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Technology
All European MacDonald restaurants are embracing new technology at the market. This will see their revenue grow to higher levels. This will majorly occur due to increased rate of serving customers, increased expediency and comfort. The increased rate of serving customers will result from the replacement of current cashiers with touch screen computers (Peng & Meyer 2011, p. 64).
The touch screen computers will strategically be placed at terminals where clients will be able to order various meals, such as hamburgers. Customers will then be able to pay for the meals using credit cards. Over two thousand fast food franchises in Estonia will be fitted with touch screen computers. The management team projects that the new technology will help the MacDonald attain more convenience, as well as increased accommodation.
Steve Easterbrook, who is the current president of all MacDonald based branches in Europe, indicated that the transaction will now improve in relation to the past modes of operations. In particular, the president mentioned that the transaction will be two to three times faster.
Therefore, the MacDonald’s efficiency and effectiveness is expected to increase in the near future (Brandet & Rawski 2008, p. 73). All the touch screen computers will be purchased from Japan, a nation that Easterbrook had gone for a trip and luckily came across the touch screen technology.
However, it is threatening that the new terminals are likely to phase out cash as the mode of payment. The MacDonald is anticipating that this approach is prone to reducing certain profits that come from customers who frequently use cash. Conversely, the management team and other researchers argue that Estonia is growing at a fast pace and most customers will be using debit and credit cards in making various payments in the next one year.
This is due to the fact that most residents of Estonia are educated, as well as having the high level of income (Morrison 2009, p. 78). The new machines will only accept credit cards and debit cards. The MacDonald will utilize this technology to increase its efficiency.
Corporate and work culture
The work culture of the MacDonald is highly dependent on the specific line of management. Most managers use their positions power to execute certain activities. In many cases, employees at various managerial positions assume leadership to direct young and inexperienced employees in performing a range of duties (Johnson, Scholes & Whittington 2008, p. 47).
In certain occasions, especially during peak periods, managers operate in the same way as machines. In some incidences managers are seen operating in a relaxed manner and sometimes it becomes even difficult to distinguish managers from their junior employees. Sometimes managers work at selling points, which mean that the entire management team is always ready to work at any level.
Unlike other fast food restaurants, managers at the MacDonald do not simply give orders but also participate in activities that are chiefly carried out by junior employees. Such participation creates a work environment that motivates all junior employees. At the MacDonald restaurant, a barrier is not created between employees and their supervisors. This can be proved by the interest and concern shown by managers to employees.
For instance, a manager at one time asked an employee about his weekend and family. According to the Maslow theory, employee recognition and respect has been a motivating factor for a good number of employees since workers are provided with good working conditions (Brooks, Weatherston & Wilkinson 2004, p. 86).
The McDonald’s management believes in training its employees. A number of employees are being offered training at Hamburger University. The interactive type of management, as well as training offered to employees is expected to enhance the performance of the McDonalds in Estonia.
List of References
Brandet, L & Rawski, T 2008, China’s Great Economic Transformation, Cambridge University Press, New York.
Brooks, I, Weatherston, J & Wilkinson, G 2004, International Business Environment, Pearson Education, London.
Johnson, G, Scholes, K & Whittington, R 2008, Exploring Corporate Strategy: Text Only, Pearson Education, London.
Morrison, J 2009, International Business: Challenges in a Changing World, Palgrave Macmillan, New York.
Peng, M & Meyer, K 2011, International Business, Cengage Learning, London.
Trompenaars, F & Woolliams, P 2004, Business across Cultures, Wiley, New York.
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