STUDENT’S NAME : FREDDY BUGANG

I/C NO : 780808-13-5099

PROGRAMME : PROFESSIONAL MASTER IN BUSINESS

ADMINISTRATION (PMBA)

CLASS DATE : 19 & 20 OCTOBER 2024

INTAKE DATE : OCTOBER 2024

MODULE : ORGANIZATIONAL BEHAVIOUR

TRAINER’S NAME : MISS ROSALIND JOYCE

CENTRE : ATC KAJANG

OVERALL MARK
(Fill up by Trainer)

QUESTION MARK

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TOTAL (30%)

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QUESTION 1

Describe some ways of resolving conflicts in the workplace.Provide relevant examples using any of your
own experiences in the past or present situation. (10 marks)

Answer:

Introduction
Conflict is an unavoidable and inherent aspect of any organizational environment, arising from
differences in perspectives, communication styles, personalities, or values among team members.
Although conflict frequently carries negative connotations, it also has the potential to be highly
constructive when managed appropriately. When handled with effective strategies, conflict can foster
creativity, enhance interpersonal relationships, and promote collaborative problem-solving. These
outcomes not only contribute to a more dynamic and innovative workplace but also drive improvements
in organizational processes and overall team cohesion.

However, when left unresolved or managed inadequately, conflict can have adverse consequences,
leading to a host of issues, including employee dissatisfaction, diminished morale, and reduced
productivity. Such impacts can hinder organizational performance and contribute to an unhealthy
workplace environment. Recognizing the dual nature of conflict is, therefore, crucial for managers aiming
to harness its benefits while minimizing potential drawbacks.

In my capacity as a Department Manager (Customer Experience) at McDonald's Malaysia, I have

encountered and navigated a diverse range of workplace conflicts, from interpersonal disputes to cross-
functional misunderstandings. Through these experiences, I have applied multiple strategies to resolve
conflicts effectively, drawing on both practical techniques and theoretical insights. This paper seeks to
analyze and evaluate several approaches to conflict resolution, supported by relevant theories from
organizational behavior. By integrating these theories with practical examples from my professional
experiences, I aim to provide a nuanced perspective on managing workplace conflict to foster a more
cohesive and productive work environment.

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Understanding Workplace Conflict
Workplace conflict is a multifaceted issue that impacts organizations at various levels, often arising from
a range of interpersonal, intrapersonal, and organizational dynamics. These conflicts are broadly classified
into three main types: interpersonal, intrapersonal, and organizational conflicts. Each type carries unique
challenges and requires distinct management strategies to ensure that the outcomes are constructive rather
than disruptive.

Interpersonal conflict is the most prevalent form in organizational settings, typically emerging from
differences in personal values, perceived roles, communication styles, or expectations between colleagues.
Such conflicts may arise from misinterpretations, unmet expectations, or diverse personalities and
working styles. If left unresolved, interpersonal conflict can lead to decreased morale, diminished team
cohesion, and reduced productivity, which ultimately affects the organization’s goals and overall work
culture. However, when managed effectively, interpersonal conflicts can drive positive change, enhance
mutual understanding, and foster an environment conducive to professional and personal growth. As
highlighted by Robbins and Judge (2017), positive conflict management can significantly benefit team
dynamics, strengthen communication, and improve job satisfaction among employees, transforming
potential discord into opportunities for collaboration and innovation.

Intrapersonal conflict, on the other hand, involves an internal struggle within an individual, often due to
conflicting personal goals, professional responsibilities, or ethical considerations. This type of conflict can
emerge from role ambiguity, overwhelming job demands, or a misalignment between personal values and
organizational expectations. Intrapersonal conflict, while less visible than interpersonal conflict, can be
equally disruptive, leading to stress, job dissatisfaction, and even burnout if not properly addressed.
Organizations that provide resources such as counseling services, professional development opportunities,
and clear role expectations can help employees navigate these internal conflicts, enhancing individual
well-being and fostering a supportive work environment.

Lastly, organizational conflict occurs at a systemic level and often stems from structural issues within the
organization, such as resource allocation, hierarchical disputes, or differences in departmental goals.
Organizational conflict can have wide-ranging implications, affecting multiple teams and even
influencing the organization’s strategic direction. When organizational conflict is approached

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constructively, it can prompt critical discussions on resource management, operational improvements, and
policy adjustments, ultimately contributing to the organization’s long-term success and adaptability.

In my experience, organizations that invest in constructive conflict resolution strategies; such as

mediation, open communication channels, and clear conflict management policies; often witness
enhanced performance and a more harmonious work environment. By fostering a culture that views
conflict as an opportunity for growth, rather than a setback, organizations can empower employees to
address issues proactively, which not only improves individual well-being but also drives collective
achievement and organizational resilience.

A. Open Communication and Active Listening

Establishing open communication and actively engaging in listening are essential strategies within
effective conflict resolution frameworks, particularly in dynamic organizational settings. Open
communication fosters a workplace environment where employees feel secure in voicing concerns
without fear of reprisal or judgment. This openness is vital for reducing misunderstandings, cultivating
trust, and ensuring productive collaboration. According to Robbins and Judge (2017), “Open
communication reduces the potential for conflict by ensuring that misunderstandings are addressed
before they escalate.” Thus, proactively fostering a culture of transparency and mutual respect can
mitigate tensions and create a more harmonious working environment.

In my professional experience, a notable instance of applying these principles involved a conflict between
two crew members during a peak lunch period. The root of the issue lay in one crew member’s perception
that their colleague was not contributing equally to shared responsibilities, leading to frustration and a
noticeable dip in team productivity. To address this, I implemented an open communication session,
providing a structured yet supportive space for both crew members to articulate their viewpoints.
Throughout this dialogue, I utilized active listening techniques to ensure that each crew member felt
genuinely heard and respected. By clarifying misunderstandings and facilitating an understanding of each
other’s perspectives, we were able to collaboratively resolve the issue. The outcome not only alleviated
immediate tensions but also enhanced collaboration and morale for future shifts, reinforcing the value of
open communication as a proactive tool for team cohesion.

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Example Application
In this particular scenario, one crew member perceived that their peer was shirking responsibilities,
particularly during times of heightened customer demand. By facilitating an open forum where both crew
members could freely express their concerns, I encouraged a constructive exchange that fostered mutual
understanding. Through this open communication process, the crew members recognized the need for a
more balanced approach to task distribution during peak hours. Together, they devised an equitable task
allocation plan, which led to smoother operations, improved team efficiency, and a reinforced sense of
accountability and teamwork.

Scholarly Insight
The benefits of open communication extend beyond immediate conflict resolution, contributing to a long-
term culture of trust and respect. Robbins and Judge (2017) emphasize that open communication serves as
a critical platform for fostering trust, creating avenues for conflict resolution before issues have the
opportunity to escalate. Furthermore, Thomas and Kilmann (2008) highlight that active listening not only
strengthens problem-solving capabilities but also encourages mutual understanding; both of which are
fundamental components in successful conflict resolution strategies. The integration of active listening
with open communication facilitates collaborative engagement, enabling employees to address conflicts
constructively and enhance overall team dynamics.

B. Collaboration and Problem-Solving

Collaboration as a conflict resolution strategy emphasizes a cooperative and inclusive approach, aimed at
achieving win-win solutions that address the diverse interests of all stakeholders involved. Unlike
competitive or compromising approaches that may lead to one-sided outcomes or temporary fixes,
collaborative strategies shift the focus from simply resolving an immediate issue to fostering long-term
cohesion and mutual understanding within the team. Rahim (2011) posits that collaborative conflict
resolution is instrumental in cultivating sustainable solutions by encouraging trust, cooperation, and open
communication among team members. Through this approach, organizations can develop a culture of
inclusivity, where each member feels valued and engaged in the resolution process, which can have
positive impacts on both individual and group performance.

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In my experience, collaboration has proven to be highly effective in managing task-related conflicts,
particularly when workload distribution becomes a source of contention, especially during peak
operational hours. For instance, during high-demand periods, such as lunch or dinner rushes, task
allocation in the drive-thru and service areas would often lead to disagreements about workload fairness.
Recognizing the potential impact of these conflicts on team morale and efficiency, I implemented a
structured, team-based approach to address the issue. This involved facilitating pre-shift briefings where
crew members were encouraged to collaboratively discuss and devise task rotation schedules. These
briefings provided a platform for all crew members to share ideas and suggest workflow improvements,
leading to a sense of shared ownership over daily operations.

The collaborative task rotation model enabled crew members to autonomously manage their workload
distribution, resulting in more equitable task allocation. As a result, team performance improved, and
crew members reported increased job satisfaction due to the perceived fairness and inclusivity of the
approach. By empowering the team to engage in collaborative problem-solving, the organization was able
to establish a more positive and cohesive working environment, which, in turn, enhanced operational
efficiency during peak times.

Example Application
A practical application of this collaborative approach occurred during conflicts over drive-thru task
assignments in high-traffic periods. To address these conflicts, I encouraged crew members to jointly
develop a rotation schedule that equitably distributed high-stress tasks. This collaborative strategy not
only reduced tensions among crew members but also significantly improved overall team morale and
operational productivity. By involving crew members in the problem-solving process, we were able to
achieve a balanced workload distribution, highlighting the effectiveness of cooperative approaches in
resolving workplace conflicts and boosting collective performance.

Scholarly Insight
Lewicki, Barry, and Saunders (2016) underscore that collaborative conflict resolution aligns closely with
the principles of integrative bargaining, an approach in which all parties work together to identify and
pursue mutually beneficial outcomes. Integrative bargaining fosters a creative and inclusive atmosphere
that enables participants to generate innovative solutions to shared challenges. By emphasizing a

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"both/and" rather than an "either/or" perspective, collaborative approaches contribute to long-term
stability and positive dynamics within the workplace, as they cultivate a culture of respect, inclusion, and
shared responsibility. This alignment with integrative bargaining not only enhances team cohesion but
also strengthens the foundation for ongoing trust and cooperation among team members, establishing a
more resilient and harmonious work environment.

C. Mediation by a Neutral Party

Mediation is an invaluable conflict resolution strategy that introduces an impartial third party to assist
conflicting employees in reaching a constructive and mutually agreeable solution. This approach is
especially effective when emotional tensions have escalated to a point where the involved parties find it
challenging to communicate effectively or achieve resolution independently. In such cases, a mediator can
foster a respectful, structured dialogue, encouraging participants to voice their concerns and explore
potential resolutions collaboratively. By guiding the discussion, the mediator enables employees to
understand each other's perspectives, thereby mitigating emotional biases and promoting cooperative
problem-solving.

In a practical example, a recent conflict arose between two Guest Experience Leaders (GELs) tasked with
promoting the "Parties@McD" initiative for the month. Both GELs were enthusiastic about leading the
initiative, believing that their individual approaches would be more effective in enhancing customer
engagement and attracting new patrons. However, their competitive desires to lead the promotion
gradually created friction, as each GEL became invested in advocating for their strategy. This
disagreement began to affect team dynamics, with other event crews (STAR) increasingly aligning with
one side or the other, ultimately impacting overall team morale and productivity.

In my role as a neutral mediator, I facilitated a mediation session to address this conflict. First, I provided
a space where each GEL could openly express their motivations and specific ideas for leading the
promotion. Through structured dialogue, both individuals had the opportunity to listen actively to each
other’s perspectives, allowing them to better understand the merits of each other's promotional approaches.
By encouraging open communication, I helped them see how they could integrate their unique strengths
rather than compete against one another. This mediation session led to a collaborative solution: the GELs

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agreed to co-lead the initiative, distributing responsibilities in a way that leveraged each of their
distinctive skills to enhance the promotion. This resolution not only diffused the immediate tension but
also reinforced a sense of teamwork and mutual respect within the broader team, positively influencing
team morale and cohesion.

Example Application
The conflict between the two GELs regarding the leadership of the "Parties@McD" promotion
underscores the effectiveness of mediation in addressing workplace disputes. By facilitating a structured
session that emphasized open dialogue and collaboration, I was able to guide both GELs toward a shared
solution, enabling them to integrate their individual ideas into a cohesive promotional strategy. This
intervention not only resolved the specific conflict but also strengthened the relationship between the
GELs, positively impacting team morale and reinforcing a culture of collaboration within the team.

Scholarly Insight
Research supports the benefits of mediation in workplace conflict resolution, as it provides a platform for
conflicting parties to engage in constructive problem-solving without imposing top-down solutions.
According to Bendersky (2003), mediation empowers employees to create their own solutions, which can
enhance commitment to the outcome and foster positive working relationships. The involvement of a
mediator also serves to de-escalate emotional tensions, creating a structured environment conducive to
open communication and mutual understanding. This process helps reduce adversarial mindsets, enabling
employees to move beyond conflict and toward collective success.

D. Compromise and Negotiation

Compromise serves as a strategic conflict-resolution tool often utilized when two parties hold valid but
conflicting viewpoints, necessitating mutual concessions to reach a middle ground. This approach is
especially valuable when time constraints require a swift resolution, or when the issues at hand are of
moderate importance. By finding a balanced solution, compromise ensures that each party feels their
perspectives and interests are acknowledged, even if the final outcome does not completely fulfill either
party's original desires. However, the value of compromise lies in its ability to foster collaboration and
mutual respect, enhancing overall group cohesion and productivity.

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A practical example of compromise occurred within our team during a disagreement between two Guest
Experience Leaders (GELs) over the allocation of responsibilities for managing customer complaints
under the "Just Tell Us" (JTU) program. One GEL expressed frustration, feeling overwhelmed by the
consistent demands of handling complaints, while the other GEL showed an eagerness to gain more
experience in customer interaction. Recognizing the potential for a mutually beneficial resolution, I
facilitated a negotiation between them, allowing both parties to share their perspectives and expectations.

In this negotiation, I proposed a compromise where the two GELs would split the JTU responsibilities by
taking turns across different parts of the shift. The first GEL would manage complaints during the initial
part of the shift, with the second GEL taking over later. This arrangement balanced their workload and
allowed each GEL to engage in a meaningful way with the JTU responsibilities. The negotiated outcome
not only alleviated individual stressors but also fostered a sense of fairness and teamwork, strengthening
their working relationship. This approach promoted a more streamlined and harmonious handling of
customer complaints, contributing positively to the team’s morale and efficiency.

Example Application
In practice, the compromise entailed allocating responsibilities so that one GEL would manage customer
complaints during the initial part of the shift, while the other GEL assumed this role for the remainder.
This division of duties relieved the feeling of being overburdened for the first GEL while offering the
second GEL the desired opportunity to gain firsthand experience in handling customer concerns. As a
result, both GELs experienced reduced frustration, and the task division maintained a balanced approach
to their workload, ultimately enhancing the quality of customer interactions by ensuring continuous and
enthusiastic engagement with the JTU program.

Scholarly Insight
According to Thomas and Kilmann (2008), compromise is an effective conflict resolution strategy,
particularly when both parties must relinquish certain positions to achieve an agreeable solution. While
compromise does not typically yield an ideal outcome for either side, it facilitates a fair and respectful
resolution that addresses both parties' core interests. This strategy promotes a collaborative work
environment where diverse perspectives can coexist and constructive negotiations are valued. By
implementing compromise in team settings, organizations can build a culture of mutual respect and

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adaptability, which is essential for navigating complex interpersonal dynamics and maintaining overall
organizational harmony.

E. Establishing Clear Policies and Expectations

Establishing clear policies, guidelines, and expectations is a proactive and strategic approach to conflict
prevention within organizations. By meticulously defining roles, responsibilities, and performance
standards, organizations can significantly diminish the potential for conflicts that often arise from
misunderstandings or ambiguities in job functions.

In my experience at McDonald’s Malaysia, I have consistently implemented the Station Observation

Checklist (SOC), which serves as a structured framework detailing the specific roles and duties of crew
members during peak operational hours. This systematic approach provides clear guidelines that not only
minimize confusion among crew members but also facilitate a seamless workflow. By preemptively
addressing potential sources of conflict, the SOC contributes to a more harmonious workplace
environment where crew members understand their individual contributions to the team’s success.

The implementation of the SOC has proven effective in various high-pressure scenarios, where the risk of
miscommunication is heightened. For instance, during busy meal periods, the checklist delineates each
crew member's responsibilities; ranging from order taking and food preparation to customer service and
cleanliness. This clarity reduces ambiguity and fosters accountability, allowing crew members to operate
with a shared understanding of their roles. As a result, conflicts are mitigated, as crew members are less
likely to step on each other's toes or engage in disputes over task responsibilities. The reinforcement of
these expectations consistently has enabled the team to function cohesively and efficiently, ultimately
enhancing customer satisfaction and operational effectiveness.

Example Application
The practical application of the Station Observation Checklists has been instrumental in clarifying the
specific responsibilities of each crew member. By effectively reducing ambiguity during high-pressure
periods, the SOC contributes to a more organized and productive work environment. This structured
approach not only alleviates the potential for conflict but also fosters collaboration, as crew members are
more likely to support one another when they understand their individual roles and how they fit into the

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larger team dynamics. Ultimately, the proactive establishment of clear expectations serves as a preventive
measure against conflict, promoting a culture of teamwork and mutual respect.

Scholarly Insight
Scholarly research supports the notion that clarity in role definition is essential for reducing workplace
conflict. According to Tjosvold (2008), role ambiguity is a primary source of conflict in organizational
settings. When employees are uncertain about their responsibilities, the likelihood of misunderstandings
increases, leading to frustration and interpersonal tensions. By establishing well-defined roles and
expectations, organizations not only prevent conflicts from emerging but also cultivate a more
collaborative work environment. This proactive strategy aligns with the broader principles of
organizational behavior, emphasizing the importance of clear communication and defined roles in
promoting a positive workplace culture.

In summary, the establishment of clear policies and expectations is a critical component of conflict
prevention in any organization. By implementing structured frameworks like the Station Observation
Checklist, organizations can effectively reduce ambiguity, enhance operational efficiency, and foster a
collaborative atmosphere conducive to both employee satisfaction and organizational success.

Conclusion
In conclusion, conflict is an inherent aspect of organizational dynamics that, if left unaddressed, can lead
to detrimental effects on employee morale and overall performance. However, when managed effectively,
conflict can serve as a catalyst for positive change and development within an organization. Implementing
robust conflict resolution strategies is vital to fostering a harmonious and productive work environment.

Among these strategies, open communication stands out as a cornerstone of effective conflict resolution.
Encouraging team members to express their thoughts and concerns candidly can diminish
misunderstandings and facilitate a clearer understanding of differing perspectives. Additionally, fostering
a culture of collaboration is essential; it allows employees to work together toward common goals,
creating a sense of unity that can significantly mitigate conflict.

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Mediation is another powerful tool in resolving disputes. By involving a neutral third party to facilitate
discussions, organizations can ensure that all voices are heard and that a fair resolution is reached.
Furthermore, the practice of compromise; whereby parties make mutual concessions; can be instrumental
in bridging gaps and finding solutions that are acceptable to all involved.

Establishing clear policies related to conflict resolution also plays a critical role in preemptively
addressing potential issues. By outlining procedures for addressing disputes, organizations can provide a
structured approach that guides employees through the resolution process, thereby reducing anxiety and
uncertainty.

Drawing from my experience as a Department Manager (Customer Experience) at McDonald's Malaysia,

I have witnessed firsthand how the effective application of these strategies can transform the workplace
atmosphere. By prioritizing teamwork and open communication, my team has not only improved
interpersonal relationships but has also significantly enhanced our overall productivity. Such initiatives
have resulted in a more engaged workforce, where employees feel valued and empowered to contribute
their best.

Organizations that embrace these conflict resolution techniques can ultimately transform conflicts into
valuable opportunities for growth and development. By recognizing conflict as a natural part of
organizational life and addressing it constructively, companies can foster a culture of resilience and
adaptability. This proactive approach not only strengthens team dynamics but also positions the
organization to thrive in an ever-evolving business landscape.

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References
Bendersky, C. (2003). Organizational dispute resolution systems: A complementarities model. Academy
of Management Review, 28(4), 643-656.

Lewicki, R.J., Barry, B., & Saunders, D.M. (2016). Negotiation. 7th ed. New York: McGraw-Hill
Education.

Rahim, M.A. (2011). Managing conflict in organizations. 4th ed. New Brunswick, NJ: Transaction
Publishers.

Robbins, S.P., & Judge, T.A. (2017). Organizational behavior. 17th ed. Boston, MA: Pearson.

Thomas, K.W., & Kilmann, R.H. (2008). Thomas-Kilmann Conflict Mode Instrumen*. Tuxedo, NY:
Xicom.

Tjosvold, D. (2008). The conflict-positive organization: It depends upon us. Journal of Organizational
Behavior, 29(1), 19-28.

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QUESTION 2

What organizational characteristics determine corporate culture and how is corporate culture originated
and maintained? Discuss with relevant examples. (10 marks)

Answer:

Corporate Culture: Origins, Determinants, and Sustainability

Corporate culture is a multifaceted construct that embodies the collective values, beliefs, norms, and
practices which not only define an organization’s identity but also govern its operational methodologies.
This intangible yet potent framework significantly influences employee behavior, guides decision-making
processes, and ultimately drives organizational performance and effectiveness. Unlike other
organizational attributes, corporate culture is not an incidental occurrence; rather, it emerges from a
confluence of deliberate organizational characteristics and is perpetuated through various mechanisms
such as leadership practices, structural dynamics, mission articulation, recruitment methodologies, and
organizational rituals.

The origins of corporate culture can often be traced back to the foundational values and vision established
by an organization's founders or leadership team. These initial elements set the tone for the organization’s
identity and are often reflected in the organization's mission statement and strategic objectives. As such,
corporate culture evolves over time, shaped by both internal and external influences including industry
norms, competitive pressures, and socio-economic changes.

Determinants of corporate culture are diverse and interconnected. Leadership plays a crucial role in the
establishment and reinforcement of cultural norms. Leaders serve as role models whose behaviors and
attitudes are emulated by employees, thus setting a precedent for the organizational climate. Furthermore,
the structure of an organization; whether hierarchical or flat; can significantly impact communication
flows and collaboration among employees, which in turn influences the cultural dynamics. For instance, a
flat organizational structure may promote a culture of openness and innovation, whereas a more
hierarchical structure may cultivate a culture that prioritizes order and adherence to established protocols.

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The mission and vision statements of an organization serve as guiding principles that articulate its core
values and objectives. These statements not only inspire and motivate employees but also provide a
benchmark against which organizational practices can be evaluated. Recruitment practices also play a
pivotal role in shaping corporate culture, as they determine the type of individuals who enter the
organization and their alignment with the existing cultural values. By selecting candidates who resonate
with the organization's core values, organizations can foster a cohesive and synergistic culture.

Moreover, organizational rituals and traditions serve as practical manifestations of corporate culture,
reinforcing shared values and beliefs among employees. These rituals can include regular team meetings,
recognition ceremonies, and community engagement initiatives, which foster a sense of belonging and
commitment among employees. Such practices are essential for maintaining a vibrant corporate culture
that adapts to changing circumstances while remaining rooted in core values.

In this paper, I draw upon my experiences as a Department Manager (Customer Experience) at

McDonald’s Malaysia to illustrate how corporate culture is established, nurtured, and reinforced within
customer-centric operational settings. In my role, I have observed firsthand the significance of a strong
corporate culture in enhancing customer satisfaction and employee engagement. The alignment of our
organizational values with customer service excellence has created a work environment where employees
feel empowered to deliver outstanding service, resulting in improved organizational performance.

Additionally, this analysis integrates scholarly insights and established theories to provide a
comprehensive understanding of the determinants of corporate culture and the strategies for its
sustainability. By examining the interplay between leadership, structure, mission, recruitment practices,
and organizational rituals, this paper aims to elucidate the complexities of corporate culture and its vital
role in fostering a resilient and adaptive organizational environment.

Through this exploration, I intend to highlight the necessity of cultivating a robust corporate culture that
not only aligns with organizational goals but also adapts to the evolving landscape of business challenges.
Ultimately, understanding the origins, determinants, and sustainability of corporate culture is essential for
organizations seeking to thrive in an increasingly competitive and dynamic marketplace.

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A. Leadership Style
Leadership style represents a crucial determinant of corporate culture, profoundly influencing the
behaviors, values, and norms that define an organization. Leaders play an integral role in shaping the
organizational environment by establishing expectations and modeling behaviors that align with the
company's mission and vision. Various leadership styles, ranging from autocratic to democratic to
transformational, each leave a distinct imprint on organizational culture, impacting how teams interact
and function.

Leaders serve as role models, shaping the collective actions and attitudes of their teams through their
behaviors and decision-making processes. This influence can either cultivate an atmosphere of
collaboration and trust or create barriers that hinder employee engagement and performance. For instance,
an autocratic leadership style, characterized by unilateral decision-making and limited input from team
members, may stifle creativity and diminish morale. In contrast, a democratic leadership style fosters
inclusivity and encourages participation, which can lead to higher levels of employee satisfaction and
motivation.

Example from McDonald’s Malaysia

At McDonald’s Malaysia, the leadership style adopted within customer-facing roles tends to align with a
participative approach. This style emphasizes open communication and collaboration among employees,
thereby fostering a sense of belonging and ownership within the team. As a Department Manager, I
prioritize involving my crew members in discussions related to service improvement and operational
efficiency. By actively seeking and encouraging feedback and innovative ideas from my crew members, I
empower them to take initiative and contribute meaningfully to the organization.

This participative approach not only enhances crew member engagement but also aligns seamlessly with
McDonald’s global customer-first culture. By empowering every crew member to play a role in
enhancing the customer experience, we cultivate an environment where crew members feel valued and
motivated to deliver exceptional service. This alignment between leadership style and organizational
culture not only enhances operational effectiveness but also reinforces a collective commitment to
customer satisfaction.

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Scholarly References
According to Schein (2010), leadership is fundamental in the creation, transmission, and transformation
of organizational culture. Leaders not only model expected behaviors but also set the standards that shape
the core values of the organization. Furthermore, Kotter and Heskett (1992) posit that effective leadership
is pivotal in creating adaptable, performance-oriented cultures that sustain employee engagement and
foster long-term success. Their research underscores the importance of a leadership style that is
responsive to the needs of employees, thereby promoting a culture of collaboration and innovation.

To summarize, the impact of leadership style on corporate culture cannot be overstated. By adopting a
participative approach, leaders can significantly influence employee engagement and organizational
performance, creating a workplace environment that is conducive to success. The case of McDonald’s
Malaysia exemplifies how a leadership style that prioritizes collaboration and open communication can
effectively align with organizational goals and enhance the overall employee experience.

B. Organizational Structure
The configuration of an organization; including its hierarchy, roles, and communication flow; profoundly
impacts its corporate culture. Organizational structure is not merely a reflection of reporting relationships;
it fundamentally shapes the dynamics of interaction among employees, influences decision-making
processes, and ultimately affects organizational performance. The structural design determines the levels
of formalization, centralization, and flexibility, which can either promote an open and innovative culture
or reinforce traditional and hierarchical dynamics.

A well-defined organizational structure clarifies responsibilities and expectations, establishing a

framework within which employees operate. For instance, a highly formalized and centralized structure
may limit creativity and initiative, as decision-making is confined to a small group of individuals at the
top of the hierarchy. Conversely, a decentralized structure encourages participation and empowers
employees at all levels to contribute to the organization's objectives. This empowerment fosters a culture
of trust, collaboration, and innovation, essential for adapting to rapid changes in the market environment.

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Example from McDonald’s Malaysia
McDonald’s Malaysia exemplifies a relatively flat organizational structure within its outlets. This design
facilitates the free exchange of ideas across different employee levels, promoting open communication
and collaboration. In my role within the organization, I prioritize valuing and integrating feedback from
crew members into decision-making processes. This practice not only enhances crew member morale but
also fosters an inclusive and adaptable culture that aligns with the fast-paced demands of the Quick
Service Restaurant (QSR) industry.

By leveraging the insights and perspectives of frontline crew members; those who interact directly with
customers; we can quickly identify areas for improvement and innovation. This approach ensures that our
operational strategies remain relevant and responsive to customer needs, ultimately enhancing service
delivery and satisfaction.

Scholarly Reference
The theoretical framework established by Burns and Stalker (1961) provides critical insights into
organizational structures by differentiating between mechanistic and organic models. Mechanistic
structures, characterized by rigid hierarchies and strict adherence to rules, tend to inhibit flexibility and
responsiveness. In contrast, organic structures promote adaptability and empower employees, fostering a
culture conducive to innovation and responsiveness.

In the context of fast-paced sectors such as the QSR industry, this concept is particularly vital. The
structural flexibility inherent in organic models can significantly enhance service delivery and customer
satisfaction. By creating an environment where employees feel empowered to voice their ideas and
contribute to decision-making, organizations can cultivate a culture that not only meets the challenges of
today’s dynamic market but also positions them for long-term success.

C. Mission, Vision, and Core Values

The mission, vision, and core values of an organization serve as the bedrock for its operational framework
and play a pivotal role in steering its strategic direction. These foundational elements not only articulate
the organization's purpose and aspirations but also significantly influence employee behavior and
decision-making processes. When effectively integrated into the corporate culture, mission, vision, and

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core values cultivate a cohesive and harmonious work environment where employees comprehend and are
energized by the organization’s objectives.

A well-defined mission statement provides clarity and purpose, establishing a clear trajectory for the
organization. The vision, on the other hand, paints a picture of the desired future, inspiring employees to
align their efforts toward a common goal. Core values function as guiding principles that dictate behavior
and action, establishing standards for how employees interact with one another and with external
stakeholders. When employees resonate with these elements, they are more likely to feel a sense of
belonging and commitment to the organization, which can lead to enhanced job satisfaction and
productivity.

Example from McDonald’s Malaysia

A pertinent illustration of the impact of mission, vision, and core values can be observed in McDonald’s
Malaysia. The organization's mission focuses on delivering quality, service, cleanliness, and value
(QSC+V), which resonates profoundly within its operational philosophy. These core values are not mere
slogans; they guide daily operations and customer interactions, reinforcing a robust customer-centric
culture that prioritizes excellence in every facet of the business.

As a Department Manager at McDonald’s Malaysia, I take pride in ensuring that these principles are
deeply embedded within my team. By actively promoting the QSC+V framework, I cultivate an
environment where employees are encouraged to uphold these values in their daily interactions. This
commitment not only enhances the quality of the customer experience but also fosters a culture of
accountability and continuous improvement among crew members. By aligning our operational practices
with the organization's mission and values, we create a consistent and high-quality customer experience
that truly reflects McDonald’s commitment to excellence.

Scholarly Reference
In their seminal work, Deal and Kennedy (1982) argue that core values are fundamental to establishing a
strong corporate culture. They assert that these values provide employees with a clear sense of purpose,
guiding their actions and decisions in alignment with organizational goals. Such alignment is critical for
cultivating a shared understanding across all levels of the organization, thereby fostering a unified and

18
resilient culture. When employees internalize the mission, vision, and core values, they become more
engaged and empowered, leading to a collaborative and innovative organizational environment.

In conclusion, the integration of mission, vision, and core values into the corporate culture is essential for
driving employee behavior and organizational performance. By fostering an environment that aligns these
elements with everyday practices, organizations can cultivate a motivated workforce that is not only
committed to achieving operational goals but also invested in the overarching success of the organization.

D. Recruitment and Onboarding

Recruiting employees whose values resonate with the organizational culture is paramount for reinforcing
and perpetuating corporate values and norms. This alignment not only fosters a cohesive workplace
environment but also enhances overall organizational performance by ensuring that all employees are
committed to the same objectives and standards. A strategic onboarding process further strengthens
corporate culture by effectively socializing new employees, equipping them with the necessary tools and
knowledge to navigate their roles, and ensuring alignment with the organization’s mission.

Example from McDonald’s Malaysia

At McDonald’s Malaysia, the recruitment strategy is designed to prioritize candidates who embody the
company’s core values, including teamwork, exceptional customer service, and integrity. The selection
process rigorously assesses candidates for these qualities, recognizing that individuals who share these
values are more likely to thrive within the company and contribute positively to its culture. This approach
ensures that new hires are not only technically qualified but also culturally compatible, facilitating a
smoother integration into the team.

The onboarding process at McDonald’s Malaysia is structured to reinforce these values through
comprehensive training programs. New crew members are trained in the operational standards that define
McDonald’s service delivery, which promotes consistency across all locations. As a Department Manager,
I play a pivotal role in facilitating this onboarding process. I emphasize customer-focused principles
during training sessions, ensuring that new crew members understand the importance of delivering
exceptional service and adopting the expected behaviors from the outset. By embedding these principles

19
early on, we cultivate a workforce that is not only skilled but also aligned with the organizational culture
and mission.

The impact of this alignment is profound. Crew members who resonate with the organization's values are
more likely to exhibit behaviors that align with corporate expectations, enhancing team dynamics and
customer satisfaction. Furthermore, by instilling these values during onboarding, McDonald’s Malaysia
ensures that new hires feel a sense of belonging and commitment to the organization from day one,
ultimately fostering long-term retention and engagement.

Scholarly References
The significance of aligning recruitment and onboarding practices with organizational culture is well-
supported in academic literature. Chatman and Cha (2003) emphasize that the process of selection and
onboarding is critical for sustaining corporate culture, positing that a strong alignment between individual
and organizational values substantially contributes to cultural cohesion. This alignment helps to create a
unified organizational identity, where employees share common goals and motivations.

Moreover, Bauer and Erdogan (2011) argue that effective onboarding serves as a crucial mechanism for
socializing employees into the organizational culture. Through a structured onboarding process, new hires
are introduced to the expected norms and behaviors, which not only clarifies their roles but also reinforces
the organization’s values. This socialization process is essential for ensuring that employees understand
and embrace the cultural expectations, leading to enhanced job satisfaction and organizational
commitment.

In summary, the integration of value-based recruitment and strategic onboarding is essential for
cultivating a strong organizational culture. By prioritizing cultural alignment in these processes,
organizations like McDonald’s Malaysia can foster a cohesive and engaged workforce that drives
organizational success.

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E. Employee Behavior and Interaction
The dynamics of day-to-day interactions among employees significantly shape and reinforce the
underlying corporate culture of an organization. Employee behavior towards one another, as well as their
engagement with customers, serves as a mirror reflecting the values and norms of the corporate
environment. Positive behaviors; such as collaboration, mutual respect, and effective communication;
serve to strengthen and enrich the corporate culture, fostering an atmosphere of inclusivity and shared
purpose. Conversely, negative behaviors, including conflict, disrespect, and poor communication, can
erode the foundation of corporate culture, leading to decreased morale and diminished organizational
effectiveness.

Example from McDonald’s Malaysia

At McDonald’s Malaysia, teamwork is not merely encouraged; it is an integral component of the
organizational culture, particularly evident during high-pressure shifts. During these peak periods, crew
members are trained to support each other actively, ensuring that service delivery remains optimal even
under stress. This collaborative approach enhances operational efficiency and contributes to a positive
working environment where employees feel valued and connected to their peers.

As a Department Manager, I recognize the critical importance of fostering collaborative efforts among
crew members. I implement recognition programs that highlight and reward teamwork, thereby
motivating employees to work together cohesively. By celebrating shared successes, I aim to cultivate an
environment that aligns with McDonald’s overarching commitment to customer satisfaction. This
commitment is not solely about serving customers effectively; it extends to creating a supportive
workplace where employees feel empowered to contribute their best.

Scholarly Reference
Martin (2002) posits that organizational culture is shaped not only by leadership practices but also by the
interpersonal dynamics among employees. The quality of these interactions plays a pivotal role in either
reinforcing or detracting from the intended corporate culture. When employees engage in positive
relationships, characterized by trust and respect, they contribute to a cohesive corporate environment that
promotes organizational goals. Therefore, fostering positive employee relationships is essential for
sustaining a robust and dynamic corporate culture.

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In conclusion, the behaviors and interactions of employees are foundational to the identity and
sustainability of an organization's culture. By promoting teamwork and recognizing collaborative efforts,
organizations like McDonald’s Malaysia can create a resilient corporate culture that thrives on positive
interpersonal relationships, ultimately leading to enhanced customer satisfaction and organizational
success.

F. Organizational Rituals and Traditions

Organizational rituals and traditions, both formal and informal, are instrumental in reinforcing corporate
culture by fostering shared experiences and instilling a sense of belonging among employees. These
practices serve as a powerful means of uniting members of the organization under a common set of values
and goals, effectively creating a strong and cohesive community. Rituals and traditions, ranging from
celebrations of milestones to routine gatherings or ceremonies, also play a crucial role in motivating
employees and nurturing their commitment to the organization. Through consistent exposure to these
cultural practices, employees internalize the organization’s values, thereby enhancing loyalty, dedication,
and alignment with the organization’s long-term mission.

Moreover, rituals provide a structured and symbolic way for organizations to acknowledge achievements,
recognize contributions, and reinforce expected behaviors. They often serve as opportunities for
individuals across all levels to participate in shared experiences, thereby breaking down hierarchical
barriers and fostering an inclusive environment. In this sense, organizational rituals contribute to shaping
not only interpersonal relationships but also the emotional landscape of the workplace. By cultivating a
space where employees feel valued and appreciated, such rituals help increase engagement, morale, and
productivity, which ultimately contributes to the organization’s overall performance and success.

Example from McDonald’s Malaysia

McDonald’s Malaysia exemplifies the effective use of organizational rituals and traditions through its
regular employee recognition programs. These programs celebrate crew member achievements,
milestones, and contributions, reinforcing a culture of appreciation that supports both individual and
collective motivation. In my role as a Department Manager, I actively ensure that these traditions are
upheld, recognizing their importance in creating a positive and energizing work atmosphere. By
consistently celebrating team and individual successes, we not only boost morale but also reinforce a

22
team-oriented culture that values appreciation, mutual support, and teamwork. This approach aligns with
the company’s values and mission, creating a workplace environment where employees feel motivated to
contribute their best efforts and remain committed to the organization.

Scholarly Reference
According to Trice and Beyer (1984), organizational rituals and ceremonies act as cultural reinforcers by
embodying an organization’s core values and offering structured opportunities for employees to connect,
celebrate, and internalize these values. They emphasize that such practices are particularly vital in large
organizations where consistent and widespread communication of shared values is essential. Rituals help
to reinforce cultural norms, making them accessible and meaningful to all members. By providing a sense
of continuity and predictability, rituals create stability within the organization, strengthening employees'
attachment to both their roles and the organization’s overarching goals.

Conclusion
Corporate culture is a multifaceted and dynamic system shaped by various interconnected factors, such as
leadership style, organizational structure, core mission and values, recruitment and onboarding practices,
employee interactions, and workplace rituals. These elements converge to foster a unified environment
where employees feel connected to the organization’s overarching goals and ethical framework. Each
component plays a strategic role in reinforcing a shared identity and purpose, which are essential for
aligning individual behaviors with corporate expectations.

Reflecting on my role as a Department Manager at McDonald’s Malaysia, I have witnessed firsthand how
these cultural dimensions serve as foundational pillars for building an organizational culture that
emphasizes customer satisfaction, teamwork, and operational efficiency. Leadership style, for instance,
sets the tone for open communication, accountability, and a collaborative spirit, while recruitment
practices ensure a consistent alignment between new hires and the company’s values. Additionally,
routine practices and rituals reinforce team cohesion and a collective commitment to service excellence.

By understanding and actively managing these cultural attributes, organizations are better positioned to
cultivate a resilient, adaptable, and purpose-driven culture that not only enhances long-term success but
also elevates employee engagement and retention. A well-crafted corporate culture becomes a strategic

23
asset, enabling an organization to respond effectively to evolving market demands while maintaining a
strong sense of identity and shared purpose among its members.

References
Bauer, T. N., & Erdogan, B. (2011). Organizational socialization: The effective onboarding of new
employees. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, Vol. 3:
Maintaining, expanding, and contracting the organization (pp. 51-64). American Psychological
Association.

Burns, T., & Stalker, G. M. (1961). The management of innovation. Tavistock Publications.

Chatman, J. A., & Cha, S. E. (2003). Leading by leveraging culture. California Management Review,
45(4), 20-34.

Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life.
Addison-Wesley.

Kotter, J. P., & Heskett, J. L. (1992). Corporate culture and performance. Free Press.

Martin, J. (2002). Organizational culture: Mapping the terrain. Sage Publications.

Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.

Trice, H. M., & Beyer, J. M. (1984). Studying organizational cultures through rites and ceremonies.
Academy of Management Review, 9(4), 653-669.

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QUESTION 3

Explain the Five Stage Model of Group Development and how important this model is for any
organization. (10 marks)

Answer:

The Five-Stage Model of Group Development: A Comprehensive Analysis

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The Five-Stage Model of Group Development, initially introduced by Bruce Tuckman in 1965 and
expanded with Mary Ann Jensen in 1977, is a widely recognized framework for understanding how teams
progress through stages of growth, from initial formation to task completion and dissolution. The five
stages; Forming, Storming, Norming, Performing, and Adjourning; help elucidate the dynamics of group
interactions, illuminating the pivotal roles of leadership, collaboration, conflict management, and
productivity. This model is instrumental for managers and leaders in facilitating teamwork, optimizing
group efficiency, and ensuring organizational success.

In this discussion, I will explain each stage of Tuckman’s model in depth, with a focus on its practical
implications within my role as Department Manager (Customer Experience) at McDonald's Malaysia. The
insights provided will be supported by academic research, showcasing how the theoretical concepts align
with real-world experiences.

A. Stage 1: Forming – Laying the Foundation for Group Development

The Forming stage represents the initial phase of group development, where individuals come together as
a team for the first time and begin the process of familiarization. During this stage, members are generally
cautious and often tentative, concentrating on preliminary introductions rather than engaging deeply in
substantive group tasks. This phase is marked by politeness and surface-level interactions, as team
members are still acquainting themselves with the team’s objectives, individual roles, and each other's
personalities. The uncertainty of this initial phase can lead members to focus on understanding the basic
structure of the group, including hierarchy and expectations, rather than fully investing in goal-oriented
efforts.

Leadership plays a pivotal role at this stage, as leaders are instrumental in setting the tone and guiding the
direction of the team. Leaders must take an active approach by clearly establishing expectations, defining
individual and collective roles, and articulating the objectives of the group. A well-defined purpose and
clear guidance help prevent misunderstandings and encourage alignment with broader organizational
goals. By providing this structure, leaders lay a solid foundation that enables team members to move into
the next phases of development with clarity and confidence.

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Application at McDonald’s Malaysia
As a Department Manager in charge of Customer Experience at McDonald’s Malaysia, I am frequently
tasked with organizing teams for promotional initiatives, such as the highly anticipated “Ayam Goreng
McD™ 3X Spicy” campaign launch. During the Forming stage, I observed that crew members who were
unfamiliar with each other’s work styles and strengths tended to be reserved, displaying classic
characteristics of a newly formed team. To address this, I provided clear, structured instructions and
outlined each crew member’s role within the project. By doing so, I ensured that crew members could
develop a mutual understanding and align their efforts towards our collective campaign objectives. This
approach also helped to alleviate any initial hesitations, facilitating a smooth transition from forming to
more collaborative phases.

Scholarly Insight
Tuckman (1965) identified leadership as a critical factor during the Forming stage, noting that leaders
must create cohesion by fostering early connections and establishing an open, structured environment
conducive to communication. Effective leadership at this stage not only promotes initial team bonding but
also helps prevent potential conflicts by aligning team objectives with organizational expectations. The
groundwork laid by leaders during this formative period is essential, as it provides the necessary
framework for teams to progress to subsequent stages of development. By facilitating trust and clarity
among members early on, leaders contribute to a cohesive and high-performing team dynamic that
ultimately supports organizational success.

B. Stage 2: Storming – Navigating Conflict and Establishing Group Dynamics

The Storming stage, as delineated in Tuckman’s stages of group development, is typically one of the most
challenging periods for teams as it is marked by emerging conflicts, differing perspectives, and the
process of individual identity formation within the group. During this phase, team members begin to
assert their viewpoints, test group boundaries, and define their roles in relation to others. Resistance to
authority or the established direction often arises as individuals explore and assert their unique
contributions and seek a sense of autonomy within the team. While the conflicts that surface during this
phase may appear disruptive, they are a crucial element in group development, as they bring underlying
issues to light, allowing for open dialogue and an improved understanding of each member’s strengths
and perspectives. The conflicts encountered in this stage provide an opportunity for groups to clarify

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goals, refine roles, and develop effective communication strategies essential for advancing to later stages
of cohesion and productivity.

Application at McDonald's Malaysia

At McDonald’s Malaysia, the Storming stage was particularly evident during high-stakes changes, such as
the implementation of the “Made for You” cooking system, which introduced a shift from pre-prepared to
customized, made-to-order meals. This significant operational change aimed to enhance customer
satisfaction but also presented challenges, as it required crew members to adapt to a new system under
time-sensitive conditions. The shift generated a divide among crew members; while some crew members
recognized the long-term efficiency and customer satisfaction benefits, others found the change disruptive,
particularly as it initially slowed down service and disrupted established workflows.

To navigate this period of uncertainty and resistance, I facilitated open discussions that allowed crew
members to voice their concerns candidly and to collaboratively identify practical solutions. These forums
encouraged crew members to share feedback, enabling the team to address hesitations and find ways to
adapt the system to better suit their daily routines. By fostering an environment where crew members felt
heard and valued, I was able to mediate tensions and realign the team with McDonald’s core mission of
delivering high-quality customer service. This approach not only mitigated resistance but also empowered
crew members to take ownership of the new system, contributing to a smoother transition and ultimately
fostering a more collaborative workplace culture.

Scholarly Insight
The dynamics observed during the Storming stage at McDonald's Malaysia align with findings in
organizational behavior research. According to Jehn and Mannix (2001), conflict within teams, when
managed constructively, can serve as a catalyst for innovation, enhancing both group performance and
cohesion over time. Constructive conflict enables teams to critically assess processes, allowing for the
refinement of practices and the emergence of creative solutions. Leaders play a pivotal role during this
stage by creating an environment where respectful disagreement is encouraged and facilitated. Effective
leaders in the Storming stage are adept at managing tensions and promoting open communication, guiding
the team toward constructive dialogue. By doing so, they help members gain clarity in their roles, foster

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mutual respect, and build a foundation of trust; key elements that enable the group to transition smoothly
into the Norming stage, where cohesion and alignment with collective goals are further solidified.

C. Stage 3: Norming – Establishing Group Cohesion

The Norming stage represents a pivotal phase in team development, marking a shift from the earlier
turbulence of the Storming phase toward increased cohesion, collaboration, and alignment. At this stage,
team members generally resolve prior conflicts, allowing for smoother, more coordinated interactions. A
sense of mutual respect and trust begins to solidify within the group, fostering open knowledge-sharing
and the establishment of group norms. These norms; often unspoken but understood; set expectations for
behavior, reinforce shared values, and promote cooperative efforts toward common objectives. Leaders
play a crucial role in nurturing this stage by recognizing positive behaviors, fostering an inclusive and
supportive environment, and encouraging accountability both at the individual and team levels. Such
leadership practices ensure that group cohesion is maintained and team morale remains high, setting the
foundation for sustained productivity and collective success.

Application at McDonald’s Malaysia

During the implementation of the “Made for You” system at McDonald's Malaysia, my team transitioned
from the initial challenges faced in the Storming phase to a more cohesive and efficient unit in the
Norming stage. With the core operational changes introduced by the new system, crew members began to
collaborate effectively, embracing streamlined practices and supporting one another in meeting our shared
objective of enhanced customer satisfaction. As the manager, I actively reinforced positive behaviors by
acknowledging and celebrating individual and group achievements, which fostered a sense of
accomplishment and strengthened team morale. I also emphasized the importance of teamwork through
consistent encouragement, promoting a collaborative culture where each crew member felt valued and
motivated to contribute. These efforts helped sustain a harmonious working environment and aligned the
team’s focus on delivering consistent, high-quality service.

Scholarly Insight
Theoretical insights into team dynamics underscore the critical importance of group norms and cohesion
in achieving high performance. Tuckman and Jensen (1977) argue that the development of shared norms
during the Norming stage is foundational for creating a cohesive and effective team. These norms

29
facilitate smoother collaboration and set behavioral standards that enhance group stability. Further,
Wheelan (2009) highlights that cohesive teams with a strong group identity tend to exhibit heightened
productivity. Managers are central to this process, as they are responsible for reinforcing group norms and
fostering an environment of open communication, which can solidify team bonds and enhance operational
efficiency. Consistent reinforcement by leaders helps to internalize these norms, ensuring that group
cohesion translates into ongoing productivity and resilience in the face of future challenges.

D. Stage 4: Performing – Achieving Optimal Efficiency

The Performing stage represents the pinnacle of team development, where members operate at their
highest level of efficiency and collaboration. At this stage, team members are highly motivated and
demonstrate a robust commitment to achieving collective goals. The hallmarks of this phase are a deeply
rooted sense of mutual trust, clear communication, and a seamless alignment toward shared objectives.
Team members are well-equipped to tackle tasks independently, minimizing the need for direct
supervision and allowing for self-managed productivity. Consequently, leaders assume a more facilitative
role, concentrating on resource allocation, providing strategic guidance, and celebrating team
achievements to sustain high morale.

Application at McDonald's Malaysia

Within the dynamic operational environment of McDonald’s Malaysia, the Performing stage is
particularly evident during intensive promotional campaigns, such as the “Ayam Goreng McD™ 3X
Spicy.” During such periods, my team consistently achieves a high level of performance by managing
their responsibilities autonomously and effectively. The result is a notable increase in customer
satisfaction, as crew members collaborate seamlessly to meet demands efficiently. As the team attains this
stage, my leadership style adapts accordingly; I transition from an active managerial approach to a
supportive one, focusing on providing the necessary resources and offering encouragement. Recognition
of individual and collective contributions is prioritized to reinforce intrinsic motivation and sustain our
high-performance levels.

Scholarly Insight
Research supports the importance of intrinsic motivation and resourceful leadership during the
Performing stage. Wheelan (2009) posits that teams reaching this level of maturity thrive on a shared

30
foundation of trust and a unified dedication to collective success. Leaders are most effective when they
adopt a facilitative role, emphasizing the provision of resources and positive reinforcement. By doing so,
they help maintain team morale and foster an environment where achievement and self-motivation drive
sustained performance. These intrinsic motivators, reinforced by a supportive leadership approach, are
critical in enabling teams to not only maintain but continually enhance their high-performance standards.

E. Stage 5: Adjourning – Reflecting and Transitioning

The Adjourning stage, introduced by Tuckman and Jensen (1977), marks the final phase of team
development, during which a group disbands after completing its primary objectives. This phase is
particularly relevant for project-based teams, as it facilitates a structured exit process that not only
concludes the group’s formal collaboration but also provides an opportunity to commemorate
achievements and process the overall experience. According to Tuckman and Jensen, the adjourning
phase serves several critical purposes: it offers closure, fosters reflection, and enables team members to
carry forward both a sense of accomplishment and insights gained from the project. By effectively
concluding the team’s work, this stage supports members in transitioning back to their regular duties or
moving on to new challenges with a strengthened sense of confidence and competence.

Application at McDonald's Malaysia

Following the successful execution of the “Ayam Goreng McD™ 3X Spicy” promotion at McDonald's
Malaysia, I facilitated a formal debrief session with the project team. This meeting was organized to
systematically review our achievements, acknowledge both individual and collective efforts, and bring
closure to the project. Through this structured reflection, crew members had the opportunity to discuss the
specific contributions they made to the promotion’s success, recognize the skills and knowledge they
applied or acquired, and consider any challenges they overcame throughout the campaign. This closure
session proved to be instrumental in reinforcing crew members’ appreciation of their role in the project’s
success. By celebrating these accomplishments, we cultivated a sense of shared pride that crew members
carried forward as they returned to their regular roles. This reflective process not only provided
immediate gratification but also contributed to enhanced morale and cohesion within the broader
organizational structure.

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Scholarly Insight
Reflection and closure are integral to the adjourning stage, as they allow individuals to critically assess
their personal contributions and collaboratively derive lessons from the team’s experiences. Tuckman and
Jensen (1977) argue that by providing structured opportunities for closure, organizations can positively
influence team members’ morale and facilitate a more seamless reintegration into their regular roles or
their preparation for new projects. Scholarly research supports the view that reflective practices, such as
debriefing and celebrating accomplishments, enable individuals to internalize both their successes and the
learning outcomes from the project. This not only promotes a sense of achievement but also contributes to
individual and organizational growth. By fostering an environment in which reflection is encouraged,
organizations empower team members to view each project as a stepping stone toward personal and
professional development.

The Importance of the Five-Stage Model in Organizations

The Five-Stage Model of Group Development, conceptualized by Bruce Tuckman, is a foundational
framework that provides critical insights into group dynamics, making it an invaluable tool for
organizations that rely on effective teamwork to accomplish strategic objectives. This model categorizes
team development into five stages; forming, storming, norming, performing, and adjourning; each of
which represents unique challenges and opportunities for growth. Understanding and facilitating
movement through these stages is essential for managers and leaders, as it enables them to proactively
address potential issues and guide their teams towards achieving optimal performance.

Within my role as a Department Manager at McDonald's Malaysia, implementing the Five-Stage Model
has proven integral to promoting a productive and cohesive work environment. For instance, during the
forming stage, I focus on clarifying team roles, responsibilities, and goals, helping crew members
establish a foundation of trust and mutual understanding. As the team progresses into the storming stage,
which is often marked by increased conflict and tension as personalities and work styles clash, the model
provides strategies for managing and resolving conflicts effectively. By fostering open communication
and encouraging constructive feedback, I help crew members navigate this challenging phase,
transforming potential conflicts into opportunities for growth and strengthening interpersonal bonds.

32
In the norming stage, where the team begins to work more harmoniously and establish norms for
collaboration, the model guides my efforts in reinforcing positive behaviors and promoting alignment
with our organizational goals. At this point, team cohesion improves as members become more
committed to shared objectives and more adept at coordinating their efforts. The performing stage;
characterized by high productivity and synergy; marks the point at which crew members are fully engaged
and work seamlessly towards achieving objectives. In this stage, my role shifts towards supporting and
empowering the team, allowing them the autonomy to innovate and excel.

The Five-Stage Model also emphasizes the adjourning stage, recognizing the need to provide closure
when a project ends or a team disbands. By acknowledging the accomplishments and individual
contributions within the team, I aim to foster a sense of achievement and motivation that can be carried
forward into future projects.

Tuckman’s model not only offers a roadmap for managing team development but also underscores the
importance of a collaborative culture within the organization. Managers who understand and apply this
model can foster an environment where teamwork thrives, innovation is encouraged, and productivity
flourishes; each of which is essential for the sustained success of the organization.

Conclusion
The Five-Stage Model of Group Development provides leaders with a structured and insightful
framework to understand and navigate the dynamic process of team evolution, spanning from initial group
formation to peak performance and, ultimately, the phase of closure. Each of the five stages; forming,
storming, norming, performing, and adjourning; presents specific challenges and growth opportunities
that require nuanced leadership strategies. These strategies involve fostering collaboration, effectively
managing conflicts, and enhancing team cohesion and productivity. Through my experiences with
McDonald's Malaysia, this model has proven instrumental in guiding leaders toward practical, evidence-
based actions that contribute to the creation of cohesive, high-performing teams that are well-aligned with
organizational goals. This model’s relevance extends beyond theoretical understanding; it offers real-
world applications that leaders can use to strengthen team dynamics, improve morale, and optimize
performance within a structured framework, thereby driving sustainable organizational success.

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References
Tuckman, B.W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384-399.

Tuckman, B.W., & Jensen, M.A.C. (1977). Stages of small group development revisited. Group &
Organization Studies, 2(4), 419-427.

Jehn, K.A., & Mannix, E.A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup
conflict and group performance. Academy of Management Journal, 44(2), 238-251.

Wheelan, S.A. (2009). Group size, group development, and group productivity. Small Group Research,
40(2), 247-262.

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