Mcdonald's Case Study Of Scientific Management

Workers waste much of their effort by relying on rule-of-thumb methods rather than on optimal work methods that can be determined by scientific study of the task.” (NetMBA, Business Knowledge Center)

Employee discontent is very far from the image that Starbucks obtains or would like to uphold. Dissatisfied employees could greatly affect the service that they provide to the customers.

Starbucks started its growth in the early 1990s, with a game plan for Atmosphere, Quality Coffee, Customer Service, and Partner (employee) Satisfaction. Customers find the stores Welcoming and friendly for a great place to meet friends for a great cup of coffee or a local place for a great cup of coffee and a good book. Starbucks worked with coffee growers to offer a consistent brew and enforcing standards that have become the industry’s norms. Starbucks have put a lot into their training program to ensure properly trained employees to provide that consistent cup of coffee as well as improve employee retention. Starbucks believed in happy employees would promote a better experience for the customer. Since the 90s Starbucks have followed their 3 step plan. 1. Atmosphere: Every time you walk into a Starbucks, you know you will be greeted with a smile and a friendly attitude. 2. Continuity of Brand and Product: Every Starbucks has a similar feel, and your drink order will taste the same whether you are in New York or Spain. 3. Employee Satisfaction and Training: The training of the staff, in both how to be personable with customers and knowledge of the product offering

Starbucks has set a new standard in what the world sees as far as retail industry for ubiquity. The have become so big so fast that the premium status has been lowered to that of a common franchise. Their primary competitors today seem to Dunkin’ Donuts and McDonalds. Coffee is a daily habit for many people no matter what social level, economic status, or gender you hold. Starbucks tries to create or sell a certain type of lifestyle. This lifestyle is appealing to college students who go to locations to work or study or to people who want to reconnect with friends and family over a cup of coffee. Starbucks offers their customers many benefits and perks for not only buying their products but for staying and creating a comfortable atmosphere. Most locations offer free internet access and wireless charging stations for your phones or device. Because this generation seems to be very tech savvy an app also allows customers to order and pay for their item on the phone so they are ready for them right when they arrive. Starbucks also offers a membership program at no cost. These memberships also come with perks such as free drinks on your birthday and exclusive discount on food or

Usually, companies mainly focus on their customers and investors, leaving out the employees who work hard for the company 's benefit. This is a crucial issue for companies, because keeping the employees happy should be their top priority, which is the case for Starbucks. Starbucks believes that its employees is a large part of what sets it apart. Most of the companies do not provide the basic benefits for their employees who are a large part of the company 's business, which was seen in the case of Schutz father who was not given any health benefits after his accident, which made it all the more difficult for him to work.

The year 1911 saw Frederick Winslow Taylor publish a book titled ‘The principles of scientific management’ in which he aimed to prove that the scientific method could be used in producing profits for an organization through the improvement of an employee’s efficiency. During that decade, management practice was focused on initiative and incentives which gave autonomy to the workman. He thus argued that one half of the problem was up to management, and both the worker and manager needed to cooperate in order to produce the greatest prosperity.

The organizational culture of Starbucks is structured to be diverse. They take risks with applying new items to sell in the shops. Upholding a strong ethical corporate culture is paramount to

Starbucks employs the product, promotion, place and price method of marketing. They place great emphasis on their products and have established themselves

For a short period, Howard left Starbucks to start up his own II Giornale coffeehouse. In 1987, he eventually returned to Starbucks with help from local investors to purchase Starbucks, he then became chief executive officer. Howard’s leadership skills led Starbucks to be the finest coffee in the world, providing coffee to consumers in 23,000 stores and 68 countries. Part of what makes Howard a good leader is that from the beginning; he set out to build a different kind of company, one that demonstrated respect and dignity. Through Starbucks, Howard created two programs that embraced the culture that he always wanted. The first program offers health coverage for eligible part-time and full-time employees, which is not something many retailers do. The second program known as the Bean Stock empowers partners (employees) to know that they can invest in a profitable business as well as share its success. These two programs are incentives for motivation as well as benefits for employees.

At McDonalds, the operation management policies are made by top management which is then implemented and are being sent in written form to all branches based upon instructions of top management. These strategies helps McDonald achieve its goal and remain positive in every situation. Moreover, operation managers are available at every branch of McDonald’s that deals and controls the operation activities in an organization.

McDonald’s is one of the biggest companies in the world with restaurants in 119 countries and it has accomplished this extraordinary global presence through its effective management practices. McDonald’s uses a combination of Fredrik Taylor’s scientific management, Max Weber’s hierarchical structure, and Henri Fayol’s administrative principles to run its restaurants. McDonald’s has become a mechanistic organization by making its restaurant environment predictable. McDonald’s has developed set management structure and a predetermined set of procedures for running its restaurants. As a result, McDonald’s has come to resemble a machine where employees are like components of the big McDonald’s machine.

To begin, McDonalds uses the Classical method scientific management method, this method allows work to be compartmentalized. Fredrick Taylor, the one who worked on the scientific management wanted to improve productivity, therefore, his approach was used in the McDonalds enterprise as work is compartmentalized to make work efficient. For example, McDonalds labour force has specific tasks such as; some workers on the line making the meals, a worker making the fries, a worker working the cash register etc. The classical method works well in this aspect of working as it is easy and inexpensive to train workers and is easy for observation by supervisors and managing staff. McDonalds however does not motivate the workers well as they are paid minimum wage, since money is the only motivator, and compensation must be assessed to performance.

Scientific management introduces new and improved methods of production and removal of inefficiency. One of its main advantages is to affect a considerable increase in the level of production. Taylor carried out experiments on Pig Iron handlers and saw his principles improve productivity from 12.5 tons per man to 47-48 tons.

Managers have been continuously trying to figure out the best way to manage the workplace since the start of the industrial revolution. The goal is to maximize production output and minimize cost therefore getting maximized profit while still keeping workers happy and motivated. Different methods have been introduced and tested. But perhaps one of the most influential and popular ideas in management is ‘scientific management’ or ‘taylorism’ as people know it. Taylorism, along with fordism, which follows after, are considered to be the classical work organization. The reason behind this is because; these ideas correspond to the first

This use of Scientific Management has defined the key components of the McDonalds success story, high volume and short waits time for the product, consistency or predictability of the end product. The so called “McDonalization” has the following features that are evolution of the core principles of scientific management. Secondly by examining the areas where strategic management arises from scientific management and inference can be drawn about the opportunity cost of this difference. The assembly line techniques have enabled McDonalds to serve food at high volumes very