Prior to completing this assignment, review your prior research on the company (McDonald’ s) you selected for research in this Week’s Environmental Scanning interactive assignment. Also watch the video How to Perform a SWOT ‘Analysis (Links to an external site.) (2016). In approximately 250 words,
Describe the company’s history, products, and major competitors by accessing the Mergent Ashford University Library online database which offers company financials, descriptions, history, property, subsidiaries, officers and directors and by accessing the Business Insights database. (View the Getting Started With Mergent and Business Insights: Global documents for suggested methods of searching Ashford University Library databases generally as well as specific advice for searching these two databases).
Assess the financial performance and condition of the organization.
Next, conduct a SWOT analysis using the SWOT Analysis Template. Detail the strengths, weaknesses, opportunities, and threats that may affect the organization. Copy and paste the completed table from the template into your SWOT analysis paper.
In the evaluation portion of your paper of your SWOT analysis:
Describe the specific areas that indicate a need for change.
Determine what changed objectives, or newly implemented interventions, are required to improve the company’s position within its market.
Assess the trending performance of the company and provide recommendations for improvement.
There are other contingency theories that provide a more continuum based approach such as Redding’s theory of leadership and management, however Fielder’s description of how situational factors affect the leadership style required for the situation is extremely useful in understanding the fundamentals of leadership (Pettinger, 2007). Chelladurai in his Multi Dimensional Model of Leadership, expands on much of Fiedler’s theory but in a continuum based approach, in which the leader can adapt their leadership style to fit the situation (Chelladurai and Madella, 2006). Chelladurai’s theory is taken from sports psychology but can be applied to an organisational scenario. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model. The one limitation of Chealldurai’s model is that it assumes the leader is in a position of complete positional power over the group, and can implement any leadership style of their choosing without constraints. Positional power is the authority and influence a leader has over a group, if the leader has positional power, they will be able to implement the leadership style they best see fit for the situation. Positional power cannot be measured or quantified, making it highly ambiguous and hard for a leader to understand whether they have it or how th>GET ANSWER