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

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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

BBA 38 Page 1 of 15 16 February 2009

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http://www.unisanet.unisa.edu.au/learningconnection/student/studying/integrity.asp

mailto:[email protected]

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


2


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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http://www.EnvisionSoftware.com/book.asp?0471293091

http://www.EnvisionSoftware.com/book.asp?0471293091

http://www.abraham-maslow.com/m_motivation/Theory_of_Human_Motivation.asp

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.



9

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.




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.


Restaurant Manager

The role of Restaurant Manager is to be responsible for the entire operation of a single

McDonald's restaurant, including:



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.


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.

BBA 38 Page 12of 15 16 February 2009


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



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.



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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http://www.123HelpMe.com/view.asp?id=149030

http://www.articlealley.com/article_139666_50.html

http://www.mcdonalds.com.sg/careers.htm

http://www.abrahammaslow.com/m_motivation/Hierarchy_of_Needs.asp

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Management Assignment 2

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