Thursday, February 27, 2020

Bank of America or McDonald's Case Study Research Paper

Bank of America or McDonald's Case Study - Research Paper Example 1. Outlining the Talent Management Program That Led to Success for the Company McDonald's talent management program is behind the company's success, and its multipronged nature can be divided into five stages, as shall be seen. The first step of McDonald's talent management program is the redesigning of the company's performance development system for McDonald's rank and file, as a way of instilling accountability (Goldsmith and Carter, 2010). According to Goldsmith and Carter (2010), the second step of McDonald's talent management program involved designing the global talent review process, in order to help the company's staff align itself with changes that are taking place in the global market. There is the diagnosing of individual employees' ability and actual performance in different circumstances, as a way of determining an employee's inherent skills. The step above will be followed up with the analysis of the results that have been displayed by the employee being examined in or der to interpret the actual extent of the employee's talents and skills. The final step may involve action planning which portends, factoring the manner in which the displayed talents and skills by a particular employee can be consolidated and nurtured, so that newer skills are acquired without nascent talents being forfeited. This step may also involve integrating the talents detected into organizational (or McDonald's) synergy and operations. 2. Identifying Strengths of the Program and How They Led to Goal Accomplishment According to Handfield-Jones, Michaels and Axelrod (2001), the strengths attributable to the programs above led to the accomplishment of McDonald's goals. Particularly, redesigning the company's performance development system for McDonald's employees helped foster accountability at the intrapersonal level. Thus, this paves way for the eradication of abuse of office, underperformance, and professional negligence. In the same manner, the step served as an important artifice to encourage efforts towards the attainment of goals relevant to a particular office and officer, since these officers are accountable. All these are factors that fast-track optimal performance and thereby helping in the realization of the previously set performance target. Designing the global talent review process also serves as a point of strength, for talent management, since it gives talent management a wider and more global scope. Instead of focusing on employees' performance ability and skills at the intra-organizational level, employees' talents and abilities are weighed against global expectations and thereby helping McDonald's employees focus on maintaining the competence that is needed to thrive in a competitive global business environment. In the same wavelength, embarking on the global talent review process empowers employees to be abreast with the challenges and requirements that characterize the global market. In this case, by engaging its employees in the gl obal talent review process will help McDonald employees navigate complex matters in the global market, with these matters ranging from cultural restrictions on diet, local trade laws and commercial laws on multinationals, regional technological disparity, the local market's structure, competition and purchasing power. Another strength in engaging employees in designing the globa

Tuesday, February 11, 2020

Technology and Management Functions Paper (due Week One) Essay

Technology and Management Functions Paper (due Week One) - Essay Example The efficiency quotient is however low due to various factors It was understood that the way to achieving efficiencies lies in Technology upgradation. This was the most important, yet the weakest of all resources we have. To help the day to day management of the organization the company used several small software packages for different departments like Finance, Production, and HR management. Yet the information was lacking for correct decision making. To overcome this issue it was agreed that the best option was to have an integrated ERP solution and to discard the several smaller software packages. This would result in seamless flow of data from point to point and instant information will be possible. This would be the backbone of an efficient organization. An industry specific ERP was purchased installed and implemented throughout the organization with a central database at the company Headquarters where all information became available to the management to help them in making informed decisions. The first step was to define the workflow between different departments. The ERP Project Managers assisted in planning a system and then provided activity based results in form of MIS (management information system) reports. These dynamic reports, that are prepared on the fly by picking data as soon as it is recorded, offer the management current status of each activity. They are indeed an end-to-end report management system. These reports can be accessed from any location enabling management to spot problems quickly and address them without delay. This would also reduce wasteful communication earlier required for just accessing the information. Production Planning and Control (PPC) was introduced at the various production units of the company. This resulted in identifying the resources available and then distributing the orders between them based on available capacity. The ERP could forecast this based on Knowledge Inputs like output