Organisational Culture of McDonalds

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Table of Contents

Meaning of Organisational Culture

To ensure that all stakeholders of an organisation focus on common goals and objectives, it is important for them to have to a common way of thinking and interacting, values, and norms (Goldman, Santos & Tully, 2008, Para. 3).
Organisational culture elements form some basic assumptions that when adopted and observed by all stakeholders of an organisation, especially the diverse workforce, can aid in enhancing the success of the organisation.
McDonalds’ organisational culture emphasises the importance of employees and customers (McDonalds, 2012, Para.1) as the source of organisational success.

When the company’s stakeholders tie together and fix the common differences between employees to act as strength as opposed to an organisational weakness, the assumption for the company is that it can attain its objectives, goals, and mission.
Another assumption is that McDonalds can gain a competitive edge by providing better customer services in relation to its rivals through the effort of all employees. Therefore, customer service is assumed as an incredible tool for differentiation of McDonalds.
By doing things in the rights way and putting in place efforts to improve efficiency of the organisation, it is assumed that McDonalds can succeed in the market place.
Employees are important elements for the achievement of the above two assumptions. Hence, they are important to McDonalds (McDonalds, 2012, Para.2).
Another assumption is that, without goods customer service, it is incredibly hard for McDonalds to have a repeated sale.
The company also assumes customers as the source of organisational growth.

The organisational culture’s assumption deployed by McDonalds originates from the large number of people it employs from different nations.
The company serves about 52 million people in more than 30,000 restaurants and franchises located in more than 100 countries (Goldman, Santos & Tully, 2008, Para. 1).
From the perspective of the company’s mission of being a leading fast-food dealer not only with the regions from which the company first opened its doors but also in the international fronts (McDonalds, 2012, Para.1), the company plans to identify the risk factors to achievement of its mission.
Risks alleviation mechanisms are included in the organisational culture. This strategy ensures that all the workforce of the company remains observant besides always ensuring that they do not fall into a pothole that would compromise the position of the company in the future by allowing their individual characteristics including their personalities to affect the manner in which they work.
McDonalds plans to combine all diversities of the employees into one culture.

Using the culture of approaching employees as the most important resource the company has for its success ensures that the employees remain motivated in their work (McDonalds, 2012, Para.2).
Permitting McDonalds’ employees to communicate freely with other employees at the work places highlights the significance of the assumption that McDonalds needs to tie together the differences between the employees to attain organisational success (Goldman, Santos & Tully, 2008, Para. 5). This strategy involves a breakdown of management structures so that they are less centralised.
Decentralisation helps to ease the employees’ fear of the supervisors and other managerial staff, which might make the employees less motivated.
Motivation is an essential tool in the development of the McDonalds’ organisation culture’s assumptions since the company considers less motivated employees as likely also to offer poor services to customers.