...Total Quality Management Term paper on:: MC DONALD’S Contents INTRODUCTION The McDonald's Corporation is the world's largest chain of hamburger fast food restaurants, serving around 68 million customers daily in 119 countries. Headquartered in the United States, the company began in 1940 as a barbecue restaurant operated by Richard and Maurice McDonald; in 1948 they reorganized their business as a hamburger stand using production line principles. Businessman Ray Kroc joined the company as a franchise agent in 1955. He subsequently purchased the chain from the McDonald brothers and oversaw its worldwide growth. A McDonald's restaurant is operated by either a franchisee, an affiliate, or the corporation itself. McDonald's Corporation revenues come from the rent, royalties, and fees paid by the franchisees, as well as sales in company-operated restaurants. In 2012, McDonald's Corporation had annual revenues of $27.5 billion, and profits of $5.5 billion McDonald's primarily sells hamburgers, cheeseburgers, chicken, french fries, breakfast items, soft drinks, milkshakes, and desserts. In response to changing consumer tastes, the company has expanded its menu to include salads, fish, wraps, smoothies, and fruit. QUALITY ASSURANCE @ Mc Donald’s The Homely Touch of the Highest Quality Standards at McDonald’s. At McDonald’s it’s always like coming home. We make sure that the warmth of our homely touch reaches your highest expectations. Be it food, service...
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...Wal-Mart- A Case Study of MIS Strategy Walden University Wal-Mart – A Case Study of MIS Strategy Management information system is all about people using technology to work with information as they support the organization in its quest for a competitive advantage (Haag & Cummings, 2008, p. 29). Researchers and authors have discussed management information systems and technology over the decades. The concepts of competitive advantage, technology, outsourcing etc. have been theorized, yet discussion on the subject matter continues. While MIS strategy formulation has seen advancement, organizations are evolving and constantly changing their operating models. An example of such organization is Wal-Mart, the global retail giant. This research seeks to pin-point Wal-Mart’s key management information system strategy, while providing a deeper understanding of the organization’s management information systems strategy and its impacts. Further it aims to investigate knowledge management, e-commerce strategy, and the impact of database management which are aspects that can be incorporated into the MIS strategy formulation. To achieve this objective the literature survey was conducted to explore available published papers in the sphere of IS/IT strategy formulation. Considering that the applicability of information systems and technology is mission critical, the research design focused on the qualitative approach. The primary method of data collection was through semi-structured...
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...EXECUTIVE SUMMARY: Anheuser Busch is one of the leading brands of beer established in St. Louis, Missouri, United States. Anheuser Busch has grown to be one of the world’s largest beer companies offering the world’s top two selling beers, Bud Light and Budweiser. Chinese beer market is an increasing market with a huge potential. Though there is a huge foreign interest on this market, most foreign investment usually failed. In 2004 company acquire Harbin brewery in China. Foreign companies tend to face problem as provincial regulation are there to protect local companies and furthermore to keep the tax revenues within province. Regulatory roadblocks were designed to keep tax revenues at home. Many recognized global brands were unable to achieve their company goals because the company really didn’t understand the customer taste and preference. Anheuser-Bush entry into China was in 1993 through 5% participation to the capital of Tsingtao brewery, the internationally renowned Chinese brewer based on the East coast and later in February 1995, through a $140 Million acquisition of 80% stake in Zhongde Brewery, a large brewery in Wuhan, in Hubei province, eastern China. The company produced its global brand “Budweiser” in Wuhan and engaged a massive advertising campaign to build the name as a premium brand all over China. The results were not as expected due to the fragmented nature of the market, the severe competitive rivalry in the crowded premium segments and the...
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...http://www.easy-strategy.com/strategy-gurus.html Home Sitemap Contact Us Articles Speaker Seminars Consulting Negotiation War Room Osama El-Kadi Easy Strategy Videos Stories Gurus 36 Strategies Art of War News Build a Site My Books History Management & Strategy Gurus and Masters The complete A to Z Guide ABCDEFGHIJKLMNOPQRSTUVWXYZ A point of clarification before you start your journey with the gurus and masters: a Guru is a person who is very knowledgeable and teaches a particular strategy. A Master is a practitioner of the art of strategy in life and in business. Management & Strategy Gurus Main Guru's Index ABCDEFGHIJKLMNOPQRSTUVWXYZ 1 of 41 9/21/2014 3:38 PM http://www.easy-strategy.com/strategy-gurus.html Military Gurus Blog Ask me! Newsletter Clients Privacy Policy Motivational [?]Subscribe To This Site A Igor Ansoff Igor Ansoff The father of Strategic management Igor Ansoff (1918-July 14, 2002) was an applied mathematician and business manager. He is known as the father of Strategic management. He was a distinguished professor at United States International University (now Alliant International University) for 17 years, where several institutes continue his work in strategic management research. Igor was recognized worldwide as the Pioneer and Father of Strategic Management. He was the first management strategy guru to recognize the need for strategic planning for firms operating in the increasingly complex and turbulent environment. ...
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...higher response rates. Today the poll is used to gain visibility. Some of Gallup's key practice areas are employee engagement, customer engagement, talent management, and well-being. Gallup has nearly 40 offices in more than 20 countries. World headquarters are in Washington, D.C. Operational headquarters are in Omaha, Nebraska. Gallup's current Chairman and CEO is Jim Clifton. Gallup delivers forward-thinking research, analytics, and advice to help leaders solve their most pressing problems. Combining more than 75 years of experience with its global reach, Gallup knows more about the attitudes and behaviors of the world's constituents, employees, and customers than any other organization. Gallup consultants help private and public sector organizations boost organic growth through measurement tools, strategic advice, and education. Gallup's 2,000 professionals deliver services at client organizations, through the Web, and in nearly 40 offices around the world. Gallup News reports empirical evidence about the world's 7 billion citizens based on Gallup's continuous polling in 160 countries. The Gallup Business Journal provides hard-hitting articles and insights aimed at helping executives improve...
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...that promote health and safety and international relief and development programs. Founded in 1881 by Clara Barton, the American Red Cross has become the nation’s premier emergency response organization (American Red Cross, 2011). Quality management and customer service are among the highest ranked aspects of the organization. This is apparent in the SWOTT analysis of the organization as well as in the mission and vision statements, and the American Red Cross’s strategic planning. The American Red Cross has more than half a million volunteers and 35,000 employees and they are dedicated to providing quality relief to victims while offering excellent customer service. SWOTT Analysis Strengths Weaknesses Opportunities Threats Trends Strategic Position The American Red Cross is a national brand that demands global attention due to its global humanitarian efforts. According to The American Red Cross website (2011) “The American Red Cross helps vulnerable people and communities around the world prepare for, respond to, and recover from natural disasters, humanitarian emergencies and health crises by mobilizing the power of the world's largest humanitarian network, made up of 186 Red Cross...
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...1) _______________ involves analyzing a situation, determining goals to be pursued, and deciding upon the actions that will be taken to achieve these goals. | |[pic]A. [pic] Planning | | |[pic]B. [pic] Organizing | | |[pic]C. [pic] Leading | | |[pic]D. [pic] Staffing | | | | 2) The four traditional functions of management include planning, organizing, leading, and service. | |[pic]A. [pic] False | | |[pic]B. [pic] True | | | | 3) Building a dynamic organization is another way of describing which function of management? | |[pic]A. [pic] Controlling | | |[pic]B. [pic] Leading | | |[pic]C. [pic] Organizing | | |[pic]D. [pic] Planning | | | | 4) The macroenvironment includes all of the following EXCEPT: | |[pic]A. [pic] International developments | | |[pic]B. [pic] Government policies | | |[pic]C. [pic] New entrants | | |[pic]D. [pic] Technology | | | | 5) Robert was recently hired as the workplace safety compliance officer at ABC Power Company. Robert will have the responsibility to monitor regulations from which of these government agencies? | |[pic]A. [pic] National Labor Relations Board | | |[pic]B. [pic] Environmental...
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...TABLE OF CONTENTS DECLARATION 0 TABLE OF CONTENTS 1 1. EXECUTIVE SUMMARY: 3 2. FINDINGS 4 2.1 SWOT Analysis 4 3. DISCUSSION 7 3.1 Problem Summary: 7 4. RECOMMENDATIONS 7 5. SET UP PROGRAMME OFFICE 7 5.1 Programme Office setup 7 5.2 Changes the Organisational Design 8 5.3 Shaping the organisational programme 8 6. STRATEGIC ANALYSIS 10 6.1 Analysis 10 6.1.1 Core competencies 10 6.1.2 Organisational behaviour study 10 6.1.3 Organisational Vision and Mission 11 6.1.4 Balanced Scorecard based strategy implementation 11 6.1.5 Balanced Scorecard value creation perspectives: 12 6.1.6 Building a strategy map 13 6.1.7 Implementing a Balanced Scorecard Programme Management learning organisation structure 14 7. STRATEGIC DEVELOPMENT 15 7.1 SWOT analysis 15 7.2 PESTEL analysis 15 7.3 GAP analysis 16 8. STRATEGY IMPLEMENTATION 16 8.1 Creation of a strategy plan 16 8.2 Strategic Transformation Project Implementation Route 2 (Project route) 17 9. MANAGING ORGANISATIONAL CHANGE 17 10. INNOVATIVE CONTINUOUS IMPROVEMENT PROGRAME 18 11. REFERENCES 20 1. EXECUTIVE SUMMARY: Levis Strauss has been one of the world’s most successful brands in the fashion industry but is now subject to a falling market share and is no longer meeting the demands of its external environment. Levis leadership is ineffective and the approach taken to resolve its problems is futile, capital intensive and does not produce any results. The organisation will have to embark on a radical change...
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...Chicago:Fall 2003. Vol. 12, Iss. 2, p. 148-163 (16 pp.) | | | Collective violence (including terrorism, gang violence, civil war, separatist ethnic and religious conflicts, and government sponsored wars) is a central concern of the 21st century. This analysis suggests a scientific strategy for reducing such violence by constructing functionally equivalent and highly effective nonviolent collective alternatives. This general approach is the heart of most effective programs of behavior change, but has not yet been used to address terrorism and other forms of collective violence. The paper briefly traces the history of effective nonviolent action, including both strategies to confront and reduce oppression as well as strategies for defending persons, peoples, and social institutions against attack. It then turns to a examination of cultural practices on which successful nonviolent actions have relied, emphasizing a scientific analysis of the behavioral dynamics involved. Both practices directed toward opposition groups and practices that maintain the commitment and action of group members are investigated. The paper concludes with an outline of a program of research for taking these analyses to deeper and more comprehensive levels. [PUBLICATION ABSTRACT] |Full Text | | (7686 words) | Copyright Behaviorists...
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...compares and contrasts the four articles. Finally, the author presents his views on the topic of social responsibility and business ethics before concluding the paper. Four Articles All four articles center their focus on business ethics. Of the four articles, three are scholarly peer-reviewed journal articles and one, by Friedman, is an online periodical.... [tags: Business, Ethics] :: 4 Works Cited 2005 words (5.7 pages) Strong Essays [preview] Alahmad and Murphy on Business Ethics - The first two journal articles that were compared and contrasted were Ala Alahmad’s 2010 article on To Be Ethical or Not to Be: An International Code of Ethics for Leadership and Patrick Murphy’s 2009 article on The Relevance of Responsibility to Ethical Business Decisions. Some key findings of Alahmad’s writings were that ethics and leadership were closely tied together; they were found to be derivatives of one another. He mentioned that ethics is an individual thought process of making good or poor decisions.... [tags: Business Ethics] :: 4 Works Cited 970 words (2.8 pages) Strong Essays [preview] Ethical Perspectives on Business Ethics - The determination of this paper is to compare and contrast the various interpretations of 4 separate authors in respects to ethics and social responsibility as they apply to business. The four articles to be reviewed are; “The Social Responsibilities of Business is to Increase its Profits” by Milton Friedman, “The Relevance of Responsibility to Ethical...
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...describe the true meaning of servant leadership. How the servant leader is inspired and performed his/her job within the health care organization? The paper will also inform readers of how each individual can unleash the servant within described by Larry Spears in his book “Reflections on Leadership.” Everyone has a deep need for serving, sometimes adults find it very difficult to unleash this desire to serve. Having worked in a large Hospital for over five years, it is easy to see why many people get frustrated and depart the health care industry. There are many complicated situations that happen working in healthcare. Throughout the majority of these situations between registered nurses, patient care technicians, and some doctors; there are solutions for dealing with most of those problems. Compassion, empathy, trustworthiness, faithfulness, respect, honesty, integrity, and rapport are all words that will be used frequently within the body of the paper. In my personal quest to better understand how to work well with people in a highly stressful environment as in healthcare, I begin to do my own research on process improvement and better systems that works in the hospitals. I turned my mind to various leadership books on healthcare and process improvements in the hospital setting. Some of the books I read was tremendously inspiring, interesting, as well as educational. After I read approximately ten books on health care leadership, process improvement, steam structure...
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...with just a click of a computer mouse. Amazon.com was introduced to the world in 1994 by Jeff Bezos who resided in Bellevue, Washington. “With a small investment and only one investor Mr. Bezos was able to secure a user friendly website and ship orders to 50 states and over 48 countries. During this time books were the only products that were available”. (The History of Amazon.com, 2011) “By creating a powerful community based website, customers were able to add their book reviews for all customers”. (The History of Amazon.com, 2011) In May of 1997 Amazon.com went public and by public demand the share price went from an expected $18 to $24 a share with total earnings of $54 million dollars. Within the last decade through expansion and popularity, Amazon.com opened international sites in Germany and the United Kingdom. Music and movies were added to the services and order fulfillment centers were opened in Nevada, Kansas, and Kentucky. Jeff Bezos was named the “king of cybercommerce” (The History of Amazon.com, 2011) In 2001 and 2003 respectively, one of the most popular added services was a tool that customers could use to actually look at the book and inside the book. This feature also incorporated...
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...Peter F. Drucker ot in a very long time-not, perhaps, since the late 1940s or early 1950s-have there been as many new major management techniques as there are today: downsizing, outsourcing, total quality management, economic value analysis, benchmarking, reengineering. Each is a powerful tool. But, with the exceptions of outsourcing and reengineering, these tools are designed primarily to do differently what is already being done. They are "how to do" tools. Yet "what to do" is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term success. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. This phenomenon is by no means confined to the United States. It has become common in Japan and Germany, the Netherlands and France, Italy and Sweden. And it occurs just as often outside business-in labor unions, government agencies, hospitals, museums, and churches. In fact, it seems even less tractable in those areas. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that ...
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...Peter F. Drucker ot in a very long time-not, perhaps, since the late 1940s or early 1950s-have there been as many new major management techniques as there are today: downsizing, outsourcing, total quality management, economic value analysis, benchmarking, reengineering. Each is a powerful tool. But, with the exceptions of outsourcing and reengineering, these tools are designed primarily to do differently what is already being done. They are "how to do" tools. Yet "what to do" is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term success. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. This phenomenon is by no means confined to the United States. It has become common in Japan and Germany, the Netherlands and France, Italy and Sweden. And it occurs just as often outside business-in labor unions, government agencies, hospitals, museums, and churches. In fact, it seems even less tractable in those areas. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that ...
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...and the logotype and symbolizes security, family and nourishment. Nestlé is today the world's biggest food and beverage company and employs roughly 280,000 people in over 86 countries and have factories or operations in nearly every country in the world. The Nestlé family has grown to produce products that include chocolates, soups, coffee, cereals, frozen products, yoghurts, mineral water and other food products. Nestlé has continued to expand its product portfolio in the early 70’s to include pet foods, pharmaceutical products and cosmetics. Nestlé's strategy is directed by Long-term potential is never sacrificed for short-term performance or profit. The Company's priority is to bring the best and most relevant products to people, wherever they are, whatever their needs, throughout their lives. The company’s business principles are vital to its framework for corporate responsibility. This framework also enables it to create shared value with suppliers, partners, customers and consumers across the world several fundamental principles such as innovation and renovation which ensures that the existing products grow and maintain a balance in geographic activities and product lines. Nestlés corporate responsibility involves more than what the regulations and laws require, ensuring greater trust from individuals and organizations that does business with them. Nestlés main business principle is based on decentralization, meaning headquarters sets the overall strategy and ensures...
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