What About McDonald’s Other Customers?

What About McDonald’s Other Customers?
If you were CEO, what would you do to help overcome the challenges raised by franchisees while meeting McDonald’s goals?
Apply the 3-Step Problem-Solving Approach to OB
Use the Organizing Framework in Figure 10.6 and the 3-Step Problem-Solving Approach to help identify inputs, processes, and outcomes relative to this case.
Step 1: Define the problem.
Look first at the Outcomes box of the Organizing Framework to help identify the important problem(s) in this case. Remember that a problem is a gap between
a desired and current state. State your problem as a gap, and be sure to consider problems at all three levels. If more than one desired outcome is not being
accomplished, decide which one is most important and focus on it for steps 2 and 3.
Cases have protagonists (key players), and problems are generally viewed from a particular protagonist’s perspective. In this case you’re asked to assume the
role of CEO.
Use details in the case to determine the key problem. Don’t assume, infer, or create problems that are not included in the case.
To refine your choice, ask yourself, Why is this a problem? Focus on topics in the current chapter, because we generally select cases that illustrate concepts in
the current chapter.
Step 2: Identify causes of the problem by using material from this chapter, which has been summarized in the Organizing Framework for Chapter 10 and is
shown in Figure 10.6. Causes will tend to show up in either the Inputs box or the Processes box.
Start by looking at the Organizing Framework (Figure 10.6) and decide which person factors, if any, are most likely causes of the defined problem. For each
cause, explain why this is a cause of the problem. Asking why multiple times is more likely to lead you to root causes of the problem. For example, do
employee characteristics help explain the problem you defined in Step 1?
Follow the same process for the situation factors. For each ask yourself, Why is this a cause? By asking why multiple times, you are likely to arrive at a more
complete and accurate list of causes. Again, look to the Organizing Framework for this chapter for guidance.
Now consider the Processes box in the Organizing Framework. Are any processes at the individual, group/team, or organizational level potential causes of your
defined problem? For any process you consider, ask yourself, Why is this a cause? Again, do this for several iterations to arrive at the root causes.
To check the accuracy or appropriateness of the causes, map them onto the defined problem.
Step 3: Make your recommendations for solving the problem. Consider whether you want to resolve it, solve it, or dissolve it (see Section 1.5). Which recommendation is desirable and feasible?
Given the causes you identified in Step 2, what are your best recommendations? Use the material in the current chapter that best suits the cause. Consider the
OB in Action and Applying OB boxes, because these contain insights into what others have done that might be especially useful for this case.
Be sure to consider the Organizing Framework—both person and situation factors—as well as processes at different levels.
Create an action plan for implementing your recommendations.


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