1. Identify all the business problems at McDonald’s.

In US McDonald’s the business problems that employees experienced is

violence and sexual harassment against their customer nor individual. There are 17
plaintiffs who have been either a victim of violence or a witness to violence against
fellow employees. In which, the problem is that the landlord has failed to design its
stores to minimize violence. That McDonald’s has failed to provide proper training to
employees for how to handle conflict in its restaurants. In addition, the counters’ wide
openings and lowered height mean that it is easier for customers to walk behind or jump
on top of the counter and confront employees. That caused violence to the crew of
McDonald’s because of the poor management and not addressing their concern about
harassment.
2. What are your possible solutions to the identified problems?
The McDonald’s cooks and cashiers filed a class-action lawsuit against the
management and the 17 victims suing the company for their behavior for not actioning
their rights and concern. As for me, the possible solutions for this problem are to change
the design of stores mostly in counter areas and make the employees have proper
training in self-defense and how to handle conflict like violence. If I were in their shoes, I
would sue McDonald's in the US for not taking action of violence and I would fight for
my rights and concerns as a victim of harassment. Also, the best solution is to fire all
the management under its issue and change it with a leader who has integrity, good
management and concern for employees. As a standard employee policy of the
company, it is against my rights and the best way to overcome it is to take legal action
and give the management a lecture for their inappropriate action.
3. What is the best recommendation that you can advise to the management assuming
they hired you as consultant?
As a consultant, the best advice I can give to management is to provide relevant
information to a client by solving a client's problems through performing a diagnosis
which might also require rethinking of the dilemma, providing suggestions based on the
diagnosis and aiding with both the implementation of suggested alternatives. The
management might need my unique knowledge and up-to-date information, which even
the management may provide because the management could not have the resources
or time to generate the information itself. Managers like McDonald’s frequently assign to
complex problems that I need to address. Finding answers to such challenges is
unquestionably a respectable duty of me. However, I have a legal obligation to
determine if the problem as stated is the most pressing.
As consultant I must also inquire about the reasons why managers took certain
decisions which now seem to really be errors or neglected some elements that already
look to be critical. Even though the necessity for impartial evaluation is frequently
mentioned as a rationale for bringing in experts, including employees in the clinical
diagnosis makes perfect sense.
To summarize just what I observed, I will make specific recommendations to the
management that are a reasonable implementation plan of activities meant to solve the
identified problem. The precise role of my duty in deployment is fiercely disputed in the
profession. As consultant I will frequently request a counseling session to assist with the
implementation of a proposed new solution. Productive work on implementation
challenges necessitates a degree of confidence and understanding which is steadily
created over the interaction.