Sample Business Studies Paper on Field Work Assignment – Teams

Profit-making institutions capitalize on an effective management practice that ensures that employees have a high rate of excellent performance in their assigned duties. During the Industrial Revolution, at the beginning of the 20th century, organizations focused on quantity production with management practices that oppressed employees (Schwartz 135). However, these practices have since changed to focus on immediate issues that directly or indirectly affect work performance among employees as guided by different business theories. Modern organizations have adopted Organizational and Management Theories to enhance their leadership skills in managing a group of employees with different cultural backgrounds.

A keen observation at McDonald’s – during evening hours – illustrates how the organization applies different theories towards the end of the 20th century. McDonald’s capitalizes on the Supply Chain Management (SCM) theory to organize its product delivery in a unique way that attracts a huge audience to its products (Kurtessis et al. 1865). McDonald’s work cycle is implemented by a team of employees who are assigned a different task in a team setup. According to the Contract Law, each employee is assigned different duties which play a collective contribution in delivering a successful section of the work cycle.

During the evening observation at McDonald’s, it was also observed that the mood of workers was exciting and rejuvenated at all times. Most of the waiters and waitresses responded to the client’s orders in time with energy. This is to state that the application of Leadership Theory, through the Transformational Style of Leadership, has had a positive impact on youth workers at McDonald’s (Meuser et al.1383). Young people, in the 21st century, have proven that they require career guidance and work motivation rather than condemnation and unnecessary pressure when executing their assigned duties.

It is during the same evening observation at McDonald’s that instances of conflicts, resulting from different angles, became imminent. For instance, it was noted that most employees operated in a tensed environment with their supervisors as a result of the nationwide call for improved hourly wages (Caldas, Elena and Peter 63). According to the Labor Theory, industrial action is necessary to compel an improved relationship between workers and management. However, the Management Theory states that industrial action should be legally approved for it to be considered valid. This implies that the conflict at McDonald’s diminishes employee-management relationship despite workers giving their best to avoid being dismissed.

At McDonald’s, it was realized that there are tiers of operational management as stipulated by the firm’s interpretation of the Organizational Theory. The first tier includes operational employees (waiters and waitresses) who come into contact with clients when serving a cup of coffee or a packet of fries. The second category includes supervisors who oversee the performance of waiters and waitresses by resolving minor conflicts that might arise with clients or fellow works (Kurtessis et al. 1869). The third tier involves the individual in charge who occupies the Operational Management level and oversees all practices at the coffee shop. 

The evolution of business management at McDonald’s illustrates a path of transformation which primarily focuses on employee performance. The management of this organization understands the influence of cultural diversity and how it can adversely affect relationships between employees and other stakeholders (Miles 443). According to the Stakeholder Theory, McDonald’s has implemented an organizational framework which responds to the needs of all stakeholders as a means of improving their professional relationships. The observation done at McDonald’s indicate that contemporary organizations are slowly adopting Organizational and Management Theories which transform employee performance into a rich source of competitive advantage.

Works Cited

Caldas, Stephanie V., Elena T. Broaddus, and Peter J. Winch. “Measuring conflict management, emotional self-efficacy, and problem solving confidence in an evaluation of outdoor           programs for inner-city youth in Baltimore, Maryland.” Evaluation and program          planning 57 (2016): 64-71.

Kurtessis, James N., et al. “Perceived organizational support: A meta-analytic evaluation of             organizational support theory.” Journal of management 43.6 (2017): 1854-1884.

Meuser, Jeremy D., et al. “A network analysis of leadership theory: The infancy of             integration.” Journal of Management42.5 (2016): 1374-1403.

Miles, Samantha. “Stakeholder theory classification: A theoretical and empirical evaluation of         definitions.” Journal of Business Ethics 142.3 (2017): 437-459.

Schwartz, Robert. “Public Management Theory, Evaluation, and Evidence-Based Policy.” Mind the Gap. Routledge, 2017. 131-148.