EMBA512 Human Resource Management Assignment_Question _EN.PDF - ASSIGNMENT QUESTION Program Executive Masters of Business Administration(EMBA Module

EMBA512 Human Resource Management Assignment_Question _EN.PDF

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ASSIGNMENT QUESTION Program: Executive Masters of Business Administration (EMBA) Module Code & Name: EMBA512 Organizations and Human Resources e-Centre: Course Leader: Title: The Electro Chic Company Effective Date: Assignment Tasks: Appendix - Video Case Studies – Analysis Thalys What is the main “work coordination mechanism” used in this engine shop? In this case, how could you qualify the team leader’s role? This video case study shows a good example of “processes standardization”. Workers are invited to respect formal procedures and strict rules to realize the maintenance and the repair of the trains. Everything (norms, rules, procedures, etc.) is written in a “maintenance book”, regularly checked by the workers to make sure they do not make any mistakes. The team leader’s role is to make sure that the workers know the procedures they have to respect, to check that the workers fully respect the norms they have to, and to remind the workers the rules in case they forgot something and/or they do something wrong (control role). McDonald What is the main “work coordination mechanisms” used to coordinate employees’ work at McDonald (at the operators’ level)? What are the main “inter-unit liaison mechanisms” used at McDonald (at the unit’s level)? Page 1 of 11
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The McDonald case study shows good examples of several work coordination mechanisms and inter-units liaison mechanisms. At the operators level (coordination mechanisms), the beginning of the video highlights the high “processes standardization” that characterizes the work within a McDonald restaurant. Workers are invited to respect formal procedures and strict rules to prepare the food, to cook the burgers, and to serve the meals. Everything is codified in strict norms, rules and procedures, notably for quality considerations as well as to make sure that the products and services offered are the same in each McDonald restaurant. Trainings are also organized, especially for new team members, to make sure they learn and understand the procedures to respect. Besides this high “process standardization”, McDonald also insists on the business values: workers are considered as “team members” and not as workers, it is recommended to call each other by their first name, importance of friendly atmosphere, continuous application of golden rules such as “quality, service, cleanliness”, etc. The “standardization of values” is thus an important work coordination mechanism at McDonald, in addition to the “processes standardization”. At the units level (liaison mechanisms), it appears that there is an important “control of performances”. Results are essential. Restaurants and bosses (each restaurant has a company boss, not an employee paid by McDonald) are evaluated on the basis of their monthly and annual performances. They are ranked on the basis of their selling performance. They also pay out a part of their annual turnover to McDonald as a royalty to use the brand name and as a contribution to fund advertising campaigns. The corporate
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