Leadership and Change Management at McDonald

RUNNING HEAD: Management 0
MCDONALD
Leadership and change management

Management 1
Contents
Logbook a................................................................................................................. 2
Background information............................................................................................ 2
Review literature on best leadership and change management practices..................................2
Key theories and best practices in leadership and change management suitable for the organization
........................................................................................................................... 4
Logbook b................................................................................................................. 6
Brief of the leader and outline of the leadership and change issues........................................6
Evaluation of the leadership approaches.........................................................................6
Assessment of the change management of McDonald........................................................7
Identification of the gap between existing leadership and change management and best practices. .8
Logbook c................................................................................................................. 9
New leadership and change management plan.................................................................9
Elaboration of the plan in improving existing leadership and change management.....................9
References.............................................................................................................. 11

Management 2
Logbook a
Background information
McDonald was established in 1940. It is an American fast food chain and is one of the major
food chains in the domain. The franchises are offered by the restaurants. Since inception, the
restaurant is actively engaged in innovating and constructing strong relations. The chain of
McDonald is continued to expand domestically and internationally. The restaurant is
operating in more than 35,000 outlets in more than 100 countries.
The vision of the company is to become the globe’s best and rapid service restaurant. The
restaurant has gained popularity for delivering quality, service, cleanliness, and value so that
customers can be retained. The mission statement of the company comprises the best people
in every community around the world. The company has gained expertise in excellent
delivery to the consumers and lasting lucrative growth by intensifying the brand. The strength
of the restaurant is leveraged through innovation and technology. The success of McDonald
was attained through the criticism due to a global upsurge in obesity. The company retorted
by adding healthy items to the menu. The restaurant also focused on affordable food, fun, and
flavors.
Review literature on best leadership and change management practices
According to Neves & Schyns, 2018, leadership is the procedure of motivating others to
achieve tasks. The best leadership practices are really challenging. Some identified leadership
practices are listening more and observing more, empowering teams rather than managing,
communicating regularly through different channels, develop trust and delegate. The
contingency theory, trait theory, and situational theory are the best key theories of leadership.
A good leadership focuses on listening more as it is a valuable leadership skill. Listening
carefully helps in acquiring information, identifying, clarifying issues, making decisions and
resolving conflicts. It is not only about the listening but observing the behavior and body
language of others. The leadership practices transcend the interest for the betterment of the
organization (Ololube & Ololube, 2017). These have even role in empowering team by
offering tools, prospects, and guidance than overpowering them by instructions or orders. The
best leadership practices motivate employees by appealing them at the individual level by

Management 3
highlighting their strengths. Add on, the leadership practices have a role in building
relationships. The leaders in the organization evaluate the progress and identify the risks and
challenges (Jiang, et al. 2017). All the sources of communication are used to make sure that
all the employees are on the same wavelength and have attained the message. The baseless
assumptions are avoided in the leadership practices and the conclusion is abstracted by
clarifying, asking queries and encouraging individuals to speak their opinion and
communicate. Delegation is also an important part of the leadership practices. It inspires trust
in the team members to get the job done. Listening, observing, understanding and critical
thinking are some of the skills to be used for making expectations clear and establish progress
reports.
According to Al-Haddad & Kotnour, 2015, the change management process is the
arrangement of steps to be followed by the change management team to apply the change for
driving individual evolutions. It ensures that the organization meets its expected outcomes.
The change management process is designed with the intention of transforming business.
There are numerous ranges of the change management process models for exploring and
considering strategic approaches based on the expertise and experience of the organization.
Kurt Lewin’s force field analysis is a powerful tool used to understand what is desired for
change in the organization along with the environment. This model ensures that the
organization retorts to the environment in which it runs. The change management strategies
to deal with the human elements identified are:
Proposed incentives: The first change is tried to being in the organization by the proposed
incentives. The employees work as per their own self-interests but incentives encourage them
to consent and involve in the new direction of the organization. The employee recognition
programs and rewards are tailored to provide specific actions and values (Van der Voet,
Kuipers & Groeneveld, 2016).
Redefined cultural values: In the change management process, the organizational culture is
redefined to drive employee buy-in. A culture is formed for unceasing enhancement in order
to change the mind-set of the employees.
Exercised authority: The strategy of exercising authority is applied to decrease employee
opposition and get workforce faithful to processes, new standards, and cultural norms. This
strategy depends on the seriousness of the required change (Nohria, 2017).