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Control through technology and automation

This is the final feature of McDonaldization which emphasizes on the implementation of automated systems to replace the mundane processes performed by the human workforce. This feature is closely associated with predictability and efficiency features discussed above. The major causes of uncertainties and inefficiency in rationalization systems are the people served by the systems as well as the people working within the system. Both the employees and the customers are controlled by the system. Customers encounter several product ads upon arriving at the McDonald’s restaurants.

These strategies are employed by companies to limit the customer’s options and consequently influence the choice they are likely to make. Upon making their choices and ordering the products, the customers settle down on uncomfortable benches enclosed by loud colors which ensure that they leave the restaurant within the shortest time possible. The use of warm colors results into increased turnover. The employees of the corporation are trained on how to specifically perform repetitive tasks on a daily basis.

This eliminates the need for critical thinking and thereby ensures effective control of the employees by their employers. The principle of McDonaldization also wield control of the rationalization process through the use of technology which replaces the mundane

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asks performed by the human workforce. Since people are more prone to mistakes than machines, the utilization of technology employed by McDonaldization ensures that the resulting products are consistent (Ritzer, 106) Impacts of McDonaldization of the global economies

The principle of McDonaldization has been of significance in the successes history of many global businesses. It has impacted on the culture, businesses and practices of many nations. For instance, in Hong Kong, the spread of McDonaldization has helped in the sanitation of most restrooms across the city. As a result the cleanliness exhibited by McDonald’s has been replicated by many companies in order to complete with the global popularity of the McDonald’s (Keel, 26). The introduction of McDonaldization in Moscow brought about the concept of smiling service previous unthought-of in the region.

The four features of McDonaldization impacts positively in many industries. In Korea for example, the establishment of McDonald’s brought about the concept of ordering food through orderly fashions which resulted into increased efficiency as opposed to the customary practices which were associated with mobbing the counters (Feine, 26). The efficiency feature of McDonaldization is evident in many business industries as shopping for products have been streamlined throughout the business realm.

The emergence of shopping complexes and malls during the 20th century is a clear evidence of this point. These malls allow customers to visit as many stalls as possible in order to enjoy quick services provided by the various businesses. From the point of view of calculability, many businesses have employed emphasis on product quantity rather than quality. The rapid growth of information technology has also assisted companies in increasing calculability of their stocks and turnover rates (Ritzer, 50).

Despite the positive impacts of the principle of McDonaldization, the society has been harmed by this development. In University education in particular, there has been concern about the overwhelming increase in the class sizes. Even though these large classes might be considered efficient by the universities because they can be handled using few teachers and limited resources, they are disadvantageous to students as they do not receive close attention. The principle of calculability which emphasizes on quantity adversely affects the quality standards.

The principle of control also impacts negatively on the society. This has been predominantly evident in the health industry where the physicians have lost control over the necessary procedures. Doctors often tend to conform to regulations and rules established by HMOs (Kellner para15). Conclusion The global spread of the principle of McDonaldization has been rapid during the 20th century. The four features of this principle namely efficiency, predictability, control and calculability have increasingly become evident in the modern society.

However, despite the numerous positive impacts of McDonaldization, it will become more interesting to observe how the future application of these principles are perceived by regions, organizations and businesses as a result of the challenges posed by the negative impacts.

Work Cited:

Feine, Paul. McBastards: McDonald’s and Globalization. Paper presented at the Liberty and Society Seminar of the Centre for Civil Society. Ccaindia. org. Centre for Civil Society. 5 Apr. 2008. Germain, Gilbert G. A Discourse on Disenchantment: Reflections on Politics and Technology. Ed. Philip Green.

SUNY Series in Political Theory: Contemporary Issues. Albany: State University of New York Press, 1993. NetLibrary. OCLC. University of Texas Libraries, Austin, TX. 5 Apr. 2008. Keel, Robert. Sociology 1010. Course home page. 10 July 2007. Dept. of Sociology, U of Missouri, St. Louis. 6 Apr. 2008. Kellner, Douglas. Theorizing/Resisting McDonaldization: A Multiperspectivist Approach. Retrieved March 25th, 2009 from http://www. arasite. org/kellonmcd. htm Leidner, Robin. Fast Food, Fast Talk, Service Work and the Routinization of Everyday Life. 1993. Berkeley: University of California Press, 1993.

Rpt. in the McDonaldization of Society. By George Ritzer. Rev. New Century ed. Thousand Oaks, CA: Pine Forge, 2004. 14. McDonald’s Corporation. 2006 Annual Report. Oak Brook, IL, 2007. 5 Apr. 2008. Ritzer, George. The McDonaldization of Society. Ed. Jerry Westby. Rev. New Century Ed. Thousand Oaks, CA: Sage Publications, 2004. Turner, Bryan S. Max Weber: From History to Modernity. New York: Routledge, 1993. Ebook Library. University of Texas Libraries, Austin, TX. 4 Apr. 2008. Usatoday. com. McDonald’s could Employ Call Centers to Handle Drive-Thru. USA Today 11 Mar. 2005.

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