Management Assignment 2
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Transcript of Management Assignment 2
Univers i ty o f South Austra l iaBache lor o f Bus iness Admin is t ra t ion P rogram
Assignment Cover Sheet
An Assignment cover sheet needs to be included with each assignment. Please complete all details clearly.
If you are submitting the assignment on paper, please staple this sheet to the front of each assignment. If you are submitting the assignment online, please ensure this cover sheet is included at the start of your document. (This is preferable to a separate attachment).
Please check your Course Information Booklet for assignment submission information.
UniSA Student ID
1 1 0 0 1 2 4 9 4
Name : WANG Zhen , Amelia
Email : [email protected]
School: UniSA – BBA
Program Name : Bachelor of Business Administration
Program Location: Singapore Intake: BBA 38
Course Code and Name: “BUSS 1054”, “Introduction to Management ”
Lecturer Name: Anthony Bishop
Assignment type & topic as stated in Course Information Booklet: Assignment 2
Due Date: 16 February 2009
Extension Granted? (Yes / No) If Yes, approved Due Date: Attach evidence of approval.
I declare that the work contained in this assignment is my own, except where acknowledgement of sources is made.
I authorise the University to test any work submitted by me, using text comparison software, for instances of plagiarism. I understand this will involve the University or its contractor copying my work and storing it on a database to be used in future to test work submitted by others.
I understand that I can obtain further information on this matter at http://www.unisanet.unisa.edu.au/learningconnection/student/studying/integrity.asp
Note: The attachment of this statement on any electronically submitted assignments will be deemed to have the same authority as a signed statement.
Signed: WANG Zhen ,Amelia Date: 16 February 2009
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WANG Zhen, Amelia Student ID: 110012494
LECTURER’S COMMENT FORMLECTURER’S COMMENT FORM
Program/Intake : BBA 38 Course Name :Introduction to Management
Student ID : 110012494 Student Name :WANG Zhen,
AmeliaLecturer Name : Anthony Bishop Submission Date : 16 February 2009
Assignment Mark:
Please tick the box which best describes each of the following
Outstanding in all respects
Many very good
features
Satisfactory overall
Inadequacies in some features
Inadequacies in many areas
CONTENT
Answer relevant to topic Answer has little relevance
Valid/effective use of theory Inaccurate or questionable
Goes beyond basic course material Basic lecture text only
Topic covered in depth Superficial treatment of topic
Logically developed argument Rambles and lacks continuity
Variety of viewpoints included Restricted in perspective and
scopeORIGINALITYOriginality and creative thought Poor grasp of subject matter
Integration of material from other courses/subjects/topics No effective use of other
materialSTYLEFluent style Basic essay style
Succinct writing Repetitive, verbose, ‘waffle’
Vivid, personal experience evident Flat, uninteresting
Effective use of figures, diagrams Not used/irrelevant
PRESENTATIONLegible, well set out Untidy, difficult to read
Framework clear, unambiguous Unclear, unstructured
Reasonable length Under/over length
Grammar/spelling correct Many grammar/spelling errors
REFERENCE MATERIALAcknowledgment of sources Repetition/reworking of
source material(plagiarism)Wide range of sources used Not used/irrelevant
Correct citation of sources Incorrect referencing
BBA 38 Page 2 of 15 16 February 2009
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WANG Zhen, Amelia Student ID: 110012494
University of South AustraliaBachelor of Business Administrat ion Program
SINGAPORE
Introduction to Management
INDIVIDUAL ASSIGNMENT
BBA -38
Student Name : WANG Zhen, Amelia
Student ID : 110012494
Date : 16 February 2009
Lecturer Name : Anthony Bishop
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Table of Contents
Page NO
- Assignment Cover Sheet……………………………….. 1
- Lecturer’s Comment Form……………………………..2
- Assignment Cover Page ……………………………..... 3
- Table of Content ………………………………………..4 1.0 Introduction …………………………………………...5-7
2.0 Staff Training………………………………………….7-8
3.0 Management Development…………………………...8-11
3.1 (MOP) back at the restaurant .…………….… 9-10
3.2 Manager Trainee……………………….……….9-10
3.3 Second Assistant Manager……………………….,.10
3.4 First Assistant Manager…………………………....11
4.0 Conclusion…………………………………………..…12-14
5.0 References List ……………………………………………15
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McDonald’s Malaysia: Retaining your workers
1.0 Introduction:
“Take care of our people, and the business will take care of itself” ~ Ray Kroc,
McDonald’s founder.
McDonald’s has more than 1.6 million employees worldwide. It adopts an
organizational culture that places heavy emphasis on recognition and development of its
employees. The management realizes that people are their most valuable resource in the
organization. They invest in their growth and job satisfaction and provide learning and
development opportunities for every single employee. As they grow in their jobs, they gain
experience and opportunities for leadership and management. They believe that they can grow as
a company only if they enable their people to grow, contribute and feel proud to work for
McDonald’s (McDonald’s homepage).
In this case study, we can see that McDonald has made use of a successful reward
system to motivate its employee to achieve high standards of performance in work, as well as to
retain its outstanding staff. Examples of the different types of rewards are shown below:
Long-serving awards which involve cash, share options, certificate and sabbatical leave
President’s Award to one special employee with outstanding performance
Best Employee Awards to two employees who have shown total dedication and
commitment in their work during the year
Other minor awards, e.g. monthly Best Cubicle Award to keep the morale high
Sending top performers on exclusive trips abroad
By and large, the awards listed above are extrinsic rewards which involve money and
other tangible benefits. Extrinsic rewards were an easy solution to motivation in the compliance
era (Kenneth 2000). However, extrinsic rewards alone are in sufficient to motivate the
employees. Yvonne Bennion, a policy director at the Industrial Society, comments: “If the
intrinsic caring and nurturing is missing, motivation will be short term. This is particularly so in
the current climate of constant change, when more is being left to the managers to sort our. Many
of the issues that matter most lie where people are at the point of work. ” (Philip Whiteley 2002)
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In 1943, Abraham Maslow's article A Theory of Human Motivation appeared in
Psychological Review, which were further expanded upon in his book: Toward a Psychology of
Being In this article, Abraham Maslow attempted to formulate a needs-based framework of
human motivation and based upon his clinical experiences with humans, rather than prior
pyschology theories of his day from authors such as Freud and B.F. Skinner, which were largely
theoretical or based upon animal behavior. From this theory of motivation, modern leaders and
executive managers find means of motivation for the purposes of employee and workforce
management (Maslow Abraham – The Father of Modern Management Psychology website).
According to the Maslow’s hierarchy of needs, human beings are motivated by unsatisfied
needs, and that certain lower needs need to be satisfied before higher needs can be satisfied.
There are general needs (physiological, safety, love, and esteem) which have to be fulfilled
before a person is able to act unselfishly. While a person is motivated to fulfill these basal
desires, they continue to move toward growth, and eventually self-actualization.
As a result, for adequate workplace motivation, it is important that management identifies
which needs are active for individual employee motivation, i.e. understand each employee’s
position in Maslow’s hierarchy. It is important to satisfy the basic, low-level needs such as
physiological requirements and safety before higher-level needs such as self-fulfillment are
pursued (Maslow Abraham – The Father of Modern Management Psychology website).
As depicted in this hierarchical diagram, sometimes called 'Maslow's Needs Pyramid' or
'Maslow's Needs Triangle', when a need is satisfied it no longer motivates and the next higher
need takes its place.
Self-Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
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The extrinsic rewards can fulfill the lower level of needs, i.e. physiological needs and
safety needs. The higher levels of needs, however, require more than monetary or material
rewards.
In order to fulfill the social needs of its employees, MacDonald’s has a sports club to
organize sporting activities regularly for the employees to take part in a wide variety of sports,
including bowling, netball, volleyball and badminton. This provides the opportunity for the
employees to socialize and network with each other form strong friendships. The staff will then
be able to collaborate better to work towards organizational goals.
In order to create the sense of self-actualization, McDonald’s goes beyond providing the
lower level of needs and provide the employees with training and development which can help
them achieve their long-term career goal. McDonald trains almost 55,000 employees each year.
Each year, it also dedicates millions to ongoing employee training, providing people with
valuable skills.
McDonald’s has very comprehensive training systems that are described in details below
(123HelpMe.com):
2.0 Staff Training
McDonald's Staff Training Programme is an on-the-job vocational experience that teaches
skills transferable to other industries.
All new hires begin their McDonald's experience with an induction into the company.
Staff trainers work shoulder-to-shoulder with trainees while they learn the operations skills
necessary for running each of the 11 workstations in each restaurant, from the front counter to the
grill area. All employees-learn to operate state-of-the-art food service equipment, gaining
knowledge of McDonald's operational procedures.
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Step-by-Step manuals and video tapes cover every detail, from how to make a Big Mac,
to how to deliver exceptional service to customers. Employees also learn how to train and
supervise others.
For the first time employed, McDonald's is an important "mentor', teaching the
interpersonal and organisational skills necessary for functioning effectively on any job.
McDonald's business demands teamwork, discipline and responsibility; McDonald's experience
results in enhanced communications skills as well as greater self-confidence;
and McDonald's stresses "customer care", and attitude which industry experts recognise as an
essential ingredient for business success.
3.0 Management Development
Conducted at regional offices and corporate training centres across the country,
McDonald's Management Development Program (MDP) continues to develop the potential
leaders which the Crew Training Programme has nurtured.
This is followed by a series of training courses designed to back up what is learnt in the
restaurant and develop management, communication and leadership.
The Management Training Centre (MTC) is McDonald's premier UK training
facility, providing a variety of business management and restaurant operations courses to
franchise and management employees throughout the United Kingdom. The UK Management
Training Centre currently puts through approximately 1500 managers annually.
The Management Training Centre runs three courses that give the skills required by
different levels of management, from restaurant shift management to mid - management.
The Basic Operations Course (BOC) equips trainee management candidates with the
skills to manage their people and run successful restaurant shifts.
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The Advanced Operations Course (AOC) is predominantly for new restaurant managers
and department heads, It aims to enhance the candidates leadership and management skills,
enabling them to achieve results in all areas of the business by working through and developing
their people.
The Mid-Management Course (MMC) goes into further leadership skills and management
systems, helping these managers to effectively lead and develop their restaurant managers.
These three core courses are supported by courses and seminars run by the
Regional Training Centre.
3.1 Management Development Program me (MOP) back at the restaurant.
MDP gives managers at all levels the technical and functional management skills needed
to maintain McDonald's leadership role in the quick service restaurant industry.
3.2 Manager Trainee
Manager trainees need to be responsible for learning and understanding McDonald's
policies and procedures in order to prepare for managing shifts in a McDonald's restaurant. The
responsibilities include, but are not limited to:
Learning the basics of restaurant operations through on-site training, area management and
floor management.
Gaining experience with attaining and maintaining customer satisfaction.
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Developing an understanding of basic supervision, human relations, interpersonal
communication and follow-up skills.
Establishing an Individual Development Plan to help focus on personal career development
objectives.
Ensuring that a respectful workplace exists in the restaurant.
From Manager Trainee, one will move to the Second Assistant Manager position where one
actually begin to apply the skills learned as a Manager Trainee.
3.3 Second Assistant Manager
Second Assistant Manager will be responsible for managing people, products and
equipment to execute outstanding Quality, Service, Cleanliness and Value (QSC&V) on all
assigned shifts.
The responsibilities include, but are not limited to:
Completing all assigned shift paperwork. Developing and training crew employees.
Maintaining critical standards for product quality, service speed & quality, cleanliness &
sanitation.
Managing shifts and/or areas without supervision
Ensuring all safety, sanitation and security procedures are executed.
Controlling food components, labour, waste and cash while managing shifts and or areas.
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Ensuring that a respectful workplace exists in the restaurant.
The next level of restaurant management is the First Assistant Manager.
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3.4 First Assistant Manager
First Assistant Manager will be responsible for assisting the Restaurant Manager in
executing virtually all aspects of the restaurant operations. The responsibilities include, but are
not limited to:
Demonstrating and reinforcing the leadership behaviours and basic people standards
necessary to gain commitment from crew and other shift managers.
Recruiting, staffing, scheduling and retaining employees.
Managing the development and training of crew and shift management employees.
Building sales and controlling costs to deliver optimum business results for all areas of
accountability.
Maintaining critical standards for product quality, service speed and quality, cleanliness and
sanitation.
Controlling assigned profit and loss line items.
Ensuring that a respectful workplace exists in the restaurant.
Restaurant Manager
The role of Restaurant Manager is to be responsible for the entire operation of a single
McDonald's restaurant, including:
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Developing and training Assistant Managers.
Measuring external customer satisfaction and executing plans to increase brand loyalty.
Implementing and conducting in-restaurant new products and procedures.
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Ensuring execution of all security, food safety and maintenance of the restaurant.
Projecting and controlling accurate profit & loss line items.
Administering all in-restaurant records and procedures including benefits, payroll,
inventories, security and employee personnel flies.
Ensuring that a respectful workplace exists in the restaurant.
Opportunities beyond the Restaurant Manager position are also available based on interest and
performance. These opportunities are as follows:
Operations Consultant
Provide leadership, coaching and direction to assigned restaurants
Maximize long-term sales and profit potential of each restaurant
Build a positive business relationship with Restaurant Managers and Restaurant Leadership Team
Training Consultant
Conduct training that motivates and improves individual's performance and contribution to restaurant results. Serve as operations expert and consultant on McDonald's operation standards, management tools and training systems.
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Business Consultant
Consult to an assigned group of franchisees to optimize sales, QSC, profit, and people
development. Assist with maximizing the business potential for the franchisee oganization.
Human Resources Consultant
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Provide leadership and support to the operations team, regional staff and franchisees on
Recruiting and Staffing Management/Crew Employees, Employee Relations, Management
Development, Diversity Development, Benefits/Compensation and Management/Crew Retention
systems. Management Programs are also available for personal development, which will prepare
you for each step along the way. These opportunities are as follows:
Shift Management Program
In the Shift Management Program, employee will receive instruction through a combination of
self-study modules and on-the-job coaching. You'll also participate in the Basic Shift
Management Course and the Advanced Shift Management Course, which are offered by the
Regional Training Department.
The Shift Management Program assists employee in developing and sharpening
management skills in:
1. Area Managements
2. Food Safety
3. Basic People Skills
4. Respectful Workplace
5. Delivering QSC&V
6. Customer Satisfaction and Customer Recovery
7. Shift Management*
8. Coaching and Counselling
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10.Understanding the Business
McDonald's Internal Seminars
Seminars are designed to establish a common foundation of leadership and management
knowledge and skills for McDonald's officers. These seminars will focus on key business issues
identified by senior management and create a platform for effective implementation of strategic
business initiatives. A team of McDonald's senior management and external providers lead the
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seminars sessions. The external providers are recognized leaders in their area and have extensive
experience consulting with and teaching executives.
MacDonald’s aims to provide a career rather than just a job. It provides opportunities for
staff to acquire new skills so that they can move up the corporate ladder, and there is a clearly
defined career path for those employees with managerial potential. This is an important human
resource strategy to retain the talented staff. Many people have been with the company through
thick and thin for 15 to 20 years.
The ‘McDonalds’ company applies three components of the motivation system: financial
encouragement, non financial encouragement, and social policy. All the three factors are
described in Maslow’s motivation theory. However, Maslow states that all the needs must be
fulfilled one after another. The research of the ‘McDonalds’ company, its strategy and structure
shows that only a simultaneous fulfilment of employee’s needs will increase an employee’s
performance. It is not necessary to fulfil all the needs of every level. In the reality an employee
has a set of needs in every concrete moment.
Summarising , the ‘McDonalds’ company has effective motivation system that makes it
possible to increase employees’ performance, and hence the company’s productivity.
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Reference List :
1. Kenneth W. Thomas, 2002, Intrinsic Motivation at Work, Burrett-Koehler Publishers, Inc.
San Francisco.
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2. Philip Whiteley, 2002, Motivation, Capstone Publishing (A Wiley Company), United
Kingdom.
3. Abraham Maslow-Father of Modern Management Psychology, “ Maslow Hierachy of
Needs”, viewed 10 Feb 2009,
http://www.abrahammaslow.com/m_motivation/Hierarchy_of_Needs.asp
4. MacDonald’s homepage.
http://www.mcdonalds.com.sg/careers.htm
5. Olivia Hunt, “Performance and Motivation at McDonalds”, viewed 10 Feb 2009,
http://www.articlealley.com/article_139666_50.html
6. 123HelpMe.com, “Staff Training and Motivation at McDonalds”, viewed 10 Feb 2009,
http://www.123HelpMe.com/view.asp?id=149030.
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