LDR531 Phoenix Wk 3 McDonalds Communications Challenges & Strategies Paper Purpose of Assignment The purpose of this assignment is to provide students wit

LDR531 Phoenix Wk 3 McDonalds Communications Challenges & Strategies Paper Purpose of Assignment

The purpose of this assignment is to provide students with an opportunity to apply communications theories, research, and conversation with class colleagues to actual business situations, through the development of applicable strategies.

Assignment Steps

Read Case 2: Global Shared Services, McDonald’s Corporation located in Mastering Leadership.

Analyze in 1,050 to 1,225 words the communications and group behavioral issues that might arise in an organization hiring employees for their first job based on the discussion from your learning team.

Include a strategy to address these challenges.

Format your assignment consistent with APA guidelines.

Click the Assignment Files tab to submit your assignment. Case 2: Global Shared Services, McDonald’s Corporation As the world’s leading foodservice retailer
serving nearly 70 million customers daily in more than 100 countries, McDonald’s recognizes the
importance of having good people in place in order to deliver an exceptional customer experience.
McDonald’s has a rich history of developing leaders. Founder Ray Kroc, once said, “As long as
you’re green, you’re growing.” McDonald’s supports this philosophy and commitment to their people
by providing opportunity, nurturing talent, developing leaders, and rewarding achievement. This is
evident in McDonald’s tradition of promoting from within: nearly half of corporate managers and 60%
of owner-operators started as crew members. For many people, McDonald’s represents a first job—
a place to develop basic skills that can help them achieve success in future life pursuits. For others,
McDonald’s represents a pathway to a long-term career that provides rewarding opportunities to
grow, contribute, and advance over many years. McDonald’s values state their belief that a team of
well- trained individuals with diverse backgrounds and experiences, working together in an
environment that fosters respect and drives high engagement, is essential to their continued
success. Shared Services Business Challenge. McDonald’s Shared Services team began their
partnership with us in 2008. At that time, Shared Ser- vices was part of McDonald’s IT group, which
was decentralized in structure, but needed to function as a cohesive team to drive com- mon global
solutions. The CIO recognized the importance of developing teamwork and alignment across IT
leaders and engaged us to lead this effort. After the IT Leadership Team had gone through The
Leader- ship Circle process, the CIO asked each of the officers, including Kelvin McLaurin, then VP
of Shared Services, to engage their teams in the program. Soon after The Leadership Circle was
introduced, the Shared Services organization evolved into Global Shared Services (GSS) and
became the first global function at McDonald’s. McLaurin recalls: “We needed to build a diverse,
global team with leaders who could expand beyond their current capabilities.” He wanted to establish
leadership effectiveness as a priority early with the team he was building and leverage the
Leadership System to make this a reality. In 2012, McLaurin transitioned to a role leading
McDonald’s Finance Transformation. Debbie Ballard, who had been a member of the GSS
Leadership Team since 2005, took over leadership of the GSS organization. Having experienced the
value of The Leadership Circle, she was already a supporter of the Profile and its benefits. Ballard
explains: “The Leadership Circle process helps me professionally and personally. It enables me to
step back and see why I am behaving the way I am behaving, and it helps me grow as a leader and
to model the things that I am asking my leadership team to do.” GSS continued their focus on
leader- ship development and further engrained The Leadership Circle program into its culture.
Strategic Solution: The Leadership Circle. When the Leadership Circle was introduced in 2008, the
GSS leadership team was skeptical. Introducing an exercise that required not only getting feedback
about individual strengths and opportunities, but then sharing publicly with their fellow team
members would not be easy. However, the team committed to the process, knowing the first session
would be hard, but trusting that outcomes would make it worthwhile. Despite the initial hesitation, the
GSS has become the group that applies The Leadership Circle most holistically and consistently.
While other groups at McDonald’s leverage the Profile, GSS is unique in that they continue to use
public feedback with each team member talking about their strengths and weaknesses in front of the
group. McLaurin explains: “The Leadership Circle has become the common language across the
GSS Leadership Team to onboard and develop our leaders.” As new members join the leadership
team, either from GSS or a sup- port partner, they are expected to participate in The Leadership
Circle. GSS also engages their high-potential managers in the process. In 2014, GSS added The
Leadership Circle Pulse Survey to hone in on opportunity areas and ensure more frequent feedback
to drive development in those areas. McLaurin, who now leads Finance Transformation, brought The
Leadership Circle practice to his new leadership team as well in September 2014. In addition, the
Finance Transformation team also incorporated individual LCP assessment with team development
opportunities. Outcomes. The Leadership Circle helped GSS to become a true, shared leadership
team and build a culture of openness, support, trust, and high performance. Ballard explains: “It is
part of our DNA, part of who we are. We have now done multiple offsite meetings with our leadership
team focusing on individual and collective effectiveness. As a result, we have forged a cohesive,
high-performing leadership culture and system.” Team members are empowered to mentor each
other, talk openly about their opportunities, and gain support using a common language. Each
leader’s candor, paired with their support for one another, enables GSS to drive business results at
an accelerated pace. Instead of ignoring issues that could hinder progress, the team talks through
them. Since the team respects The Leadership Circle process and one another, gaining awareness
of strengths creates a culture of trust and support. Ballard notes: “Leaders were afraid at first of
publicly showing people their development opportunities, but then they see that this supportive
environment is designed to help you become a better leader, not discourage or embarrass you.” The
culture that The Leadership Circle has helped to create in GSS contributes to their success: “We
achieved our five-year strategic plan in only three years, and then set in place the GSS 2020
Strategy to continue our momentum toward our vision to be a world-class shared services
organization.” Both McLaurin and Ballard continue to be strong advo- cates for The Leadership
Circle process, driving application in their orga- nizations and sharing their experiences with others
in the McDonald’s System.
Communications Challenges and
Strategies Grading Guide
LDR/531 Version 7
Organizational Leadership
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Edited in accordance with University of Phoenix® editorial standards and practices.
Communications Challenges and
Strategies Grading Guide
LDR/531 Version 7
Individual Assignment: Communications Challenges and Strategies
Purpose of Assignment
The purpose of this assignment is to provide students with an opportunity to apply communications theories,
research, and conversation with class colleagues to actual business situations, through the development of
applicable strategies.
Grading Guide
Content
Met
Partially
Met
Not Met
Total
Available
Total
Earned
5
#/5
Partially
Met
Not Met
Comments:
Read Case 2: Global Shared Services,
McDonald’s Corporation, located in Mastering
Leadership.
Summarized an analysis on the
communications and group behavioral issues
that might arise in an organization hiring
employees for their first job based on the
discussion from your learning team with
supporting citations, references, and personal
experience.
Included strategies to address identified
issues.
The analysis was 1,050 to 1,225 words in
length.
Writing Guidelines
The paper—including tables and graphs,
headings, title page, and reference page—is
consistent with APA formatting guidelines and
meets course-level requirements.
Intellectual property is recognized with in-text
citations and a reference page.
Paragraph and sentence transitions are
present, logical, and maintain the flow
throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed
including spelling and punctuation.
Met
Comments:
2
Communications Challenges and
Strategies Grading Guide
LDR/531 Version 7
Writing Guidelines
Assignment Total
Additional comments:
Met
#
Partially
Met
Not Met
Total
Available
Total
Earned
2
#/2
7
#/7
Comments:
3

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