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Organisational Structure of McDonald's

Organisational Structure of McDonald's

Discuss Organisational Structure of McDonald's within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; McDonald's Corporation (NYSE: MCD) is the world's largest chain of hamburger fast food restaurants, serving more than 58 million customers ...

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Organisational Structure of McDonald's
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Netra Shetty
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Organisational Structure of McDonald's - January 31st, 2011

McDonald's Corporation (NYSE: MCD) is the world's largest chain of hamburger fast food restaurants, serving more than 58 million customers daily.[4] In addition to its signature restaurant chain, McDonald’s Corporation held a minority interest in Pret A Manger until 2008, was a major investor in the Chipotle Mexican Grill until 2006,[5] and owned the restaurant chain Boston Market until 2007.[6]

A McDonald's restaurant is operated by either a franchisee, an affiliate, or the corporation itself. The corporation's revenues come from the rent, royalties and fees paid by the franchisees, as well as sales in company-operated restaurants. McDonald's revenues grew 27% over the three years ending in 2007 to $22.8 billion, and 9% growth in operating income to $3.9 billion.[7]

McDonald's primarily sells hamburgers, cheeseburgers, chicken products, french fries, breakfast items, soft drinks, shakes, and desserts. In response to obesity trends in Western nations and in the face of criticism over the healthiness of its products, the company has modified its menu to include alternatives considered healthier such as salads, wraps and fruit.


7
CEO
James Skinner
6
Chairman of the Board
Andrew McKenna
2
Director
Robert Eckert
3
Director
Richard Lenny
2
Director
Susan Arnold
4
Director
Cary McMillan
2
Director
Sheila Penrose
2
Director
Jeanne Jackson
4
Director
Enrique Hernandez
3
Director
Roger Stone
2
Director
Walter Massey
2
Director
Miles White
14
Director
John Rogers
CFO
Peter Bensen
Human Resources
Richard Floersch
2
Legal & Secretary
Gloria Santona
Chief Restaurant Officer
Jeff Stratton
Inclusion & Diversity
Pat Harris
2
Canada & Latin America
Jose Armario
3
COO
Donald Thompson
Europe
Steve Easterbrook
APAC & MEA
Timothy Fenton




Postby Ronald on Sun Oct 02, 2005 9:17 am
no problem! right, there are basically two structures! one is the senior management side, the other is the restaurant side.

At restuarant level: -
General Manager
Restaurant Manager
1st Assistant Manager
2nd Assistant Manager
Shift Running Manager
Floor Manager
Staff Training Crew
Crew Members.

Policy
• to recruit people who have a positive attitude towards customers, themselves and other employees and who are capable of delivering the highest standards of quality, service and cleanliness to our customers.
• to employ local people wherever possible.
• to ensure that employees and job applicants are selected, trained, promoted and treated on the basis of their relevant skills, talents and performance and without reference to gender, marital status, disability, race, colour, nationality, ethnic origin, religion or belief or sexual orientation.
• to provide a clean, safe, healthy and enjoyable working environment.
• to provide training and development for all employees to enable them to achieve the highest level of skills possible.
• to provide career opportunities which allow employees to develop to their full potential.
• to provide challenging and rewarding work.
• to pay for performance.
• to communicate effectively with all employees via crew meetings, one-to-one discussions, publications and regular employee opinion surveys.
Background
Within the restaurant structure, there are two main levels of recruitment at McDonald’s: hourly paid employees and Trainee Business Managers.
Hourly paid employees are offered the benefit of flexible working arrangements to suit their specific requirements.
Demographics
Hourly paid Company employees as at September 2007 (excluding franchised restaurants):
54.86 % male
45.14 % female
86.54% work 35 hours per week or fewer
50.21 % aged 20 or under
34.63 % aged between 21 and 29 inclusive
15.16 % aged 30 or over
Diversity Development
Policy
McDonald’s Diversity policy promotes and sustains a working environment which is free from unlawful discrimination, harassment and bullying. McDonald’s regards all of its employees as members of a team where everyone’s opinion is valued and everyone is regarded as equal in status, and must always be treated with respect. The Company understands, accepts, respects and values the differences that make each person unique.
The Company aims to make sure that no job applicant or existing employee is treated less favourably on the grounds of their gender, marital status, disability, race, colour, nationality, ethnic origin, religion or belief or sexual orientation and that no one is disadvantaged by conditions, requirements and policies that cannot be shown to be just and fair. Additionally, in
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Northern Ireland, the Company aims to make sure that no job applicant or existing employee is treated less favourably on the grounds of their religion or political opinions.
The person responsible for this Policy is the Head of Human Resources, Customer Services and Training, but it is the responsibility of all employees, particularly managers and area management, to challenge questionable behaviour and practices.
The Human Resources Department monitors the effectiveness of the policy at regular intervals and takes corrective action as necessary to ensure that it is being complied with.
Employees who feel that they have been unfairly treated in any way regarding this policy are encouraged to use the procedures outlined in the Company’s handbooks.
Diversity development
• Diversity activities are regularly reported to the Board. The Diversity Policy encompasses harrassment, discrimination and bullying.
• The Company has received a Corporate Award from the National Federation of Black Women Business Owners for commitment to equality of opportunity for all employees. The award recognised the Company’s career and training development, together with franchising opportunities. One McDonald’s franchisee has also received an Award for Business Excellence, recognising personal and professional achievement.
• In addition, the Company has won the catering sector of Remploy’s ‘Leading the Way’ Awards for the employment of people with disabilities and been Highly Commended in the Best Diversity Practitioner Category of the British Diversity Awards. The Company has been Highly Commended in the Private Sector Category of the Parents At Work Employer of the Year Awards.
• The Company formally recognised the function of diversity development and appointed a Diversity Development Manager in 1997. The move from equal opportunities to diversity development reflected a change in emphasis from programmes and initiatives targeted at specific groups, to continuing personal development for all employees to enable them to maximise their potential and their contribution to the Company. Diversity focuses on the changing demographics of McDonald’s customers and its communities.
• The Company recognises that employees lives outside of the organisation may give rise to a range of demands and commitments. Subject to operational requirements, efforts are made to assist employees who need to adjust the balance between their work and life outside work, by providing flexibility in working arrangements and/or leave to help employees meet outside responsibilities. We feel that the flexibility of shifts we can offer for hourly paid employees makes McDonald’s an attractive employer for both parents and students.
Gender
• In 2006 & 2007, McDonald's UK was listed in 'The Times Top 50 Places Where Women Want to Work'. Each year, the list is formed by the Aurora Network who manage the website www.wherewomenwanttowork.com. Aurora's Founder and CEO is Glenda Stone, an entrepreneur who is also the co-chair of the UK Governments 'Women’s Enterprise Task-force'. To make the list the company had to demonstrate leadership and robust examples in the following areas: connectivity, diversity, progressiveness, inspiring Leaders, opportunity and responsibility.
• As a Company committed to equality of opportunity, McDonald’s became an active member of the Opportunity Now campaign in 1992. Opportunity Now is a campaign set up by Business In The Community to increase the quality and quantity of women’s contribution in the UK workforce. The overall percentage of women in restaurant
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management is 36.9. Women constitute over 21% of mid/senior management in the Company and 43% of the hourly paid workforce. In the Opportunity Now 2003 Benchmarking Exercise, the Company achieved an award in the Gold Catgory.
• In 1991, McDonald’s introduced a Company Maternity Pay Policy giving employees with qualifying service an additional eight weeks full pay while on maternity leave. The Company also offers an enhanced Paternity Leave Policy to give employees with qualifying service five days paid paternity leave.
• A Part-time Management Scheme was introduced in 1989 to assist employees where the care of children necessitated a move to part-time employment. The Scheme was later extended to include total family care commitments. Managers must work a minimum of three eight-hour shifts per week. All hours are agreed with the senior manager and reviewed on a regular basis. Other flexible working options are being developed, including manager job share opportunities.
Disability
McDonald’s is a Gold Card member of the Employers’ Forum on Disability (EFD), which exists to help companies recognise, recruit and develop the careers of people with disabilities.
• The majority of McDonald’s restaurants, head office and regional offices are designed to allow ease of access for employees and visitors who have special needs.
• The Company has been given approval by the Employment Service to use the ‘Two Tick’ Symbol. This is formal recognition of the positive steps McDonald’s is taking to employ people with disabilities. The Company works closely with Remploy, the Government-supported company that works to create employment opportunities for people with a wide range of disabilities.
• In an effort to ensure we are continuing to meet our responsibilities we previously engaged an accredited Disability Discrimination auditor to perform a comprehensive audit of our restaurants and services. As a result of this consultation, and coupled with feedback from other interest groups, we are implementing a phased programme of development for our buildings and enhancement to staff procedures, to ensure all customers can continue to enjoy visiting our restaurants.
• We have worked closely with the Royal National Institute for the Blind - RNIB to develop new directional and information signs, which are now being used in all our UK restaurants. In addition, the RNIB have endorsed our Braille/Large Print/Picture menu, which is available in all our restaurants.
• On an ongoing basis all our shift managers receive specific disability awareness training as part of a residential management course. The content of this session covers how best to serve customers with disabilities and specifically refers to the Braille/Large Print/Picture menu as an excellent tool to assist customers. In addition to this all new staff starting with McDonald’s receive a welcome pack which includes information on how they may best assist customers with disabilities.
Ethnicity
• McDonald’s is a founder Champion of Race for Opportunity (RFO). A Business in the Community initiative, it aims to encourage business to invest in the diversity of the country’s ethnic minority communities and to create partnerships which benefit both business and ethnic minority communities. McDonald’s featured in the Top 10 employers in the private sector in the 2003 RFO benchmarking report on race and diversity in corporate Britain.
• The Company signed up to the Commission for Racial Equality’s Leadership Challenge. This focuses on the close links between promoting racial equality (and
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valuing diversity) and an organisation’s effectiveness. It believes that a clear commitment to equality will affect the way an organisation operates and the way it interacts with the wider community.
• 14% of restaurant management and 32% of hourly paid employees are from ethnic minority backgrounds.
Family & friends contract
2006 saw the launch of the Family Contract, which in 2007 became the ‘Family and Friends Contract’. This contract allows employees working in the same restaurant (from the same family or who are friends) to share and cover each other’s shifts, with no prior notice required, to best suit their personal arrangements. This is a UK first which benefits working mums juggling childcare and work, students with last minute deadlines and people who care for a parent or relative. Innovations like this allow people who may not be able to be economically active, due to other commitments, to lead a normal working life. (See Family and Friends Poster). In 2006 the Family Contract was the winner of the ‘Working Families Innovation Award’ and the HR Excellence ‘Most Effective use of Workplace Flexibility’ by HR Magazine in 2007.
Training
McDonald’s is committed to the training and development of all its employees from day-one, providing career opportunities that allow individuals to realise their potential. The Company offers both full and part-time career opportunities, giving employees the flexibility to combine work with family or educational commitments.
The opportunities available encourage ‘first job’ employees to progress through to senior management positions via merit based promotions. Over 65% of McDonald’s restaurant based managers started as hourly-paid crew members in restaurants, and more than half of the Company’s middle and senior managers have progressed from restaurant-based positions.
Training is the foundation of McDonald’s success and a vital means of improving the business. McDonald’s in the UK was accredited with the prestigious Investor in People (IiP) award in December 1998 and has maintained ‘Investor in People’ status to date. This achievement confirms McDonald’s position as one of the UK’s leading companies for training and development.
All employees attend a Welcome Meeting, which is then closely followed by a structured development programme, providing training in all areas of the business. This includes the opportunity to complete externally recognised qualifications, such as Food and Restaurant Safety and First Aid qualifications.
Crew Members
Hourly-paid crew members work through the Crew Development Programme (CDP), which is McDonald’s standard training system. Crew receive continuous training both on and off the floor using a combination of shoulder-to-shoulder training and self learning. Performance, skills and continued competence are measured through the completion of Station Observation Checklists and Unit Tests.
Management development curriculum
The Management Development Curriculum offers a direct route into restaurant management, through an intensive and structured training programme. The Management Development Curriculum is divided into four key programmes:
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Shift Management - Developing trainee managers in the skills and techniques required to become effective shift running managers. It focuses primarily on the basics of restaurant operations, including a series of Personal Development Modules.
Systems Management - Targeting second assistant and newly promoted first assistant managers. This programme covers all areas of McDonald’s systems, increasing the manager’s business knowledge and developing individual techniques. This is accomplished through a series of courses and seminars, tailored to individual development needs.
Restaurant Leadership - Exposing managers to the key skills needed to become an effective leader of a restaurant. It enhances the manager’s ability to coach a team, targets decision-making and communication skills, and builds awareness of how the ‘big picture’ is being impacted.
Business Leadership - Focusing business managers on the need to develop a business strategy, encompassing internal and external factors.
Personal & Team Development Programme
The Personal & Team Development Programme is aimed primarily at office staff, and middle and senior operations management. The curriculum is divided into three key programmes:
• Personal and Soft Skills Training – a range of training solutions that have been designed to target the Performance Drivers for Office Staff and Personal Attributes for Operations Management
• IT Training – a range of popular IT courses to help employees develop their IT skills
• On-line Learning – a range of on-line IT and Personal Skills self-paced learning programmes
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Re: Organisational Structure of McDonald's
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Re: Organisational Structure of McDonald's - July 29th, 2014

Excellent work, keep it up!! Thank you for sharing
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