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Essay / Research Paper Abstract
This 6 page paper considers the way in which organisational behaviour manifests in the fast food china McDonalds and how it may be seen as a modern model of scientific management. The bibliography cites 5 sources.
Page Count:
6 pages (~225 words per page)
File: TS14_TEMcDorg.rtf
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Unformatted sample text from the term paper:
the strengths and weaknesses of using behavioural theory to explain the employee behaviour can be examined. Today one company that has become a global brand name is that of
McDonalds. To a visitor there is the appearance of uniformity, this is a core value of the company. This value also reflects the way that the organisational behaviour is managed
in terms of structures and system. It has been argued by many that McDonalds is a manifestation of scientific management theories and is the modern equivalent of the industrial units
that were set up using Frederick Winslow Taylors ideas and based in the principle of economic man. In looking at the employees in any chain of McDonalds the aspect
of economic man may be supported with the employees that are seen, most are young, many are students and the motivation to work for most appears to be that of
money. At first glance behavioural theory indicates that this may be a case of the modern application of scientific management, but a more careful look indicates that the behaviour within
the company is much more complex that this. To study this the first aspect is to look at what is meant by scientific management so that it can be applied
to McDonalds. Scientific management is a form of organisational management that seeks to take the discretion regarding how a job is done away from employees and place the management in
total control. Taylors theories of scientific management were designed to put management in control, designing, using scientifically measured studies these, the
most efficient work methods and then organising the and controlling workers to ensure maximum efficiency (Huczyniski et al, 1996). Job design would involve the standardisation procedures and tools, then the
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