McDonald's Interorganizational Management Research Paper

Pages: 22 (7660 words)  ·  Bibliography Sources: 22  ·  File: .docx  ·  Level: Doctorate  ·  Topic: Business - Theory  ·  Written: August 22, 2018

SAMPLE EXCERPT . . .
The organization is in partnership with a number of suppliers and distributors in its value chain. These tensions and challenges are as a result of the interests of each organization in the relationship. While, suppliers seek to produce and supply within the shortest time possible at the highest possible pricing, McDonalds has laid down preferences and requirements that suppliers must adhere to. This presents a conflict as the organization seeks to adhere to a given standard of operations for example, observing human right and animal rights, while at the same time maximizing profits not only for the organization, but also for its partners.

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To solve this problem, the organization has adopted the McDonald’s Standards of Business Conduct and Supplier Code of Conduct. This code of conduct helps to minimize and address grievances that arise along the organizations supply chain. As a result of this code of conduct, the organizations worldwide supply chain received a number of grievances which by using the code of conduct, has been able to investigate and take corrective actions as necessary. For employee who might feel that their human rights have been infringed upon, they are encouraged to use the McDonalds Business Integrity Line and speak openly and honestly. The line is researched to employees of the organization and it is open and reachable on a 24/7 basis. The line is managed by an outside firm, it is free of charge, and interpreters are available for retail units from non-English speaking countries. Callers are anonymous and there is not attempt to identify them unless otherwise required by law. In such a case, the organization maintains a struck non retaliation rule where employees are free and safe to speak up and report any issues of concern.

Research Paper on McDonald's Interorganizational Management Assignment

For the majority of corporate and strategic partners that work with the organization, there are no reports of issues of challenges. This is primarily because their work is geared towards profit generation or CSR effort. To this effect, any undertaking is mutually benefiting and there is minimal, if any tensions and challenges and they do not make it to the public. However, McDonalds has often been faced with legal challenges in its work with local and national governments. These are however inevitable in any working and judicial proceedings can and will be instituted by any aggrieved parties. The only solution to legal challenges is to work around them as to be compliant otherwise, cease operations within the region.

2.3. Develop models which support inter-organizational working and which respect the integrity of partner organizations and their political, moral, social and economic stance and differences

The success of any partnership depends on the selection of the right governing and coordination mechanisms. Cogitation systems for the connotation and processing of inter-organizational relationships need to show inference about the requirements for the effective and successful management of partnership. Connotations o the frames and forms within inter-organizational partnership take a multiplicity nature. The multiplicity nature of such inter-organizational partnerships makes it possible for the implementation of joint goals and projects in general. Such a partnership can Develop, maintain, as well as encumber the association and collaboration that happens as value is exchanged. Therefore, a facilitative and supportive structure is a major and important constituent for the efficient implementation of inter-organizational partnership.

The operational processional model of collaboration in inter-organizational settings suggested by Straus (2002) is presented to here to support the workings within an inter-organizational collaboration. This model is very characteristic and it represents the integrity of partner organizations and the various external and internal factors that prevail. According to the author, inter-organizational collaboration is an association not only between the formal organizations, but also with informal structures. Formal organizations in an inter-organizational partnership share authority and power and have a stake in decision making. On the other hand, informal structures have their activities based on consensus. Based on this model, organizations within inter-organizations collaboration are linked by inevitably subordination, which is evident between the various partners whether horizontally or hierarchically. However, regardless of the nature of the linkage, at time, members or representatives of all organizations have to be involved especially in joint problem solving meetings. For this reason, during sensitive and important periodical meetings the various stakeholders within the inter-organizational setup, and striving to achieve a common goal should seek to satisfy each of the interested groups from a point of consensus. Once a decision is made and agreed upon, then it is the responsibility of each organization within the inter-organizational setup to familiarize with the decisions and initiate work towards the realization of the goal.

Another model that could be applicable for this setup is the organizational-dynamic model presented by Luna et al. (2002). For this model, the project group is at the core and it is made up of representatives from the various organizational within the partnership. The work done by the group is considered to be a dynamic-enhancing partnership;

· The joint work by the partnership improves the perception of one’s role and helps to expand understanding of each other

· Because of the increased understanding of each other and their work, trust between the partners is increased and strengthened

· With increased trust, the various partners are able to share information more openly and intensively

· The increased and open sharing of information results to increased efficiency of the joint project and promotes progress in performance

· The awareness of progress increases participation within the partnership therefore more strong collaboration

According to research findings, partners within the collaboration who have a higher status whether financially or in authority ought to be more facilitative for this model to be effective.

Task 3: Impact of economic factors in the coordination of inter-organizational policy objectives and strategy

3.1. Identify and assess the… [END OF PREVIEW] . . . READ MORE

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