the visible attributes of an organization to analyze the impact of poor employee performance. The organization of interest is McDonalds, a global scale food chain supplier that sells food to numerous people. The organization ranks among one of the most hated organization due to its inability to deliver customer satisfactory products and services. Most of these complaints arise due to the poor performance of the employees in the organization. A detailed overview of the organization's structure and values might provide a solution to the problem.

Organizational Culture

One of the fundamental elements that drive the performance of the employees is the organization culture. It entails a set of beliefs, systems habits and other values that define the work environment in the organization. McDonald’s organizational culture does not accommodate the proficient performance of the employees within the organization (Ritzer, 2010). The organization has a normative culture where their employees follow strict routines (Cameron& Quinn, 2011). The management highly regulates the organizational practices. The regulations and standards of McDonalds uphold the policies of the organization. The culture of the organization impacts the employees such that they do not deviate from the specific job role (Cameron& Quinn, 2011). The organization determines the dress code and the type of foods that the retail shops supply. They also determine the type of ingredients used to develop the foods that the restaurants sell.

The culture of the organization affects the employees in several ways. First of all the employees at McDonalds rarely engage socially as the policies of the organization bind them to their roles (Cameron& Quinn, 2011). Social interactions are vital in an organization since they allow the employees to share meaning and also share knowledge on the job roles. Employees offer support to each other through social interactions that motivate them to increase their performance in the organization. The normative culture of the organization also limits the creativity and innovation of the organization (Cameron& Quinn, 2011). The management of the organization defines all of the practices. It limits the ability of the employees to design new products that might pull in more clients for the organization (Schermerhorn, 2012). The organization has no career development practices. The culture of the organization also promotes the development of employees that cannot think for themselves. The employees of the organization follow the rules and regulations of the organization to the latter to avoid incurring any penalties. It limits their ability to compete with other employees in the job market (Schermerhorn, 2012).

A strong organizational culture results in high performance of the employees in the organization. The organizational culture should take into consideration all the aspects of the organization and balance between understanding the employees and exerting professionalism (Schermerhorn, 2012). As such the culture of the organization must have unique properties, be imperfectly imitable and most of all is viable. The organizational culture aligns the goals of the management with that of the employees. It is essential for the performance of the employees and also for the organization. An organization with a good organizational culture obtains a competitive advantage over its rivals (Schermerhorn, 2012).

Employee Motivation

As stated earlier the performance of the employees is crucial to the organization. They determine the productivity of the organization. It is possible for the employees in an organization to fail to perform regardless of the availability of all the resources in the organization (Schermerhorn, 2012). It is up to the organization to inspire the employees of the organization to increase their productivity levels. Even McDonalds employs several strategies to boost the performance of its employees (Ritzer, 2010). The employees in the top performing restaurants receive bonuses from the management. The organization applies a motivation and recognition scheme that inspires the employees in the organization to increase their productivity (Schermerhorn, 2012).

The motivation and recognition schemes recognize the employees at McDonalds for their service every five years. The winners in the scheme receive tokens and awards as well as a free trip off the country to luxurious sites. The organization also applies global award schemes where the organization recognizes the performance of the best performing franchises yearly (Williams, 2001). The organization also applies other small scale motivation programs. They motivate their employees by communication. The management of the organization depicts its interest in the performance of the employees that encourages them to increase their performance (Williams, 2001).

Nature of Authority in an organization

The administration of an organization coordinates all the functions of the organization. The type of authority used by the organization impacts very many factors such as the culture of the organization among others. The nature of authority in an organization has a massive impact on the performance of the employees (Simon, 1966). McDonalds entails many units of franchises and other investments that run under different managements that subsequently run under a central management (Ritzer, 2010). The organization has several types of authority that is the functional authority and the central management of the organization (Simon, 1966).

As stated earlier the McDonald has numerous small units working under the central management. The central management of McDonalds appoints individuals that have the expertise similar to that of the employees either from external or internal sources to carry out the managerial functions on their behalf (Ritzer, 2010). These individuals have the power to instruct the execution of operations of the staff working under them. They also have the responsibility of offering the central management advice over issues related to the organization (Koontz& Weihrich, 2010). The central management of the organization makes the decision they fill the best fit. The supervisors hired by the central management have responsibility for the employees in the units as such must make sure that they follow the instructions of the central management to the end (Koontz& Weihrich, 2010).

The central management of the organization controls all the functions at McDonalds (Simon, 1966). They dictate the routines that the employees should follow. The central management of the organization outlines the dress code of the employees, the work routines and also the foods that the restaurants sell. The central management handles the overall coordination of the entire organization (Simon, 1966). McDonalds is a large organization that has numerous franchises. These franchises possess different cultures depending on the type of management in the franchise (Ritzer, 2010). The functional management makes it possible feet. The people running the organizations have different leadership styles that affect the performance of the employees in the organization (Simon, 1966). Even though the organization has a singular normative culture, it is possible that the management of the franchises alleviates the limitations of this type of culture. The leadership styles of the different franchise managers set different cultures for the franchises. Therefore, the nature of the authority of the management impacts the performance of the employees (Simon, 1966).

Managerial Standards

The management of an organization handles handling all the operations of the organization. They control and coordinate the functions of the employees such that all the operations of the organization get aligned. Similarly, the management at McDonalds defines the functions of the employees. They highly customize the functions of the employees such that all the products provided by McDonalds are similar in every manner. However, differences emerge in the quality of goods and services provided by the different franchises due to the difference in the managerial standards (Sims, 2002). The type of leadership seems to be a factor affecting the performance of the employees. The differences recorded in the different franchises all around the world is not because of the difference in the commodity but because of the difference in the managerial standards of the franchises (Koontz& Weihrich 2010). The franchises that have good managerial standards see to it that they provide quality foods to the clients as well as quality services. The franchises that have poor managerial standards produce low-quality goods and services that result in poor customer satisfaction (Sims, 2002). Quality managerial services ensure that there is sufficient supervision of the employees at the same time maintaining a high level of coordination and control of the operations of the business (Sims, 2002).

Job Satisfaction

It is evident that the motivational levels of the employees in an organization go hand in hand with the level of satisfaction of the employees (Jackson, et al., 2012). McDonalds does its best to ensure that the employees in the organization receive the best treatment and ensure that they are fully satisfied with their tasks (Ritzer, 2010). It offers its employees the best conditions to perform in the organization including a healthy pay. Nevertheless, employment at McDonalds has one limitation that is the lack of educative properties (Ritzer, 2010). McDonalds does not build the career of the staff rather it limits their abilities to the organization. The organization does not consider the possibility that the employees require other skills they can apply in the case of termination of their contract with the organization (Jackson, et al., 2012). It also limits the ability of the employees to think for them as such these individuals do not have a career other than that at McDonalds (Ritzer, 2010). An organization should ensure that it considers all the factors necessary for the satisfaction of the employees with their tasks. Most of the individuals in an organization will work based on their personal interests. Therefore, the organization should come up with strategies that can cushion both the interests of the organization and that of the employees (Jackson, et al., 2012).

Summary

McDonalds provides an example of many other organizations that run globally. The management of the organization has not balanced out all the aspects crucial for the effective performance of the employees. It excels in some areas such as motivation of its employees through financial benefits; however fails in others like empowerment of its employees through career building. Some organizations suffer from poor performance of the employees while others fully maximize on the potential of the employees. It is clear that different organizations will use different techniques to boost the productivity of their employees. Nevertheless, the management of the organization handles the coordination and control of the employees. Its functions mainly impact the performance of the employees in the organization. The operations carried out by the employees are crucial to the organization; therefore, it should consider the needs of the employees. An organization that can of aligning its objectives with that of the employee accomplishes very high productivity levels. As such organization should balance all the factors on the organization properly to bring out the potential of the employees maximally. If the organization meets the needs of the employees, they will willingly indulge in the allocated tasks. Every aspect of the organization should be such that all the stakeholders in the organization benefit. An organization should seek for methods and strategies of keeping the employee satisfied and psyched up to carry out his/her duties.

Reference

Cameron, K., & Quinn, R. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. San Francisco: Jossey-Bass.

Jackson, S., Schuler, R., & Werner, S. (2012). Managing human resources. Mason, Ohio: South-Western Cengage Learning.

Koontz, H., & Weihrich, H. (2010). Essentials of management. New Delhi: McGraw-Hill.

Ritzer, G. (2010). McDonaldization: The Reader. Thousand Oaks, Calif: Pine Forge Press.

Schermerhorn, J. (2012). Organizational behavior. Hoboken, New Jersey: Wiley.

Simon, H. (1966). Administrative behavior: A study of the decision-making process in an administrative organization. New York: Free Press.

Sims, R. (2002). Managing organizational behavior. Westport CT: Greenwood Press.

Williams, R. (2001). Managing employee performance: Design and implementation in organizations. London: Thomson Learning.

Carolyn Morgan is the author of this paper. A senior editor at MeldaResearch.Com in legitimate essay writing service. If you need a similar paper you can place your order from research paper services.