McDonald's Corporation: Analysis of Internal or External-Driven Needs for Change

Report for McDonald's Corporation
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Introduction and Description of the Organisation
McDonald's is the selected corporation for the report. It is a United States (U.S.) fast food chain, among the largest globally recognised for its hamburgers (Cassidy et al., 2021). Two brothers, Richard and Maurice McDonald, opened the first restaurant in 1940 in San Bernardino, California. Initially, McDonald’s was a drive-in that provided an extensive variety of items. However, the brothers revamped the business in 1948. A lately envisaged McDonald’s began following a 3-month renovation. The developed restaurant was meant to generate substantial food quantities at reduced costs. For effectiveness, the two narrowed the menu that only included potato chips (currently known as French fries), drinks, pie, and the famous hamburgers to an efficient format called Speedee Service System. The system incorporated a self-service counter that abolished the need for employees to serve customers. Clients could receive food hurriedly since the food offered was prepared earlier, packed, and warmed. These revolutions permitted the founders to charge 15 cents for a hamburger (Mujtaba & Patel, 2007). The firm grew enormously successful as the brothers started a franchise program.
McDonald’s Corporation continued expanding nationally and globally. For instance, a franchise opened in 1967 in Richmond, Canada. This was the American-based McDonald’s first outside site. About 34,000 outlets operated in more than 115 nations and territorial boundaries in the 21st century. Unlike today, the company’s growth was increasingly swift in the 1990s, so people perceived McDonald’s opening anywhere on the planet every 5 hours (Mujtaba & Patel, 2007). The organisation became increasingly a renowned family hotel providing reasonable food that met the customers’ tastes and preferences. However, the current market is flooded with rivals offering similar products, hence stiff competition that potentially limits market share for entities involved. The subsequent section will analyse McDonald’s, establish the urge for it to embrace and accept change, and specify the expected outcome.
Analysis of Internal or External-Driven Needs for Change
Numerous reasons explain why change happens in organisations. External or internal factors are increasingly responsible for triggering specific changes. Company analysts can recognise various change drivers based on the Burke-Litwin model focusing on organisational performance and change. Most importantly, the model indicates several change drivers and categorises them based on merit or relevance. It occurs in a diagrammatical format whereby the significant factors appear at the top of the diagram, whereas the lowest level features the less crucial elements. The theoretical framework assumes that environmental components are increasingly influential due to their capacity to drive change (Spangenberg & Theron, 2013). The external drivers are accountable for most change usually recorded across firms. According to the researchers, the model outlines twelve aspects likely to foster organisational change. Leadership, culture structure...