Running head: MCDONALD 1

Unifying Company Culture

BUS 325: Global Human Resource Management

April 22, 2021

An organizations culture plays an important role to the success of an organization. The culture sets the manner in which people behave and determines the manner in which things are carried out within an organization. Organization culture is consists of the shared beliefs and values that are established by leaders and then communicated and reinforced by various methods and shapes the employee perceptions and behaviors within an organization. Since various organizations have different cultures, there is no one-size fits all cultural template that one needs to have to meet the needs of their organization (Watson, 1).
All successful organizations have been found to have strong organizational culture. The leaders of the organizations majorly focus on the organizational goals and the live their cultures daily and communicate their cultural identities to employees together with their new hires. Each organization have clear values with these values having to be communicate to every new employee whenever they arrive at the organization considering that they determine the manner in which organizations run. Ineffective culture could easily bring down an organization together with its leadership. Other common examples of negative cultures include the disengaged employees, high turnover and poor customer relations among other attributes (Watson, 1).
Mergers and acquisitions are some of the areas in where cultural issues develop. This is majorly because mergers incorporate two different existing cultures that could be in conflict and in other instances could lead to development of a dysfunctional culture after a merger. There are plenty of reasons mergers normally could fail. To prevent any negative impact of merges on culture, it is important that the various cultures are reconciled in order to build a common plat form for the future. Over the past mergers and acquisitions have changed the manner in which businesses are held (Carroll, 2). 
McDonald’s organizational culture is in support of the company’s industry positioning goals. McDonald’s culture is used to attract qualified employees from various parts of the world. The company’s organizational culture defines its traditions, habits values and influences workers behaviors. To ensure business efficiency in the production and services the company organizational culture encourage learning. The continues cultural evolution reflects the firms effectiveness in applying corporate culture that enable it achieve desired levels of human resource capabilities. This condition highlights the significance of organization culture as a success factor in McDonald’s international business (Watson, 1).
The first step in unifying McDonald culture knows where they are going. It is important that the company identify its values through proper definition of the mission, vision and its values. The leaders should be very careful and ensure that they are able to identify the company’s values and put them in the mission statement.
The second step is to find the people that fit. It is important the McDonald hire employees that share the same values and vision for the company. It would also means that they have to hire people that have varied ways of thinking as a means to bring in different cultural experiences, which in the end strengthen cultural diversity (Watson, 1).
The third step is to help the employees to fit in. it is important to point out the fact that starting a new job is always stressful and it is important that McDonald employees and the management to help the new employees to fit in to the organization. It is important for experience employees to meet these new employees to provide them with the necessary information or knowledge in regards to the daily operations of the organization (Watson, 1).
The fourth step is setting the right example. McDonald needs to have their values being set on integrity, empathy and accountability. When leaders lead by example, the employees would follow in their example and thus good values trickles down the organization. The company needs leaders that can foster transparency, encourage communication in all levels of the organization and promote teamwork within the organization (Watson, 1).
The fifth step would be to integrate the values into the daily activities. During a merger, each company has its own values. It would be important these values be merged to ensure there are no conflicts. Advocacy for the new values should be done during company meeting. This ensures healthy culture and reinforces the values (Carroll, 2). 
The sixth step McDonald would do is to give rewards and recognition. It is regarded as one of best ways for bringing cultural unity. Recognizing the efforts of other individuals, helps promote healthy competition, which is one of the values for McDonald Corporation (Carroll, 2). 
The seventh step is to keep up with chances. It is important to point out that the organization constantly changes its workforce and thus the company has to change. It would be important for McDonald to avoid being rigid and accept the good ideas from new people that came in with the merger (Watson, 1).
The eight step is to foster feedback. It is important to point out that employees benefit from positive feedback, which is a good thing for the organization. Performance reviews, could be best help to provide the right feedback. Being open to feedback creates and environment where all employees can effectively contribute to the success of the company.
The steps provided above would best help to unify McDonald’s culture. Each step is justified by the fact that McDonalds is a rapidly growing company with many employees. Having to merge or acquire another company, would mean that they adopt people that have different set of skills and values. To effectively work together employees together with the leadership needs to know how to do it best.

Watson, J. L. (2020, November 4). Cultural globalization. Encyclopedia Britannica.

Carroll, N(2013). “E-learning – the McDonaldization of education” (PDF). European Journal of Higher Education. 3 (4): 342– 356. doi:10.1080/21568235.2013.833405. S2CID 54702355

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