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As the CEO of McDonald’s Australia Catriona Noble’s role involves making
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Student Name: Daniel Sacharowitz

Student Number: z3415904

MGMT1001 s1 2013 – ‘Spot Collection’

Bring to tutorials week beginning 18 March 2013

Topic 2: What is Management?

Textbook question: answer Question 2 in the ‘Discussion Questions’ for the Case study

Managing McDonald’s Australia

on page 36.

As the CEO of McDonald’s Australia Catriona Noble’s role involves making long term

strategic plans for the company. This includes making changes to the menu to stay

competitive and looking ahead for healthier cooking options. She also organises and is

responsible for marketing, operations, public affairs and supply chains. She has to be a

leader, overseaing the development of training plans and the development and integration of

McDonald’s business plan in Australia. Catriona also controls over 300 restaurants in

Australia. This differs from her role as first assistant manager in that she now has to look and

plan long term rather than manage the day to day operations of a single restaurant and she

also has to be a leader to and be responsible for the careers of thousands of people rather

than just her small team at the single store.

Write 200 words summarising Cunliffe’s argument.

Cunliffe’s main argument is that the concept of management can be looked at in many

different ways. It can be looked at that everyone is a manger, managing themselves, or

managing other people and organisations. He also points out different management theories

that have been adopted in the past and how managers have to change the way they perform

their duties depending on what the interaction is that they are having. Cunliffe notes that the

scientific management theory of management which involves an autocratic decision process

and a focus on efficiency and productivity was still a major part of what was being taught in

the US in the past 2 decades while in Europe the focus had changed drastically so a view of

education that didn't only involve in creating managers with the highest efficiency possible.

Cunliffe says that when developing managers the concept of reflexivity should be an

extremely important part of what is being taught. This concept involves managing in

responsive, responsible and ethical ways and not taking for granted our social world and

how what we do on a daily basis shapes our world. One final thing he notes is that one is

always becoming a manager, he is saying that the concept of management needs to

constantly be changing in order to stay relative to society and an organisation.

What are the key issues in the case study “Challenge The Boss or Stand Down?”(max. 200


One of the main issues raised in the case study is the idea of an autocratic management

style. Frank speaks down to Tom and barks orders at him and as a result Tom is not satisfied

at work and is therefore not performing at his peak. An autocratic style of management is

part of the classical scientific style of management. It focuses on productivity and efficiency.

After the altercation in the meeting Frank orders Tom to report everything he does directly to

Frank. In doing this Tom doesn't know whether to challenge his boss or to listen to him. If

Tom knows that Frank’s ideas will not work then he either risks his job by arguing or he

accepts it, this will however prevent the company from growing and achieving the desired


Another issue raised is the idea of management training. It is made clear that Tom doesn't

have any experience in being a manager and although it is suggested to him that he seek

guidance it appear that this has not happened and as a result Tom is out of his depth.

Although management isn’t something that can be easily taught, it is something that needs

to be assisted when someone is still learning. Without a supportive mentor behind him, Tom

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would have little chance of succeeding as a manager.

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