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Global Shared Services, McDonald’s Corporation, health and medicine homework help

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Purpose of Assignment

The purpose of this
assignment is to provide students an opportunity to apply communication
theories and research to actual business situations. The discussion with
other learning team members is designed to identify and consider
different perspectives.

Assignment Steps

Read Case 2: Global Shared Services, McDonald’s Corporation, located (See attached)

Write TWO (minimum 350 words each) discussions about the communications and group behavioral issues that might arise in an organization that hires employees for their first job.

Case study

Case 2: Global Shared
Services, McDonald’s Corporation As the world’s leading foodservice retailer
serving nearly 70 million cus- tomers daily in more than 100 countries,
McDonald’s recognizes the importance of having good people in place in order to
deliver an excep- tional customer experience. McDonald’s has a rich history of
develop- ing leaders. Founder Ray Kroc, once said, “As long as you’re green,
you’re growing.” McDonald’s supports this philosophy and commit- ment to their
people by providing opportunity, nurturing talent, develop- ing 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 pur- suits. 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 engage- ment,
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 instructure, but needed to function as a cohesive team to
drive com- mon global solutions. The CIO recognized the importance of develop-
ing 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 apriority 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 orga- nization. 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 behav- ing, 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. Intro- ducing an exercise that required not only
getting feedback about indi- vidual 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.
McLau- rin 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 Septem- ber 2014. In addition, the Finance
Transformation team also incorpo- rated 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. Bal- lard notes: “Leaders were afraid at first of publicly showing
people their development opportunities, but then they see that this
supportive envi- ronment 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.

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