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The importance of the three different managerial skills changes for different positions in the organization. Andrew Gregory has used all of these skills to ultimately encourage innovation, customer service, and sustainability throughout the McDonald's Australia franchise (Robbins et al. 2016). Andrew Gregory encourages an innovative workplace by implementing his knowledge of human skills. The ideal representation of effective human skill is someone who can delegate, communicate, mentor, and motivate both individually and in groups. Gregory maintains and encourages an innovative workplace by introducing customer-based implementation such as the “create your taste’ experience and the idea of ‘The Corner’ (Robbin Bergman & Coulter 2018).
Andrew Gregory encourages sustainability throughout McDonald’s Australia by incorporating and applying his previous job knowledge. Technical skills are techniques and knowledge necessary to complete work tasks (Robbins et al. 2016). During Gregory’s early years and the time he spent working cooking French fires, he gained invaluable knowledge and understanding of the MacDonald’s franchise from all different perspectives. Now that Gregory has risen to CEO he can encourage a sustainable environment by implementing his niece's technical skills derived from years of experience.
Gregory uses conceptual understanding and skill-based practices to encourage customer service throughout the organization. Conceptual skills are defined as a manager's ability to diagnose and analyze diverse situations (Robbins et al. 2016). In understanding that one of the core values MacDonald’s thrives to uphold is customer service and satisfaction Gregory develops a variety of ideas and processes to stay true to this key value. Gregory encourages the quality of customer service so greatly he is prepared to invest $1 billion in the remodeling of the organization (Robbin Bergman & Coulter 2018). Gregory displays conceptual skills in the development and innovation of the MacDonald’s franchise and encourages customer service as he has provided the organization with a competitive edge in the marketplace displayed through his learning lab restaurant experience and investment in the working culture.
The management role is complex. To be a successful manager you must be able to perform different management roles depending on the situation. The Mintzberg managerial roles conform to three categories: interpersonal roles, decisional roles, and informational roles, beyond these three categories, is a specific function needed to tackle the task and or challenges faced when managing an organization (Robbins et al. 2016)
As Andrew Gregory holds weekly conferences with his management team he will be playing the role of disseminator. The role of the disseminator comes from the informational category. The role of the disseminator involves holding weekly conferences and passing on of information to employees. The information shared and explored by colleagues could either come from the external or internal environment. Andrew Gregory upholds this role because he communicates his ideas and discussions weekly to his management team.
If Andrew Gregory was to add a new product to the MacDonald's menu he would have to follow the management role of an entrepreneur. The role falls under the category of the decisional category. The role of an entrepreneur often involves creating and controlling change within an organization. this includes problem-solving, generation of new ideas then implementation of the ideas (The Open University, 2019). In assessing the feasibility of a new item on the menu Gregory would uphold and represent the attributes and skills of an entrepreneur in the organization.
For Gregory to successfully keep the employees focused on the company's commitment to its customers he would have to undertake the role of a leader. the role of a leader falls under the interpersonal category. A leader is someone who manages the responsibilities and overall performance of the group (The Open University, 2019). leadership also includes providing necessary
Training, guidance, and motivation (Robbins et al 2016). A way Gregory could keep the employees focused on customer commitment might be to reward those who uphold the company values.
Other managers could learn many key concepts from Andrew Gregory's approach to being the CEO of McDonald's Australia. Gregory has displayed several differences throughout his organization that would greatly benefit other organizations whether they are profitable or non-profitable. The fast-food world is dynamic and constantly changing adding more competition for companies due to marketing. McDonald’s functions in a forever-changing environment and is constantly competing for shares in the marketplace. Gregory gives the Australian MacDonald’s franchise a competitive edge through his customer-orientated innovations (Robbins, Bergman & Coulter 2018). Therefore other managers can learn that to maintain profit and customer satisfaction the key is to be innovative in all aspects of the organisation.
There is a substantial difference between being the CEO of McDonald's Australia and being the CEO of a non-profit organization. profit is defined as the difference between the organization's revenues and operating costs (Robbins et al. 2016). Mcdonald's Australia is primarily focused on profit and therefore focuses on managerial roles to ensure they produce revenue. In saying this McDonald's is classified as a ‘for-profit' franchise. Being the CEO of McDonald's is significantly different from being a non-profit organization because they have completely different challenges and goals. The main purpose of a non-profit organization is to use its profits for the benefit of the less fortunate as they don’t rely on profits for survival(Robbins et al 2016). Non-profit organizations use funds provided from outside sources whereas when being the CEO of McDonald’s you can only rely on the funds the organization turns over itself. (Robbins et al 2016). Managers in ‘not-for-profit’ organizations focus on minimalization in both organizational costs and delivering services whereas managers in ‘for-profit’ circumstances rely primarily on funds generated by the specific business for survival.
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