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Leadership 7th Edition by Andrew DuBrin, Ann Fisher, Andrew DuBrin
Edition 7ISBN: 9781285225968Leadership 7th Edition by Andrew DuBrin, Ann Fisher, Andrew DuBrin
Edition 7ISBN: 9781285225968 Exercise 4
Leadership at McDonald's Corp., the world's best known quick food service restaurant, is proud of the company's cultural diversity. More than 60 percent of the home office and U.S. company workforce are of a racial or ethnic minority, or are women. Approximately two-thirds of the company workforce is located outside the United States. Also, the company has the largest number of minority and women franchise owners in the quick-service industry.
McDonald's stores (restaurants) are found in 118 countries, with all of them responding to local tastes. Most of the overseas franchises are locally owned, which helps to adapt the menu to local tastes. A few examples: In Egypt, a customer can order a McFelafel; in Japan, McDonald's serves seaweed burgers; beef is not served in an Indian McDonald's; beer is served in McDonald's restaurants of Munich, Germany; and some McDonald's restaurants in France serve rabbit.
Store-level leaders and managers not only respond to the cultural tastes of customers, they also respond to the cultural values of employees. Richard Floresch, the vice president and chief human resources officer at McDonald's, explains that each manager in a particular market is going to have cultural differences in the way he or she manages. Managers in countries throughout the world are granted considerable independence in dealing with their workforces. For example, in China, the manager might be quicker to seek approval from a superior. A manager in Brazil might respond to the expectations of the community by inviting the parents of a new teenage employee to a family night orientation. In this way, the parents can learn more about their son or daughter's job, thereby reinforcing family values.
McDonald's isn't going to tell someone how to manage people, says Floresch. "That has to be part of the cultural norm."
If McDonald's is still a U.S. company, why should local managers overseas worry about conforming to local cultural values?
McDonald's stores (restaurants) are found in 118 countries, with all of them responding to local tastes. Most of the overseas franchises are locally owned, which helps to adapt the menu to local tastes. A few examples: In Egypt, a customer can order a McFelafel; in Japan, McDonald's serves seaweed burgers; beef is not served in an Indian McDonald's; beer is served in McDonald's restaurants of Munich, Germany; and some McDonald's restaurants in France serve rabbit.
Store-level leaders and managers not only respond to the cultural tastes of customers, they also respond to the cultural values of employees. Richard Floresch, the vice president and chief human resources officer at McDonald's, explains that each manager in a particular market is going to have cultural differences in the way he or she manages. Managers in countries throughout the world are granted considerable independence in dealing with their workforces. For example, in China, the manager might be quicker to seek approval from a superior. A manager in Brazil might respond to the expectations of the community by inviting the parents of a new teenage employee to a family night orientation. In this way, the parents can learn more about their son or daughter's job, thereby reinforcing family values.
McDonald's isn't going to tell someone how to manage people, says Floresch. "That has to be part of the cultural norm."
If McDonald's is still a U.S. company, why should local managers overseas worry about conforming to local cultural values?
Explanation
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Company M is a US based multinational. I...
Leadership 7th Edition by Andrew DuBrin, Ann Fisher, Andrew DuBrin
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