This is a Darden case study. From the early 1970s to the beginning of the 21st century, multinational corporations (MNCs) had increasingly participated in the decrease in poverty as part of their business strategies. Such engagement reflected an increasing consciousness of the widening disparity between rich and poor across the earth. McDonald's Corporation, despite myriad criticisms directed about dead-end jobs and the detrimental effects of fast food at it, had defied standards, however. The firm used a blend of promotion-from-within benchmark and strategy employee training programs to develop an abundant pool of human capital.
The firm was deeply committed to its workers who "started as crew" by promoting from rank to rank, receiving necessary training at the Hamburger University. This case discusses the rise of McDonald's, its specific culture, and its emphasis on and pride in the "stared as crew" component, and illustrates these components with narratives of various employees that rose through the ranks up to the management and executive positions.
PUBLICATION DATE: February 29, 2008 PRODUCT #: UV1156-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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