Managing Organizational Culture to ensure success and growth - Free Essay Example

Sample details Pages: 23 Words: 6921 Downloads: 9 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? Culture doesnt have any specific meanings or definition it has many different definition. As (Borosky, 1994, Ortner, 1984) describe that even in Anthropology culture has largely approved or rigid definition. Culture can be defined as a set of values and thoughts which are being followed by the group of people which resulted to the activities and behaviours of the people living in specific society. Don’t waste time! Our writers will create an original "Managing Organizational Culture to ensure success and growth" essay for you Create order Although it is has been described as framework to understand ancient societies. (Katter and Heskett, 1992).As societies have set of norm values and beliefs, every Organizations and every business has culture in shape of values, rules and framework to follow which make the Organization unique amongst the other Organizations. In many organizations culture seems to be very crucial and important and it receive a considerable concentration. Culture is as complex and important as it is hard to use and recognize in thoughtful way. According to (Alvesson and Karreman, 2001; McDermott, 1999) Culture is very important for the organizations and companies how they work from day to day leadership, strategic change, which way the knowledge is being shared, maintained and created as well as the relations and dealings of the employees and managers with the customers. Culture is very significant for the success, growth and organizational effectiveness. Organization has the survival because of sharing its system of meanings at different levels (Smircich, 1985). As different countries have different culture, organizations dont have the same culture as well they all have different values and rites and rituals heroes and myths than each other. It is very easy to recognize the culture of any organizations like McDonalds all the outlets of McDonalds looks same they all wear same uniform no matter which area of the world they are operating in everything will be at same standard everywhere and anywhere in the world. In some companies is it is easy to recognize culture from their infrastructure, dress code language and customer services and in some organizations it is hard to see but it does not mean there is no culture in that organization in fact culture exist there but hard to judge or see because it is been fragmented sometimes. Any organizations which have strong organizational culture have success in the business. Organizations with strong culture have high degree of influence on the behaviour of the employees and the values of the organizations not only widely share but also held with high intensity. On the other hand company which have weak culture employees behaviour may not be consistent. Literature review Organizational Culture In international business studies relationship between national culture and organizational culture has been favourite topic of research for many of the renowned scholars. Organizational culture of different organizations can be different even in the same country. In other words organizations might have generated different characteristics to the national cultures. There is no specific definition of culture scholars have defined culture in different ways. Culture is intangible thats why it is always hard to define many scholars have defined it in their own way but describing almost same thing by all of them. Culture of any nation or organization is learnt only when you enter and stay there then culture grow automatically staying there. The literature on organizational culture is as significant to the management of the private sector as to the public science management. Organizations are assessing critically how they can achieve and describe their objectives and goals. After def ining the goals of the organization it is vital to concentrate on the type of culture that is needed to achieve these targets and goals and making that sure that necessary change has been implemented. Edward B.Tylor used the term culture in 1871 in English literature. After that the early development of the concept of the organizational Culture has been defined by many authors in different ways (Kilman et al, 1985) describe culture something to do with the people and unique quality and style of organization (Deal and Kennedy, 1982) has explained culture the way we do things here or the expensive non rational qualities of an organization. The organizational culture become more popular when Deal and Kennedy write the book Corporate cultures The Rites and Rituals of Corporate life then more and more people start talking and researching about the organizational culture after that book. Organizational culture and National culture: There are many renowned scholars who have been contributed towards study of culture like Edward Hall, Trompenaars and Hofstede, they all done very good work on culture but Hofstede is known best amongst all for his work in the field of studying culture. Culture is like that method which help to identify that reason why people from a specific society holds specific beliefs and values and show the behaviour the way they behave will show the culture of that specific nation. Hofstede has contributed very significantly studying different culture around the world which helped many organizations to learn about the nations and to do business by understanding their culture. Hofstede (2001) explain about culture is a shared programming of group of people which differentiate then from others. The usage of the word culture for both organizations and nations give hint that both kinds of cultures are the same phenomenon. The culture of the nation cannot be culture of an organization because t hey both have different character (Hofstede et al, 2010).The differentiation among Organizational culture and National is that they both have different practices and values. The creation of the National culture based on the early years of peoples lives these are normally very basic values of their lives, whatever they attain living with their family, from school life and from their surroundings on the other hand Organizational culture is learnt when someone start working for any Organization having their own values and then have to follow they practices of any company and these practices are shallow. Hofstede done the research project with between 1985 and 1987 with the help Institute for Research on Intercultural Cooperation (IRIC) when he survey the IBM organizational culture in companys different office in the world. He showed by using this information he established this view that in different countries Managers have different point of view regarding different issues they fac e, they have different values and attitude for different situations. He came to know about this fact that at National and Organizational level roles of practices against values are completely opposite from each other. His five dimensions are still widely been used to understand any countrys culture and helpful for many organization to study about specific country. Pettigrew (1979) started to talk about organizational cultures concept. Anthropological perception of the culture was firstly used by him and he demonstrated how ritual, myths and symbolism can be interrelated in the analysis of organizations. Dandridge et al (1980) described that to reveal the deep structure of an organizational culture how significant and helpful is to study about these symbols and myths. When in early 1980s the concept of organizational culture was one of the favourite and emerging topics to talk and write about for that reason many scholars defined and give their prospective about organizational culture in different ways. Van Maanen (1979) defined organizational culture as behavioural rules in human interaction which can be observed. Deal and Kennedy (1982) argues about organizational culture the values which are prevailing in an organization. (Tcihy,1982) compare organizational culture with a glue he says organizational culture hold the organization in the same way the way glue hold the different objects together and dont let them apart. According to Forehand and Von Gilmer (1964) culture is a collection of qualities of any organization that differentiate and portray it from other organizations. (Titiev, 1959) suggests that culture can be shared and learnt. Organizational culture can be illustrated through behaviours, notions, activities and analysis of associates of the organization (Hellett, 2003). Organizational culture also has been defined by the (Van Maanen, 1979) as a those rules of behaviour which can be visible in human relations. (Robbins, 1998) states organizati onal culture as a perception inside the organization which is consistent. Many of other authors describe that organizational culture is set of norms, mutual ethics and philosophy (Barney, 1986). As suggested by (Yanagi, 1994, p ii) organizational culture Philosophies and values shared by the members of organization and their behavioural patterns for translating them in to action Schein (1989, 1992) has one of the best definitions of the organizational culture. Schein (1989) describe organizational culture a pattern of basic assumptions- invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration- that has worked enough to be considered valid and therefore, to be taught to new members as well as the correct way to perceive, think and feel in relations to those problems (Schein, 1989, p. 9). As (Graves, 1986, p, 11) defined about organizational culture as a different ways to steady the performance a nd behaviour of the employees. Organizational culture acts like a bonding agent which keeps the organization together (Kramer, 19974 and Foy, 1974). This definition provides backup to the Graves idea of Organizational culture. (Frost, et al.1985) described organizational culture as a effort of members of an organization by which they share their ideas and help each other and these things work like barriers which detach outsiders from insiders. Some of them say culture is that tool which is capable of resolve all inconveniences caused by the circumstances that people face and come across in any organization. Many scholars has defined that culture should not be taken as a static but its a process which is developing. Morgan (1986) defined culture as the approach of individuals creation and recreation of their own world. As described by Schein (1989) as time passes Organizational culture changes as well and changes its organizational functioning as well. Schein and Morgan both ha ve same point of view on that in refining and reforming the culture of any organization key individuals have to play very vital role in this process. According to Schein (1992) the key to organizational excellence is organizational culture and creation and management of the culture is the function of leadership. Different Dimensions of Organizational culture To investigate the organizational culture many researchers have used different methods, terms and techniques to portray the real picture of the organizational culture according to their way. They have been using many different terms to explain the organizational culture like variables, level, mechanism, scope and elements of organizational culture. As Schein (1989) have stated about many cultural factors about the recognition of any organizational culture like someone can know about culture of any organization by looking at the building structure, attitude and ideas and communication style , how they behave new staff and how they coup with the daily incidences. Shcein have divided organizational culture in to three levels. Levels of culture and their interaction Artefacts and Creations Technology Art Visible and audible behaviour patterns Values Testable in the physical environment Testable only by social consensus Basis Assumptions Relationship to environment Nature of reality, time and space Nature of human nature Nature of human activity Nature of human relationships Source: Scheins (1992) model of Organisational culture. Visible but often not decipherable Greater level of awareness Taken for granted Invisible Preconscious Artefacts level one: In any organizational culture Artefacts are more visible and can been seen and recognize very easily whenever you entered or hang around in any organization. Artefact are visible so these can be recognize easily in any company these includes the technology organization is using, which dress codes company is following building structures and what kind of behaviour is being shown between the boss and subordinate. Anyone can recognize easily by looking things like different restaurants like McDonalds someone can easily recognize from the logo of that uniform and furniture and structure of the restaurant even uniform which is worn by the staff. People can easily judge the culture of McDonalds behaviour of the staff towards customers. Different type of organizations has diverse culture than each other and you can recognize is very easily. As Schein (1992) give an example of two different companies to explain the different organization. First he talks about the (DEC) Digital Equipment Corporation and Ciba-Geigy. In DEC where people have often meetings with each other they dont wear any formal dress or stay behind the doors they have open space office environment and you can see swiftness on the other hand in Ciba-Geigy people were not allowed to wear informal dress they were locked behind the doors and conversations were very quiet and you can see the slow movement as well. Anyone as a new customer or employee might can be fond of or dont like the way both organizations are different from each other and how they differently present each other but no one can know at this level or in beginning why they are doing this. No one can know the culture as long as they are not able to talk about their feeling about what they have observed and feel about the organization without getting information from insider. Espoused values: level 2 According to Schein (1985) values show the way to understand and getting awareness about the culture of any organization. These values are very important part of any organization. Moral and ethical codes are connected with the values. Values can be myths and success stories of the success and even causes of failure in any project and organization, mottoes of any organization. In real life its very hard to find a difference between values and beliefs. Values and beliefs examples can be if a company and or staff of the company values honesty and do his work honestly and integrity and keep working like that can be value of the organization on the other hand if we talk about belief we can say to increase the output of any organization by giving performance related pay or spending more money on the campaign of any product we can increase the sale these can be belief. By using the values as medium, beliefs of the leaders are transferable as collective beliefs of the organization (Schein, 1985a). Schein proposes that where theres any problem arises in the company then leader always have to give their suggestions for the solution of the problem for instance they will suggest to enhance the output because enhanced output will raise profitability of the organization. Basic Assumptions level 3 Basic assumptions are hidden and taken for granted. According to Schein (1981) basic assumptions can be used to define the culture. Human nature and human relationship come under the basic assumptions. Basic assumptions can be Peoples emotions and feelings about other things. Assumptions are very hard to modify as compare to beliefs. As assumptions have deep rotes and hard to recognize on the other hand beliefs can be detected easily. It can be recognized at work by looking at the relationship of staff and manager at work place or how people do observation of attitudes of their other colleagues. Organizational culture Typologies for Organizational Culture: In organizational culture there are many kind of categorization and typologies have been explained by different scholars of culture. Theses typologies give and over view about the different cultures which exist in organizations. The scholars who talk about organizational culture typologies Harrison (1972) was first person then these typologies had been modified by the Handy (1978, 1985) then Deal and Kennedy (1982) did some work on them and in the end Quinn and McGrath(1985) and Scholz (1987) described about these typologies. Handy (1985) was the person who discussed how different cultures have their existence in different organizations and within the same organization many diverse cultures can coexist. There are very few organizations exist who have a single culture exists in them. Every individual have its own culture within him and have his own specific personality and culture along with organizational culture. Organizational culture and structure of any organization are conn ected with each other. In organizations A few subcultures and cultures will be well-suited and other will not be suited. Handy (1985) talked about four kinds of eminent cultures and each of these cultures had a linked culture. These cultures are explained below in detail. Charles Hendy (1985) Typologies of organizational culture Source: Handy (1985) Four Cultural Typologies The Power Culture: The power culture relies on single central source of power in the organization. It will lead to low morale and high turnover on the positions of middle management. The power culture is like web which has different strings attached to the central point for the facilitation and co ordination of any action. The power is distributed from one single power source in the middle. Handy (1985) give linked this terminology with the culture of the Zeus. He was the leader of the gods of mountains. The power culture can be seen in small entrepreneurial organizations. For the effectiveness of the power culture it is dependable on personal communications, faith and understanding. Individuals have to work what they have been asked to do without asking many questions. Advantage of this system is that theres no delay in decisions because it has one central source of power so decisions are made quickly. As the size of the organization increases due to many different activities web breaks because o f its span and activities. In this system the boss can choose people on key level position with his own will with restrictions to consult someone. If appropriate personnel not have been recruited for these positions. The Role Culture: The role culture is bureaucratic culture. This is most commonly used and understandable culture. Handy (1985) present it like Greek temple which represents the god of reasons. Where powers are equally distributed amongst the specialist in their field and at the top small group of executive control and coordinate all the departments comes under their authority. In the role culture Job description procedures and rules are more important than the person who is performing a specific job. In this culture promotions are given on the bases of performances given by the individuals. The power of the role culture is depends on the specialist of the organization like production department, finance department and purchasing department etc. The Role culture organization is most of the time is successful where the market is stable and the life of the product is long. The examples of role culture organizations are retail banking, oil and automobile industries, insurance companies and civil servic es. The problem with this kind of structure is that recognition and reaction to change in these organizations is very slow. These organization will not be satisfying for those individuals who power-oriented and it will be very satisfying for those people who liken who like certainty and protection and for those people who want to get success by accomplishing a role and getting professional proficiency without taking risk. The task culture: The task culture is mostly result, performance and project oriented and management is mostly concerned with the solutions of the problems in successful manner. Handy (1985) represented this culture like a net with some of its strands are thinner and thicker than each other. Matrix organizational structure is one of the examples of the task culture where manipulation and supremacy lies where the strands meet. Task culture is very flexible and adaptable to the changes and is a team culture. The emphasise of this culture is task so after every project teams , task forces, task teams and groups can be continued , reproduced or abundant quickly. To attain the desirable outcomes suitable means, right people for the right job with all the decision making power are brought together. The task culture is suitable for the market where competition exists, where product life stays for the short span of time and where importance is given to the speed of reaction to the environment. Examples for the task cultures can be advertising, marketing agencies and general management consultancies. There is high degree of control over the work by the individuals in task culture. In the task culture individuals are judged by the results, flexibility, and adaptability at the bases of their ability rather than age or position in the group. It is difficult to control the task culture. The task culture has a tendency to change into power or role culture when the total organization is not successful or there are limited resources or as a flexible group organization is too large to organize. The Person Culture: The person culture is formed when in the best interest of a group of people decide to create organization on combined bases rather than solely. These kinds of organizations are established by the doctors, lawyers, architects and some other small consultancy firms they make this to share the space of the office, cost, equipment etc. The person culture can be seen as galaxy of stars or scattered dots. In this culture individuals are self oriented. The individuals allocate work for themselves with their own rules. Mutual consent can be the only mechanism of control in the task culture. According to the expertise roles are appointed and influence is shared and it is not easy to manage the individuals within them. When this organization start achieving its objects then it start imposing task culture on its Individuals and it start acting like task culture and then often reshape as role culture or power culture in the organization. Cultural dimensions of Hofstede (1980) Hofsted (1980) gathered data from the survey he done with the employees of IBM in various countries. He concludes that different managers have different opinion, strength, attitude and values towards different issues. Hofstede (1980) divide culture in five different dimensions these dimensions are Power distance Individualism vs collectivism Masculinity vs femininity Uncertainty avoidance Long term orientation In this scenario UK firm in going to open outlets in China and India which have totally different cultures than each other. The differences in cultures between UK, India and China are shown in graphs below which will help to understand these differences. Hofstede (1980) Different cultural dimensions between UK and China Source: (Hofstede 1980) Hofstede (1980) Different cultural dimensions between UK and India Source: (Hofstede, 1980) ) PDI Power Distance Index IDV Individualism MAS Masculinity UAI Uncertainty Avoidance Index LTO Long-Term Orientation Source: (Hofstede, 1980) All the Hofstede (1980) dimensions are being explained below. Power distance Power distance refers towards the unequal distribution of powers within the organizations and acceptance of a less power full member on inequality of powers amongst its fellow member in organization. Inequalities have a tendency to be decreased in low power distance nations, activities are more likely to be decentralized and it is expected that subordinate to be consulted by their seniors and position and rights are less obvious then the high power distance organizations. Organizations in UK have less power distance as compare to China and India because both countries have high power distance. Individualism and collectivism This dimension explore about the relationship of any individual with other individuals around him does he care about them or dont. Ties are very loose between the individuals. In Individualistic societies they will just look after their immediate member of family not everyone and have a great deal of liberty in their actions but on the other hand collectivist societies have more strong ties between individuals. They treat each other as family. UK is an individualistic society on the other hand China and India are collectivist countries and has very strong ties between the individuals in both countries. Masculinity and femininity Masculinity and femininity give the description of any society the role of gender is noticeably diverse. Social common role are undoubtedly distinctive In Masculinity societies social distribution has been maximized where women have more focus on quality of life are humble and caring and men consider to be tough guy who will earn and have more concentration on materialistic things. In these societies managers are more decision power and self-confident. In these societies there is a lot differences in gender roles. In feminist societies men and women both are self-effacing and both are worried about the quality of life. In these societies more emphasis is on equal opportunities, team spirit. Dialogues and settlement are used to solve the problems. China and UK have almost equal score in this dimension while India is bit low in the score comparing to UK. Uncertainty Avoidance Uncertainty avoidance deals with that how member of any society consider frighten from unexpected and unpredicted circumstances. People from the high uncertainty avoidance societies have a tendency to intolerant, less aggressive and dont take risks on unpredicted things they consider time is money and more conscious, punctual and they like to be busy. In low certainty avoidance people are more tolerant and risk takers and not hard workers all the time just when they need to be. They are punctual. In this dimension India is lower in graph then UK but China is higher in graph then UK. Long term and short term orientation Long term orientation vs short term orientation refers towards truth and virtue. People live in long term orientations societies they have more respect for the values and traditions and it is very hard to change them on the other hand societies with short term orientation people tend to adopt the modern trends. China has long term orientations with top of the graph and then India and UK has short term orientation. Organizational culture and performance According to many scholars there is a correlation between performance and organizational culture. Stewart (2007) described that the goal of any organizations is profitability. He further stated that beliefs and attitude of the employees are the best elements of work culture. Organizations in different countries give attention to different things .Organizations performance can be evaluated by the growth and profitability of that specific organization. Nash (1993) stated that to identify the success of any organization profitability is the best indicator if organization is doing good or not. Doyle (1994) explains that in western companies the most common measure of the performance is profitability. Organizational culture helps the productivity of the organization. According to Gallagher and Brown (2007) for the greater performance of the business organization culture is significant feature. Stewart (2010) stated that the norms of the culture in the organization have powerful influenc e on organization and these norms increase profitability and performance. Organizations which have powerful culture, values and traits perform very well as compare to others who dont have these qualities. (Perters Waterman, 1992) Deal and Kennedy (1982) described that strong shared values help organizations to improve their performance. Managing Organizational Culture change Change is described very well by the Kanter et al (1992, p.11) the shift of the behaviour of the whole organization, to one degree or another. According to the Senge et al (1999, p .14) organizational change is the method of internal adaptations of the change in the surroundings by any organization. As stated by the (Robbins, 1990) one should understand that change is not that can immediately occurs, ought to be intended and planned process to maintain an organization practical and existing. According to Pretchitt and Pound classified change in three categories which a bit different from the Johnson and Scholes (1999) these are Development change is that change where organization try perform better what they all ready performing Transitional change is that change in which organization implement totally new methods replacing old ones. Transformational change in this change organization do major overhaluling of its structure, vision and strategy and change bring evolu tion in the organization. Managing culture in the organization is very important these days when every day new technology is coming and there is so much competition in the market to stay on the top. Organizations are going through a big cycle of cultural change these days from daily tasks to improving customer satisfaction, performance and profitability. Scholars have Many organizations are investing so much in new emerging markets like India and China due to increasing power of purchase in these countries and there are more opportunities for the big organizations to make profits in these countries due to low labour costs. Organizations which are investing in these countries face many problems and challenges in changing organizational culture in those countries, failing to do so can lead them to closure of low performance and less profitability in business and in the worse scenario may be they have to face closure of business or doing mergers with local partners. One of the main problems for them to implement change in the organization which can be hard and painful process because its not compulsory that change get successful it can go either way. To confront the forces against that management or change organizations have to think about the cultural values and beliefs in order to survive in the changing world, though many scholars are agreed on that change cant be implemented by force. Many scholars have given different models of changing. Lewin (1952) was one the leading scholars who gave the model of change who gave the idea of unfreezing, moving and refreezing, Robert and Brown (1992) present change model which was adopted from Lewin(1952), Beyer ,Trice(1988) and Isabella(1990). He presented three mechanisms first is mechanism of freezing then mechanism of experimentation and third and last mechanism is refreezing. Schein (1985) also made a model of change management is based on the Lundberg (1985) model of life which represent development of an organiza tion and a range of methods of changing the culture. John .P Kotter (1996) give very good model of change in his famous book Leading Change which is call Kotters model of change, which is being widely use in many organizations to manage the change. He described eight stages of change in his model to explain the change in any organization. These steps are Steps for implementing change Establish sense of urgency Formation of powerful coalition Creating a strategy and Vision Communication of the vision Employee empowerment Creating short term wins Consolidate Gains and generate more change Anchoring new approaches in the organizational culture These are the eight steps made by the Kotter (1996) for the change in the organizations many companies fails to implement change or cant get the desired result they want to get from that cultural change these eight step will help any organization to help to manage change in the organization. Source: Kotter (1996) eight steps for leading change Above mentioned eight steps are being explained below Establish sense of urgency To make an important change effort it is essential to create a sense of urgency. It will help the whole organization to make the change happen and this may assist to get the initial motivation for the change. It is not easy to on very first step to convince people for the change. It is very important that people should realize the sense of urgency. In the beginning not many of the members of the staff will be willing to work for the change to make it change to happen most of your staff should work for the change in the organization otherwise it will be very hard to make change happen. This step should not be ignored. Before moving to the next level Organizations need to work really hard on this stage and will consume enough time and shouldnt be in rush to jump to next step before making and sense of urgency. Leader should know the difference in false urgency, true urgency and complacency. To make it happen organizations can take these steps: Identification of the possible thr eats which can take place in the future by presenting scenario. Tell everyone the real situation and talk about issues honestly in meetings. Force people to talk disappointed customers, stakeholder and suppliers. Show people the opportunities in future by promising to give reward to avail that opportunities. Formation of powerful coalition It is very important for the success of any change to put the right and powerful people together to guide the initiative of change. Leaders should be from the whole organization and you can ignore the hierarchy of the organization and should have substantial level of trust and accurate composition. There should be some managers and team leaders in the coalition. To form a power full coalition one should keep in mind people in the team must be on powerful position with expertise, credibility and good qualities of leadership amongst them. This team can help keep going the momentum of change by using its power to make it happen regardless of of different powers of inertia. How it can happen? Find the right people who can lead by identification of true leaders in the organization. This team must be committed emotionally. Coalition should work as team regardless of their positions. There should be mixture of people in the coalitions from different positions and department s. Creating a strategy and Vision For the creation of the vision and strategy of the organization it is important to tell people how the future will differ from the past. The vision should be clear that everyone could understand it easily and start working on the effort of the change. if the vision will be clear people will know the direction of change. Clear vision will help people to coordinate in their actions more quickly and in professional way. Vision must be easy to communicate should be flexible and focused. Show the logic to the people that how the vision can be achieved by making the strategy. Before making any vision organization should check the feasibility of the vision as well. Vision cant be created over night should give enough time to make vision. How can have effective vision To accomplish the vision should be strategy. Vision must contain the goal which is feasible and desirable. There should be flexibility in the vision if the condition changes. Vision must be easy to explain and communicate to the people. Communication of the vision Communication is very important for the change. Organizations must try to communicate its vision widely to as many as people they can so they can recognize and accept the vision. For the acceptance of change organization must use all the sources to communicate constantly about the vision and strategy. Communication massage must be strong then you normal routine massages it should have priority and should be discussed more and more in the meetings. Organization should use the different forums to communicate its visions. Communication about the vision should repeat again and again that people dont forget it. Everyone in the organization should have the knowledge about the vision from top to bottom and should act same as well. For the effective communication of the vision executives should make the meeting interesting rather than boring and should have more arrangement and suggestions about the vision. All new courses which organization will offer to its employees should have focus on vision. If the leader in the will act accordingly and they will show this the effect of this action will go in all the organization everyone will act the same To communicate the vision these things should keep in mind. Keep the communication simple without using jargon or babble Communication should be vivid, to do so give examples or use metaphor to understand that vision. Communication on multiple forums in formal and informal way is very important to spread the news about vision. There should not be one way communication it must be two way communications because it is always better to have two way communications. Leaders should have be consistency in their communication. Employee empowerment Employee empowerment plays a very important role in change. For the empowerment of employees all the barriers and obstacles should be removed by the organization so employee can perform at their best. Normally there can be four barriers which can come across in the change vision it can be , lack of needed skills structure, formal structure of the organization can make it hard to act , system of at personnel and information can make it complex to act upon it and if supervisors dont encourage the employees. Although it is very hard to finish all the barriers but for the successful implementation of the vision of the change it is good to change some of the systems which are really disempowering must be changed to get the vision right. Most effective changes can happen in restructure the appraisal and reward system for the reflection of the change vision. Removing the barriers will empower the employee and can lead to successful change. To empower the employee organization can do th ese things. There should be reward system in place for the employees who help to lead change then recognize and reward them. Try to change the organization structure to align with the vision of the change by reviewing you r reward system or appraisal system. There should be a quick and prompt action to remove the barriers. Try to identify people who are resisting to change coach them or guide them. Creating short term wins Short term wins are very necessary for the long term change in the organization and it is very important to create some evident and instantly recognizable success. It will motivate the people in the organization that change is working. Organization that creates this kind of win in early stages of the change, this is easy and more like to complete the transformation of the organization. These short term wins are proof sacrifice for the change has worth and this give boost in moral of the people who are working for the change. People who create the wins should get recognition and rewards for making the win happen. These wins will help to improve the performance and will make chance to have more wins. Organization should create the short term target not only a long term target because short term targets are easier to achieve as compare to long term goals. There is less chance of failure in short term targets though it can be hard for them to achieve them. Every short term win is sourc e of motivation for the people in the organization. It should be celebrated. These wins will create momentum and some neutral people will turn into people who support and people who are reluctant to support this win will turn them in to active helper. These wins will help the executives to recognize that change is working. How to get early wins Look for that projects which can launch easily and will have less criticism. Dont put an expensive project for the short term win may be you couldnt have enough money to support that project for short term win one should keep this thing in mind before starting any project. People who have helped to achieve the target organization should give them reward. There should be comprehensive analysis about the all the possible pros and cons of any goals because if you couldnt recognize them there is chance of failure which will effect whole change process. Consolidate Gains and generate more change At this level of change organizations should create new changes and strengthen its achievements. There can be resistance at this level from the people who have been undergrounded by the short term wins. They can come out again and will resist against this. Some of them will be against giving empowerment to employees and some of them will say why so much importance is being given to the customers. For the consolidation organization should launch a new product if you successfully launch it this means that change is working in the organization. After this point organization should keep looking for the more opportunities to improve. This is the time for the leaders in the organization to make sure everything is running smoothly are the organizational culture. At this stage of change they have to keep themselves positive otherwise it will be very problematic for them to cope with the world which is changing very quickly. It can be happed if Whenever there is a win organization sho uld do analysis that what was good about it and what went wrong. For the continuous achievement set the target to keep the momentum going. Recruit more people to help the change. There should be continuous effort to keep the urgency high. There should be continuous evidence that change is doing well. Give authority to employee to guide the projects. Anchoring new approaches in the organizational culture This is the time when it needs to make it stick and anchoring the new approaches. It will be part of your core values of the organization and it can be recognize by the day to day work. These values become part of your organization of the culture they should reflect in day to day practices of the organization and there should be constant attempts to keep it this way. It is necessary that leaders of the organization keep supporting the change if leaders fail to do so it can have bad effect on the change and organization might have to start from the beginning. Everyone who joins the company should be informed about the culture of the organization to keep it alive. It possible organization might lose some people during the change effort. Everyone should accept the change and follow it for the betterment and success of the cultural change for the long term bases. To keep this continue in the organization these practices should follow The success of the organization should be comm unicated in good manner and noticeable. There should be new rewards, promotion and incentive with the strengthening of new values and norms. Organization should give the recognition to the people who were included in coalition of change and all other people as well. Organization should reinforce the values and norm to the new hiring employees and whenever you train new staff. Â

Graduation Speech Choosing A College - 912 Words

Choosing a college seems like an easy decision, right? Seniors in high school face a difficult decision to choose a college and where they will spend the next four years of school. This is a confusing time for many students, as they face the stress of choosing the perfect college where they will be able to prosper and thrive and ultimately end up earning a degree and job. While there are differing opinions revolving around the topic of college price, many people promote students to attend public colleges as they can learn the same skills and gain the same degree for a cheaper price. This is a false claim because students are not considering the facts of what they will gain from attending an accredited college. Students should attend prestigious, private colleges because this is where they will receive the best education, employment benefits, and opportunities. Attending a private college increases a student’s chance of earning a higher paying job because employers value where students receive their diploma from. Private colleges are independent schools funded privately through a variety of sources. Public colleges, on the other hand, are public schools which are funded by the government. Because of the difference in funding, this bridges a gap between the tuition of these two schools. This tuition difference is what leads many students and families toward choosing public colleges. A misconception in today’s society is that employers are no longer looking at where a studentShow MoreRelatedGraduation Speech : College And University Of Your Choosing920 Words   |  4 PagesCongratulations, you have just been accepted into the college or university of your choosing. The last six months, a time well spent perfecting your college entrance essays have paid off. 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Mobile Technology in Higher Education Free Essays

string(124) " Students were originally advised to try the material individually to acquire core competency and ease with the technology\." THE IMPACT OF MOBILE INFORMATION COMMUNICATIONS TECHNOLOGY ON STUDENT’S ATTITUDES AND PERCEPTIONS IN HIGHER EDUCATION The use of the mobile technologies gives an excellent opportunity to connect the digital division that has an effect on so many students. At University of the Western Cape, we proudly possess leadership that leads underrepresented students. This article will show the efforts made to: change and construct positive attitudes toward the use of Mobile Information Communications (ICT), understand habits in computer usage, and do experiments to show which methods are more effective in usage of mobile technologies to improve academic performance. We will write a custom essay sample on Mobile Technology in Higher Education or any similar topic only for you Order Now Our way was to make use of mobile technologies with differing form factors into the learning environment and find their impact on student insight and performance. Results, ways and evaluation tools were developed within a general framework to gauge the effectiveness of our approach. The results on hand in this article will show how technology factor, use and student categorization has a positive impact on student’s attitudes and views as well as their academic performances. Introduction When students’ access to computers is limited outside of computer lab available, there was need that existed to promote the use of technology as an essential instrument that could be used as an integral part of the curriculum. For some a smaller group of students, studies showed that gaining access to computers and technology as a child growing up was not as vast as the other students. Hence, it was realised that there may be the fear factor at the introduction of technology to students 2. Enhanced understandings of computers and how they work and how information is exchanged was an important concern toward using technology effectively. Our attempt addressed the need to correct and construct positive attitudes toward mobile technology and heavily promote the need to understand habits of computer usage by the underrepresented categories and which methods were most effective in using mobile technologies. The approach we used was to highlight the neccessity to improve the students’ awareness of how technological tools ( mobile tools in particular) can have impact on their academic efficiency and performance. As a result we developed a short course module that could be used in any discipline to gauge and positively strengthen the productive aspects of mobile technology. The idea was to give a certain group of student’s mobile technology in various forms that they could take with them once the period class in this course ended (mobile class) period has ended. Our enthusiasm drove us to make use of this opportunity to further study the impact of mobile computer ownership on user views and performance within the academic framework in that effort. First year student matriculation as a whole was relatively low and unbalanced where close to 50% of students left university before receiving a degree. Students go into the university with very little understanding as to: * What tasks a student accomplishes, the courses involved, and the technical aspects required. First semester is important in shaping if the student finishes as well as the pace in which the student finishes. However, it was shown that educational understanding and construction has a larger effect on attrition than complexity of the subject or ability * . The preceding factors make first year students interesting candidates for the mobile technology incorporation studies. The Technology The introduction of local and personal area networks such as Wi-Fi provided an affordable mobile solution to broaden learning and collaborating capabilities outside the classroom. Wi-Fi provided a platform that allowed the use of personal digital assistants (PDAs), tablets and wireless capable laptops by connectivity to the internet. It also enabled students to create peer networks that made information shared and debated in groups Students that took part in the mobile course modules had three mobile gadgets to choose from: COMPAQ/HP Tablet PC TC1000, the Gateway notebook PC and HP IPAQ 5450 POCKET PC. These mobile devices had a customized version of the Microsoft Windows Platform made to processing power and memory allocations available. The Windows CE incorporated built-in a platform for the pocket touch screen, recognition of handwriting, file transfers via infrared, Bluetooth connection, and biometric security. The Windows XP Tablet PC edition incorporated a system for the pen stylus, handwriting recognition, and remote presentation displays. All devices were capable of Wi-Fi connectivity. The device a particular student received was based on likes and availability. Preference depended on the main five categories: shape factor or size, processing power, memory space, data entry, and network connectivity. We classed the mobile devices in factors below to quantify which device the student would prefer if all devices were available. They had to rate wither it was best, worst or intermediate. It was in terms of the shape, processing ability, memory availability, data entry ease and network connectivity. The result was that the Table PC was the best trade off between sizes, data entry, processing power, memory, and connectivity. Students were most likely to take the tablet PC first. It also showed that the students who had tablet PC responded much positively to the mobile computing modules exercises. The wireless notebook was best described as a replacement for the desktop class machine. The students got the devices at the start of the course and were allowed to maintain ownership till the end of the module. Ownership was a vital characteristic to give students freedom to discover the capability of the device and roam within the wireless factor outside the classroom. The convenience of the device depended on the application and type of projects. Assessment and Attitudes of Mobile Technology Module Design Incorporating mobile technology into the classroom needed a clearly distinct educational goal for the student to gain anything valuable. The overall goal for this course module was to restrain the anxiety associated with introduction to new technology. This expectation was to allow the students with the technology to enhance investigative skills and collaborative skills. Students were originally advised to try the material individually to acquire core competency and ease with the technology. You read "Mobile Technology in Higher Education" in category "Papers" Afterwards, students were placed into groups to work together on complex tasks using the mobile technology. Designing of the course module, emphasis was ought to be placed on all aspects of learning. According to Marzano and Pickering an excellent way was to follow the dimensions of learning structure. The model illustrated five dimensions of learning: * Positive attitudes and views about Learning * Processes involved in getting and incorporating knowledge * Processes involved in extending and enlightening knowledge * Processes involved in using knowledge significantly * Efficient behaviour of the mind Dimension one affected students’ effort put in the course. The attitude and view of course material upon getting into the classroom may have had a dramatic impact on overall performance of the student. Second dimension involved the students’ capability to incorporate the knowledge into long-term memory. Therefore the student acquired the skills to use what they had learned to future courses or assignments. Extension of the incorporated knowledge encompassed the third dimension. The student applied reasoning processes to help them grow and improve the material. Fourth dimension involved the use of the acquired knowledge for solving problems, making decisions and analysis. The final one focused on traits development for the student that allowed critical thinking, creativity, and ability to regulate themselves. After establishing the frame, strategies must be in place to blend in technology successfully into the course, record outcomes, and report results. The main focus in the design of this course module was to cover the first two dimensions. We wanted to avoid the fear, and encourage healthy attitudes and views that first year students have about technology and their curriculum over the long run. While students completed assignments, conducted research and worked together in teams, integrating and using the acquired knowledge is required. The 3 objectives that were common in all activities that involved mobile usage technology: * Promoted an environment that allowed the student to judge the weaknesses and strength of computer ownership and impact of ownership on performance. Student appraised advantages and disadvantages of different mobile platforms in a classroom environment. The student learnt about computer/network organization. * Issued assignments that required extended hours to complete * Evaluated and assessed the most effective form of ownership that impacted the student’s ability to complete an assignment. BEFORE AND AFTER SURVEY * Had the students do an interactive recreational activity during off hours. * Encouraged students to find other areas that would encourage them to consider private ownership * Monitored usage statistics THE METHODS OR METRICS USED 1. Divided the students into teams that have mobile computational systems with varying types 2. Distinguish strengths and weaknesses of each platform in implementing a task. The students had to learn about computer/network organization and set-up different of simple wireless connections. THE METHODS OR METRICS USED . Had the students arrange simple fixed and wireless networks 2. Developed an initial level understanding of network protocol stack and connectionless networks Written Report 1. Had the students construct pages for peer to-peer and structure networking 2. Familiarized students with mobile computing skills and information sharing. The aims, outcomes and assessment methods shown in gave a high-level sight of material taught in the module. The tasks were made interactive in which the students had the ability to investigate capabilities of the technology further. In class works were carried out in a co-operative learning style environment where the team size varied between 2 to 4 students. Outside class students were encouraged to work together but all written assignments were collected individually. The students had to research and report on technology, implementation of the technology, and show its usefulness. The student learnt the complexities of the computer networking, device and wireless networks. Projects ranged from the use of pocket pc and/or laptops to create peer-to-peer networks over Wi-Fi or Bluetooth. An example The students are investigated a mobile application by examining how one used a pocket PC device. An in class demonstration was done where teams of students were to explore the major components of a web based application. Afterwards they had to complete this task and report on advantages and disadvantages of the different forms . Also they were required to find these components, on the internet, and write a short report that had to be handed in electronically before the next class. Students also used applications e. g. virtual network computing to handle servers and desktops remotely . Also some applications contained servers that allowed complex computation on the server to be reported on the device The survey analysis was divided into three categories: * Perception of students on mobile technology * Usage of mobile technology * Effect of mobile on retention Targeted Programs and Course Some first year courses had been designed to familiarize students with the faculty, our facilities and resources and projects that required group work. Four three-week sections of the courses involved 118 first year students. Addition to using that course module to investigate some of their main curriculum courses, were made to infuse mobile technology into the different research organizations within the university. Thirty-six foundation students in the Law faculty used notebook and tablet PCs for six weeks to help in their research t. These students studied various topics such as basic laws, family, corporate and ethics. Ten students, including 3 from Zimbabwe, in the Science faculty used tablet PCs for eight weeks to discover knowledge fusion and acquisition techniques. The usage of the mobile technology to students in the different research groups varied depending on the nature of the research. For example, teams may deal closely with mobile technology using remote procedures needed technology or application development. Whereas, other teams may not use e-mobility technology for research but instead use them for information communication among members or work division. Perception on Mobile Technology * The most frequent trend in the analysis was that students felt mobile technology had higher relevance after having ownership and using the device than before. Ownership and using the device allowed the student to find relevance and apply the device to his/her environment. * Another trend taken note of is the relationship between time of ownership and the change that actually comes in student’s perception. The Science and Law students’ ownership period was close to three times longer than that of the other faculites’students. Ther efore, in the end positive perceptions of students others faculties changed approximately higher on average. However the perceptions of students in Law and Science changed more dramatically. Positive perceptions for Science increased close to 60% and students participating in Law increased about 15% on average. Mobile Technology Usage While finishing interactive tasks with the mobile device and discovering its capabilities, most students gained a sense for the usefulness of the device and mobile networking. For instance, while gaining knowledge about the technology and finishing a task using Bluetooth technology, the student found out that their cell-phone was also able to communicate via Bluetooth. The students were able to finish the tasks by joining his cell phone to network with other students using PDA’s. This technology raised the student’s interest and they showed initiative to use the technology further. Focusing on the aspect of ownership students’ views changed on buying a device for fun and convenience to that of buying for information access and research. Students who had longer ownership found means to use technology and contemplated more about using computational tools in their studies. STUDENT MAINTENANCE Attrition in faculties was discussed earlier in this paper. Theories within department’s research indicated that more exposure to technology made the curriculum more interesting. The prospect was to enhance the students, increase probability of finishing through their degrees. It was discovered that even limited use of Mobile Technology raised the students’ interest in the more technological advancements to come. OTHER FACULTIES IN THE RESEARCH A modified questionnaire on computer attitude was developed to gauge on attitudes about computer value, enjoyment of the computer, studying habits, empathy, persistence and motivation, tendencies to be creative, school, mobile ownership, knowledge and importance for the first year courses. Results indicated fair amount of anxiety over all platforms. Also in views and acquired knowledge showed that technology ownership had a direct effect on the first two scopes of learning in the presence of technological combination. Most frequent were the fluctuating results in enjoyment of computer, email usage, e-classroom application and usage of computers. Tablet PC users exhibited constant satisfaction across the board. We hypothesize that the tablet PC strikes the balance in portability, performance and functionality that the user used it more and was more productive with it compared to the rest used in the study. This was especially applicable in urban areas where the student was tasked with selecting mobile computational devices to help counterbalance the many demanding situations placed by the bulk of communications, transportation, and social networks that surround them. Conclusion In this article, we showed a course specifically customised to introduce mobile technology to first year students. First year students were given a wide indication of device usage, connecting to the network, and low-level network design. Our attempt to instil mobile technology into the module was highly successful in raising the student curiosity, view, usage, and interest in the curriculum. Results revealed that the prolonged time of ownership and student categorisation or maturity has a positive impact on our student’s attitudes and views on mobile technology. In addition mobile forms that offer a balance between size, weight, system and performance seem to have the greatest effect on student attitude and academic performance How to cite Mobile Technology in Higher Education, Essays

Service Marketing for McDonald †Free Sample Assignment

Question: Discuss about theService Marketingfor McDonald. Answer: Introduction The report focuses on the service organization- McDonalds and in this regard presents the blueprint of this organization. The rationale for studying this organization is its popularity and personal preference. Its front stage and back stage functions are described along with its decisive moments. The assignment illustrates the determinants of satisfaction/dissatisfaction for this service organization and using the relevant theories it discusses the service quality measurement and quality gaps in McDonald. Further, the paper presents the service recovery strategy plan for this organization to deal with various critical incidents. Background McDonalds is the popular and the largest restaurant in the world. This fastest growing global food service retailer is serving food and drink to less than one percent of the worlds population (Crawford 2015). This service organization has thirty thousand restaurants in one hundred and twenty countries. It attracts millions of customers with it high quality food both of vegetarian and non-vegetarian selections, excellent brand recognition and highly experienced management (Mehta and Mehta 2013). According to Thornton et al. (2016), McDonalds capitalizes on global opportunities with its unique global infrastructure and advanced operational system. It has earned the high score regarding individual learning, diversity and inclusion, people-centricity, and organizational learning. Blueprint of the Organization In this section, the organization and the service blueprint is presented which shows the operations carried out in McDonalds and is same for all the outlets. The service blueprints act as a platform, which is designed for effective decision-making (Block et al. 2013). It is recognized as a "customer-focused process" to identify the factors to deliver high quality service. This is a tool that helps determine ways to perform superior service and create optimal experiences for the clients (Namkung and Jang 2013). The figure below represents the blueprint of McDonalds. It is used to ensure all the factors are in place. It is used to detect the areas of service failure. It shows the various internal actors and inter-relationships between their various actions in customer service. The service blueprint constructed includes five aspects of the proposed service. These are consumer actions, front stage and backstage elements (discussed in subsequent sections), physical evidence and support pr ocesses (Yang 2012). The physical evidence is the external appearance of the restaurant and includes the layout, dcor, bins, tables and chairs, the electronic board displaying menu, and lighting, which are called as onstage elements. These are the first thing that a visitor observes at first glance. The backstage elements of the restaurant are the pots and pans (Dabholkar 2015). The support process in McDonalds is mainly comprised of the payment system. Figure: McDonalds service blueprint (Source: Yang 2012) The front stage operations of the restaurant involve customer actions, onstage technology actions, and onstage employee contact (Smagghe 2014). The customer actions in the restaurant involve selecting the food item from the large display of menu over the counter and stand in the queue to place an order. The customer makes payment, gets the order receipt and wait for the food to be prepared. They receive their order after which they pick up napkin and straws, choose the appropriate place to sit and leave the restaurant after they have finished, disposing of the plates in the dustbin. The role of the customer service staff is to greet and communicate with the visitors and assists them through a provision of information on new offer or combo meals or in making a food choice, followed by billing and payment. They need to provide the invoice of the transaction and includes the payments through coupons or vouchers. Some of the onstage staff is engaged serving the food and in cleaning the b ins and cans and safekeeping (Yang 2012). The staff is also instructed to collect customer feedback to meet their expectations. The detailed flow chart is given below. The front stage and the backstage functions occur simultaneously in the restaurant, and the interrelationship is illustrated in the above-given blueprint. Figure: McDonald's front stage functions (Source: created by author) The backstage functions of McDonalds involve maintenance of fresh stock of food (import of food products, daily purchase of fresh vegetables such as tomato and lettuce), monitoring the storage (frozen/frosting) conditions (proper refrigeration of perishable goods and soft drinks), safekeeping, updating online services (indirect staff-customer interaction) and menu boards, and cleaning of dining place and kitchen. The backstage members are chefs, prep staff and the cleaning crew (Bernhardt et al. 2013). Both the front and back stage staff are well trained to provide outstanding hospitality services and delivers food in less than one minute. The product managers involved in the backstage operations design websites with eye-catching images and attracting colors. They also introduce unique pricing strategy such as happy meal to improve the sales volume (See figure given below). Some of the staff is engaged in dcor and lighting to increase the footfalls (Alheritiere et al. 2016). Figure: McDonalds backstage functions (Source: created by author) Moments of Truth for this Service Organization The moments of truth occurs at a very instant when a contact (directly or indirectly by mail, phone or website) is made with the customer who then forms an opinion about the organization (Thornton et al. 2016). The opinion formed may be positive or negative depending on the client experiences. The ambiance in McDonald, appearance of staff, hospitality, and more are all the moments of truth (Rowley and McMurtrey 2016). The positive moments of truth include staffs attitude of politeness towards the visitors, clean environment, high quality of food, food variety, culture and very small waiting time which creates a positive image in mind of any customer of McDonald. Further, customers are pleased with the easy accessibility of all the outlets of McDonalds located in the popular areas with less traffic volume. The other positive moment of truth for the organization and its customers is the promotional pricing strategy that offers the discount of $20 on breakfast meals. The value pricing a nd bundling strategies increased customers base. For example, happy meal, family meal has enhanced the sales volume. The organization has been successful in creating outstanding customer experience by understanding the nature of entire service delivery process and its various stages exposed to the customers." For example, the customers are greeted by the guard and then by the staff at the counter every time of order placement, cleaning the table, and client interacting with the staff. These created the opportunity for the organization to win the customers in the long run as well. McDonalds self service-concept (placing an order and cleaning the left out food) is acknowledged by millions of customers (Bernhardt et al. 2013). Mc Donald involves in both exterior customer orientation and internal customer focus. It provides the customers to view its back operations creating more transparency in the process. This helped the organization create a successful service brand. This is evident, as most of the customers prefer eating at the restaurant than taking the parcel home (Cao and Kim 2015). Further McDonald has robust marketing strategies, its advertisements ending with Im loving it," emotional expressions and eye-catching images attract millions of customers (Crawford 2015). In service marketing, managing this moment of truth offers a great challenge to the organization. Determinants of Satisfaction/Dissatisfaction for this Service Organization According to Block et al. (2013), the most important aspect of the competitive business environment is customer satisfaction. Service quality is the factor critical to success in fast food restaurant (Alheritiere et al. 2013). The service quality measurement is used to perceive the client satisfaction of the services provided by the organization. Literature review presented with different instruments used to study service quality gap such as Expectancy-disconfirmation model (developed by Oliver in 1981), SERVQUAL (developed by Zeithaml in 1985), Answer Tree method and others to study the quality gaps (customers expectation and perception) in McDonalds (Dabholkar 2015). The research findings revealed that the three major determinants of client satisfaction at McDonald are "tasty food, good value and restaurant cleanliness." Additional factors are a location of store, attitude of staff, brand, and product promotion. Customers were mainly dissatisfied with product prices at McDonald. Th ese instruments have high reliability and validity. The theory of Expectancy-disconfirmation model is based on the fact that customers form their satisfaction with a target service by direct comparisons between their expectations and perceptions (Rowley and McMurtrey 2016). The theory of SERVQUAL model is also the same. The Means-end-model theory states that the perceived value of the customer" significantly affects the customer satisfaction. Alternately the "Behavioral intentions model" is used to determine customer satisfaction by assessing the behavior and intentions of customers (Mehta and Mehta 2013). The negative image in the mind of customers related to McDonald's includes the issues related to food content. The literature review provides evidence where this organization has been held responsible for increasing obesity in the US. It was found from the research findings of Zhao et al. (2014) that McDoanlds fast food contains high calories, fat and salt. Customers were dissatisfied when the organization was identified to use Trans-fat and beef oil that is harmful to health. The food inspectors investigated two of the special food items of McDonald, "Big macs and Chicken McNuggets and found them toxic (Cao and Kim 2015). Consuming this food may have serious health implications. According to Smagghe (2014), McDonald continues to sell this item in some of its outlets. Customers in Australia, UK, and the US have stopped eating at McDonald turning health conscious (Belk et al. 2014). The organization has been found accountable for a slaughter of hundreds of cows every year and destruct ion of rain forest for a production of beef. There has been a growing number of complaints against McDonald for failure in maintenance of hygiene and nutrition. It was accused of promoting food containing risk factor for cancer (Ramirez Millan 2014). This practice of the organization was considered unethical. The packaging system of McDonald is not environmentally friendly as it contains HFC-22 and is found to contribute to the ozone depletion, destroying mineral resources and natural habitats by cattle ranching (Namkung and Jang 2013). These issues have changed customers perception and expectation of McDonald. The organization is implementing practices to meet the demands and expectations of the customers by focusing on its current market trends to improve customer satisfaction. Service-Recovery Strategy Plan McDonald envisions giving its customer the worlds best quick service restaurant experience." The recovery plan to deal with some of the critical issues detailed above is discussed in this section. Firstly, McDonald must change its menu and incorporate balanced food taking consideration of the growing health issues. It must enhance the quality of food and taste. Secondly, the organization must improve its brand image by robust advertisements and by publishing its latest reports of food investigation that reflects the healthy content of foods (Dabholkar 2015). Thirdly, McDonald must adopt green packaging solutions to demonstrate its eco-friendly attitude. Fourthly, it must revise its policies and continue with its three key strategies which are- Focus more on recent market trends Focus on customers emotional, psychological and social perspectives and build strong relationship with them to meet their expectation Delivering its customers optional excellence in each restaurant understanding their expectations Leverage its strengths by using innovative plans and technology Expand its business and brand popularity to achieve enduring profitable growth (Alheritiere 2013). Fifthly, McDonalds must engage in market research as well frequent customer feedback practices on a regular basis. Sixthly, the business must participate in health promotion and environment protection campaign to fulfill its corporate social responsibility. Finally, the business must also evaluate the implemented changes on a regular basis (Crawford 2015). Conclusion The last decade showed that McDonald had undergone several changes. It can continue to be the winner in the market by overcoming its challenges and implementing right strategy. A quality service should mean exceeding clients expectation. The paper has discussed the history of McDonald along with its functions and the challenges in the market. The quality gaps in this organization have also been discussed. It has highlighted how the organization plans to overcome its challenge. References Alheritiere, A., Montois, S., Galinski, M., Tazarourte, K. and Lapostolle, F., 2013. The worldwide relation between the number of McDonald's restaurants and the prevalence of obesity.Journal of internal medicine,274(6), pp.610-611. Belk, K.E., Woerner, D.R., Delmore, R.J., Tatum, J.D., Yang, H. and Sofos, J.N., 2014. The meat industry: Do we think and behave globally or locally?.Meat science,98(3), pp.556-560. Bernhardt, A.M., Wilking, C., Adachi-Mejia, A.M., Bergamini, E., Marijnissen, J. and Sargent, J.D., 2013. How television fast food marketing aimed at children compares with adult advertisements.PLoS One,8(8), p.e72479. Block, J.P., Condon, S.K., Kleinman, K., Mullen, J., Linakis, S., Rifas-Shiman, S. and Gillman, M.W., 2013. Consumers estimation of calorie content at fast food restaurants: cross sectional observational study. Cao, Y. and Kim, K., 2015. How do customers perceive service quality in differently structured fast food restaurants?.Journal of Hospitality Marketing Management,24(1), pp.99-117. Crawford, A., 2015. McDonald's: A Case Study in Glocalization.Journal of Global Business Issues,9(1), p.11. Dabholkar, P.A., 2015. 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