situations.VII.Job DesignThe design of the job in both McDonald's and Burger King ran smoothly at times. There was autonomybetween the different positions. For example, the fry person would just make fries. If he ran into aproblem, he could use his knowledge of the fry machine to fix the problem without having to go tomanagement. There was a visual barrier between the different positions, however no position seemedmore glorified than another one. VIII.Leadership StyleThere was similar leadership style employed by the management at both stores. Task orientation wasessential to meeting the goal of fast food. Each person had to be focused on the task at hand, becauseduring certain hours of the day, both stores were very busy. There seemed to be little flexibility frommanagement if it meant compromising their goals.IX.Policies/Procedures/Rules/StandardsStandardization seemed to be the key at both stores. One can walk into any McDonald's in the countryand find that a "Big Mac" is the same everywhere. Similarly, a "Whopper" will taste the same at everylocation. Therefore, the ingredients, and cooking methods must remain constant throughout. There canbe no variation. Rules and procedures were posted on clear signs and made directly available to theemployee.X.Organization ClimateThere seemed to be individual autonomy for the most part at both stores. However, the reward system wasnot easy to identify. They seemed expected to do their job consistently and accurately, perhaps in fear ofpunishment. They received cooperation from management as long as they were working diligently.Contrast between McDonald’s and Burger KingAnalysis:I.Organizational GoalsAt first glance there are no posters on the wall that state the goals that McDonald’s are trying to each. Acustomer can find a list of the McDonald’s goals in what look to be children’s flyers round the restaurant. The flyers stated that McDonald’s goal ...
