Case Study Analysis: Managing McDonald's Australia - BUS104

This case study analyzes Andrew Gregory's leadership at McDonald's Australia, focusing on his technical, human, and conceptual skills in fostering innovation, customer service, and sustainability. It examines his management roles in weekly conferences, product feasibility assessments, and employee engagement. The study highlights lessons other managers can learn from Gregory's approach and contrasts the roles of a CEO at McDonald's Australia versus a non-profit organization. The analysis covers how Gregory's innovative service models and strategic management contribute to the company's success. The case study emphasizes the importance of transformational leadership, employee engagement, and adapting to changing customer preferences in the fast-food industry. The assignment also explores the differences in profit-driven versus non-profit organizational goals.

Case Study Analysis
Assessment Task 1: Managing McDonald’s Australia
Student Name: Student ID:
Unit Name: Introduction to Management Unit ID: BUS104
Date Due: Professor Name:
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4. In what ways do Andrew Gregory’s technical, human and conceptual skills influence
how he aims to maintain an environment that encourages innovation, customer service and
sustainability at McDonald’s Australia?
McDonald’s Australia’s operations is a ubiquitous part of Australia, compared to the past when
McDonald’s had first arrived. The Company’s first restaurant in Yagoona based in Southwest
Sydney was nowhere near to current standards present today (Barrett et al, 2012). It has been
successful in becoming a giant Company now setting up across 955 restaurants with over $5
billion sales. It has been able to deal with some of the leading global competitors as Dominos,
Pizza Hut, KFC and other chain restaurants. McDonald’s Australia managing director and CEO
Andrew Gregory has been continuously innovating customer service continuously for enhancing
sustainability. He influences human, conceptual and technical skills for maintaining an
environment for innovation. His innovative ways to provide customer new models of servicing
have added to saving time in restaurants. His introduction of model where customer could design
their own orders by simply clicking on the screen has allowed customer flexibility of choosing
according to their taste buds. This technical development with conceptualization has provided
customer satisfaction and delight. He is continuously researching and applying human skills in
order to engage employees more such that they are able to contribute into development of the
restaurant facilities. He has aimed at developing an innovative environment that is focused on
enhancing sustainability of the current organization. He has combined innovative techniques and
procedures through his conceptual skills in human and technical fields to provide better
serviceability. He effectively attends to all areas of the Company to cater to better and enhanced
services.
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5. What management roles would Andrew Gregory be playing as he (a) has weekly
conferences with his management team at McDonald’s Australia; (b) assesses the
feasibility of adding a new product to the McDonald’s menu; and (c) keeps employees
focused on the company’s commitments to its customers?
Andrew Gregory started off as a waiter at the restaurant making French fries. After
finishing off with his college degree and experience gained from Japan restaurant chain, he
was appointed CEO and CFO of McDonald’s Australia. Andrew Gregory realized
immensely rising competition in fast food market and declining profitability across USA
market. Therefore, innovation was understood to be the key that could allow the business
to be afloat in the market. Innovative efforts could only help the Australian wing of the
business to maintain their profitability and sustainability. There needs to be innovative
efforts at every step and each aspect of the restaurant chain, so that the company is able to
retain its brand identity. When Andrew Gregory has weekly conferences with his
management team at McDonald Australia then he plays the role of a team leader, a
visionary for the Company applying his strategic management thoughts. He is the one
providing his team members with motivation that they can innovate in their own sphere
and achieve more. Through weekly conferences he is able to discuss various strategies that
competitors are using and then re-design new strategic plans for the corporation.
When he is assessing new product feasibility to the McDonald’s menu then he plays the
role of an innovator and product designer. At this phase he considers various possibilities
to explore with new products from point of view of a product engineer and also chef.
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Australian culture is facing dynamically changing and alternating taste buds with
introduction of various new cuisines. Competitors of McDonald’s are continuously
innovating and devising newer products that can match up to the taste buds of Australian
customers. Hence, the Company needs to keep trying and altering with various spices and
condiments that could provide customer delight at the restaurant.
While he is making his employees committed to its customers, he is playing the role of a
HR manager. He continuously motivates his employees and provides them with multiple
engagement behaviours such that they are able to contribute in a positive manner to the
Company.
6. What could other managers learn from Andrew Gregory and McDonald’s approach?
Are there any differences in being a CEO at McDonald’s Australia and being a CEO
at non-profit organisations? If so, what would they be?
Andrew Gregory has set an example for all other managers and senior leaders to learn from
him. There are varied amounts of aspects that can be learnt from Andrew Gregory’s
McDonald’s approach (Graff, Zilberman & Bennett, 2009). They could learn to innovate
continuously with human, conceptual and technical skills at McDonalds. They could adapt
similar leadership behaviour that is exhibited by Andre Gregory, which is of a
transformational leadership style. His leadership styles and approach is highly motivating
and inspiring as he aims at engaging all stakeholders into the business. He is an excellent
leader, who leads by setting his own example and has capability to create business
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sustainability for the future. Managers at the Company can learn ways he uses in order to
engage all employees and staffs for the progress of the organization. His creative efforts
have yield high amounts of value for the current organization and led to profitability. He is
a visionary, who is able to understand and diagnose challenges that a business faces and
then suggests remedial course of action for the same.
There is high amount of difference in being a CEO at McDonald’s Australia and being a
CEO at non-profit organizations. At McDonald’s focus need to be on profit and revenue
generation where as in non-profit organization profit focus motive is not present. At
McDonald’s Australia, there has to be innovative endeavors created aimed at enhancing
service levels and customer satisfaction at multiple outlets. Though non-profit
organizations have innovative and serviceability motives however there is low chances of
such factors being connected to sustainability of their organization.
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Reference Lists
Barrett, R., Boselie, P., Brewster, C., Cooke, F. L., Donaghey, J., Donnelly, R., ... & Husted, K.
Strategy, Innovation and People Management.
Graff, G. D., Zilberman, D., & Bennett, A. B. (2009). The contraction of agbiotech product
quality innovation. Nature biotechnology, 27(8), 702.
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