One of the pressures that drive change in McDonald’s corporation is internal factors. One of them is capabilities which refer to the ability of individuals to perform specific tasks. This can drive change since it will increase productivity in the firm. Another factor is the availability of resources. Funds can drive change since it influences how individuals perform their tasks. For example, the availability of funds enables the enterprise to use automated instead of manual approaches to serve the clients.
Using the internal force, the entity can apply innovation to monitors all the workers from one central location. This will make it easier to monitor the employees without the supervisors. As a result, it can assist the entity in saving a lot of time that could be used to oversee a single worker. Additionally, the approach can help the business to reduce its overall cost (Poole & Van de Ven, 2004). For instance, there will be no need for the firm to employ many supervisors to monitor employees working in various departments of the company.
As a change consultant, I will lead the change by involving all the people in the organization. This can help in decreasing the chances of resistance because of the fear of the unknown. I will also inform the workers that the purpose of the change is not to take their jobs but to increase their efficiency at work. Therefore, I will communicate with people effectively so that they might understand the purpose of change.
Additionally, I will also identify those areas that need before introducing it.
Additionally, I will set realistic goals that might be attained as a result of embracing it in the organization. Moreover, I will introduce change gradually so that individuals can welcome it slowly. This is because most individuals take a long duration to learn new ideas.
There are other things that I would like to change in the organization. For instance, I may want each department in the entity to embrace technology to conduct its activities. Also, I might want people to change their work culture (Dello Buono & Fasenfest, 2010). They must focus on attaining better results rather than working without having any goals to achieve. People should also embrace teamwork instead of working as individuals. These changes can improve the performance of the company.
In the future, the company should be able to show some significant improvements as a result of introducing change. Besides, the entity should be able to increase its revenues. I must, therefore, do a follow up to check if the change worked. Furthermore, I will also look at the benefits that change brought into the entity to see if it worked well.
During the unfreezing process, I will consider the level of resistance to change at that time. I use that opportunity to explain to people the importance of improving the status quo. Moreover, I will tell to people during the transition process that change does not intend to harm them. During the refreezing process, I will consider the possibility of the staff members to uphold change.
Some of the resistances one may face are technological changes. This is where people can reject the new system because of the adequate skills to handle it. Cultural confrontation is likely to be experienced. Many people may be reluctant to embrace new ways of doing things. I will deal with the issue by sensitizing people on the need to embrace change.
Strengths- McDonald’s has a vast resource that gives it an advantage in the industry. It has large stores in different parts of the globe.
Weakness- Most of its food contains high calories. Additionally, it does not have all the menus.
Opportunities- It can expand its operations to other parts of the world. Also, it can introduce new menus in the future.
Threats- There is a threat of new entrants in the industry. Government regulations can target fast food restaurants.
Dello Buono, R., & Fasenfest, D. (2010). Social change, resistance and social practices. Leiden, Netherlands: Brill.
Poole, M., & Van de Ven, A. (2004). Handbook of organizational change and innovation. Oxford, UK: Oxford University Press.