Remind the students that their charge in this exercise as “overpaid consultants” is to tell the President how locally managed franchises are measuring up to the standards of high-involvement management. It may be implied that they could be customers of some training and consultation in this approach, if they see it as a path to beating their competitors in the customer service and satisfaction games. Make sure they have it available during team deliberations. Here are those dimensions:

Selective Hiring: Large pools of applicants are built through advertising, word of mouth, and internal recommendations. Applicants are evaluated rigorously using multiple interviews, tests, and other selection tools. Applicants are selected on the basis of not only skills, but also of fit with culture and mission.

Extensive Training: New associates and managers are thoroughly trained for job skills through dedicated training exercises as well as on-the-job training. They also participate in structured discussions of culture and mission. Existing associates and managers are expected or required to enhance their skills each year through in-house or outside training and development. Often, existing associates and managers are rotated into different jobs for the purpose of acquiring additional skills. 

Decision Power: Associates are given authority to make decisions affecting their work and performance. Associates handle only those issues about which they have proper knowledge. Lower-level managers shift from closely supervising work to coaching associates. In addition to having authority to make certain decisions, associates participate in decisions made by lower-level and even middle managers. 

Information Sharing: Associates are given information concerning a broad variety of operational and strategic issues. Information is provided through bulletin boards, company intranets, meetings, posted performance displays, and newsletters. 

Incentive Compensation: Associates are compensated partly on the basis of performance. Individual performance, team performance, and business performance all may be considered. 

1. Assemble into groups of four to five. Each group will act as a separate Fastalk consulting team.
2. Think about your past visits to McDonald’s. What did you see and experience? How was the food prepared and served? What was the process? Did the employees seem to be happy with their work? Did they seem to be well trained and well suited for the work? Did the supervisor act as a coach or a superior? Your instructor may ask you to visit a McDonald’s in preparation for this exercise and/or to research the organization via the Internet or school library. 
3. Assess McDonald’s on each dimension of high-involvement management. 
4. Develop recommendations for the president of McDonald’s.
5. Reassemble as a class. Discuss your group’s assessments and recommendations with the rest of the class, and listen to other groups’ assessments. Do you still assess McDonald’s in the same way after hearing from your colleagues in the class?
6. The instructor will present additional points for consideration.