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Diplomova Prace VYSOKÉ U ČENÍ TECHNICKÉ V BRN Ě BRNO UNIVERSITY OF TECHNOLOGY FAKULTA PODNIKATELSKÁ ÚSTAV EKONOMIKY FACULTY OF BUSINESS AND MANAGEMENT INSTITUTE OF ECONOMICS ŘÍZENÍ LIDSKÝCH ZDROJ Ů U MCDONALD‘S MCDONALD'S HUMAN RESOURCE MANAGEMENT DIPLOMOVÁ PRÁCE MASTER’S THESIS AUTOR PRÁCE JAN POPELÁ Ř AUTHOR VEDOUCÍ PRÁCE PHDR. ING. JI ŘÍ POKORNÝ, CSC. SUPERVISOR BRNO 2008 Anotace Diplomová práce se zabývá problematikou řízení lidských zdroj ů v restauraci McDonald‘s. Práce je rozd ělena na dv ě části. První část je teoretická a vymezuje všechny základní pojmy. Praktická část se dále d ělí na analytickou, v níž najdeme informace o spole čnosti Baierová spol. s r.o. a návrhovou, která se zabývá dalšími možnostmi motivace a implementaci nové motiva ční metody. V záv ěru potom najdeme odhad p řínosu pro firmu a zhodnocení. Annotation Master’s thesis solves the question of human resource management in the McDonald’s restaurant. My thesis has two main parts. The first is desk study with fundamental terms. Practical part forks on first analysis part, where you can find information about the company, and second concept part, which considers about next motivation possibilities and implementation of new motivation method. In the end of the thesis you can find income estimation and complete evaluation. Klí čová slova: řízení lidských zdroj ů, motivace, franšízing, vedení lidí, systém odm ěn. human resource management, motivation, franchising, human leadership, bonus system. Bibliografická citace mé práce: POPELÁ Ř, J. Řízení lidských zdroj ů u McDonald‘s. Brno: Vysoké u čení technické v Brn ě, Fakulta podnikatelská, 2008. 93 s. Vedoucí diplomové práce PhDr. Ing. Ji ří Pokorný, CSc. Čestné prohlášení Prohlašuji, že mnou p ředložená diplomová práce je p ůvodní a zpracoval jsem ji samostatn ě. Prohlašuji, že citace použitých pramen ů je úplná a že jsem v práci neporušil žádná autorská práva (ve smyslu zákona č. 121/2000 Sb. O právu autorském a o právech souvisejících s právem autorským). V Brn ě 14. kv ětna 2008 ......................................... Jan Popelá ř Pod ěkování Rád bych pod ěkoval všem, kte ří mi pomáhali p ři vypracování diplomové práce. Především d ěkuji PhDr. Ing. Ji římu Pokornému, CSc. za jeho odborné a profesionální vedení a poskytnutí cenných rad a p řipomínek. Také d ěkuji paní majitelce firmy Baierová s.r.o. za poskytnuté informace, které byly nezbytné pro zpracování této diplomové práce. OBSAH Úvod 08 1 TEORETICKÝ P ŘÍSTUP K ŘEŠENÍ VYMEZENÉHO PROBLÉMU 10 1.1 význam řízení lidských zdroj ů 10 1.2 Historický vývoj řízení LZ 10 1.3 Vlivy, p ůsobící na řízení LZ 11 1.3.1 Vn ější vlivy 11 1.3.2 Vnit řní vlivy 13 1.4 Řízení LZ v ČR 13 1.5 Styl řízení obecn ě 14 1.5.1 Typologie styl ů a jejich vlastnosti 15 1.5.2 Individuální styl řízení 16 1.6 Motivace 17 1.6.1 Motiv 17 1.6.2 Zdroje motivace 18 1.6.3 Historie 19 1.7 Motivace a stimulace 21 1.7.1 Pracovní spokojenost 21 1.7.2 Informa ční kanály ve firm ě 21 1.7.3 Zp ětná reakce (vazba) 21 1.7.4 T ři r ůzné reakce 22 1.8 Teorie motivace 22 1.8.1 Teorie zam ěř ené na poznání motiva čních p říčin 22 1.8.2 Teorie zam ěř ené na pr ůběh motiva čního procesu 25 1.9 Manažerské strategie zvyšování motivace 26 1.9.1 Hnutí za obohacení práce 27 1.9.2 Odm ěň ování odrážejí výkon 28 1.9.3 Program poskytování zam ěstnaneckých akcií 28 1.9.4 Pružná pracovní doba 28 2 MCDONALD’S 29 2.1 McDonald’s Franchising ve zkratce 30 2.1.1 Historie 32 2.1.2 Sou časnost 34 2.1.3 Zajímavosti 34 2.2 ČR 36 2.3 P řitažlivost McDonald‘s 37 2.3.1 Efektivita 37 2.3.2 Vypo čitatelnost 37 2.3.3 Místní i časová p ředvídatelnost 37 2.3.4 Kontrola 38 2.4 Crew 38 2.5 Význam čeklist ů v systému McDonald's 39 2.6 Motivátory vs. hygienické faktory 40 2.7 Komunikace 42 2.7.1 Rap session 43 2.7.2 Crew meeting 46 2.7.3 Anketa 48 2.7.4 Rodinné odpoledne 48 2.7.5 Interní sout ěže, externí akce 50 2.8 Motivace u McDonald's 55 2.8.1 Jmenovky 55 2.8.2 McDolary 56 2.8.3 I'm lovin it club 57 2.8.4 Odm ěny pro management 58 2.8.5 Zam ěstnanecké opce na akcie McDonald's 59 3 BAIEROVÁ SPOL. S R.O. 60 3.1 Swot analýza 61 3.2 Motiva ční politika u Baierová spol. s r.o. 63 4 ZÁV ĚRY A NÁVRHY 65 4.1 Organiza ční struktura a platy 65 4.2 Bonus sytém 67 4.3 Budget 68 Přínos diplomové práce, záv ěr 70 Seznam použité literatury 71 Seznam p říloh 72 Úvod ‚‚ Manipulace je ovliv ňování za ú čelem mého osobního prosp ěchu. Motivace je ovliv ňování za ú čelem spole čného prosp ěchu.‘‘ Fred Smith Téma své diplomové práce jsem si velice pe čliv ě vybíral. Cht ěl jsem, aby m ě práce bavila, aby mi n ěco dala, abych mohl použít znalosti získané dosavadním studiem. Dále jsem cht ěl, aby práce m ěla n ějaký význam, aby k něč emu vedla, aby došlo k propojení teorie s praxí. Rozhodl jsem se proto psát o firm ě svého zam ěstnavatele, potažmo zam ěstnavatelky, Baierová spol. s r.o., majitelka restaurací McDonald’s. Vybral jsem si provozovnu McDonald’s, Heršpická 781, Brno, kde jsem jako st ředoškolák za čínal.Cílem mé diplomové práce proto není jen analýza a teoretický návrh, ale se svolením paní Baierové se mi poda řilo aplikovat m ůj návrh do praxe. Bohužel se jedná o kvartální záležitost, a proto konkrétní čísla budu mít až na konci června, pro analýzu tedy použiji m ěsí ční tržby. Tato diplomová práce je rozd ělena na dv ě základní kapitoly, kterými jsou teoretická a praktická část. V teoretické části m ůže čtená ř najít odpov ěď na otázku co je to řízení lidských zdroj ů, jeho vývoj a jednotlivé styly, motiv, motivace, management, jaký význam má kvalitní personální management ve firm ě, jak správn ě motivovat zam ěstnance.. Podkapitolu týkající se motivace jsem se snažil podrobn ěji rozpracovat tak, aby každý, kdo s lidmi pracuje, zde našel návod na to, jak s lidmi jednat, jak je motivovat a na co si dát pozor. Druhá část teoretické části se zabývá vývojem a charakteristikou spole čnosti McDonald’s ve sv ětě a v České republice, rozebírá motiva ční manuál pro Českou republiku. - 8 - Praktická část je v ěnovaná spole čnosti Baierová spol. s r.o., která je majitelem franchisingové licence McDonald’s a provozuje v Brně a okolí p ět restaurací rychlého ob čerstvení. Blíže se podíváme na systém vedení, kontrolních postup ů a dosavadní systém odm ěn. Je fakt, že to je celkem tvrdý o říšek, protože globální spole čnost jako je McDonald’s má perfektn ě zpracovaný bonus systém, plus je pot řeba dostat posv ěcení od majitele – v tomto p řípad ě majitelky – provozovny. V McOpCo restauracích ( majitel McDonald’s Czech ) by n ěco takového možné nebylo, v případ ě licen čních restaurací po schválení vedení ano. V této části provedu analýzu stávající situace, srovnání s předchozími roky a sou časn ě srovnání s druhou restaurací. V záv ěru provedu zhodnocení pr ůběhu projektu a jeho výsledku. Cílem mé práce je tedy dá se říci správným pochopením teorie motivace a pot řeb a p řání zam ěstnanc ů zvýšit zisk firmy. - 9 - 1 TEORETICKÝ P ŘÍSTUP K ŘEŠENÍ VYMEZENÉHO PROBLÉMU 1.1 Význam řízení lidských zdroj ů První definice řízení lidských zdroj ů (dále LZ) konstatují, že jeho úkolem je zabezpe čit, aby lidé v organizaci - LZ - byly využívány zp ůsobem p řinášejícím zam ěstnavateli co nejv ětší prosp ěch z jejich schopností a v návaznosti na to zam ěstnanci dostali materiální i psychologickou odm ěnu za svou práci. (kapitola 1 – 1.4 zpracována dle FAERBER, STÖWE, s.12-39) - Význam řízení LZ tkví mimo jiné v řešení d ůsledk ů organiza čních rozhodnutí pro produktivitu a podmínky, za nichž pracují zam ěstnanci podniku. - Význam a hlavní ú čel řízení LZ je v realizaci potenciálu zam ěstnanc ů a v konstataci skute čnosti, že zam ěstnanci nep ředstavují jen nutné výdaje a náklady v podnikání, ale jsou nejd ůležit ějším jměním, zdrojem konkuren ční výhody, a tedy investicí produkující významnou p řidanou hodnotu. 1.2 Historický vývoj řízení LZ - Historické a kulturní ko řeny řízení LZ mají d ůležitý vliv na myšlení. - Po čátky v ědomého řízení pot řeb člov ěka nejsou "zmapovány". Snad již prvotní obyvatelé jesky ň se museli utkat s problémem, jak co nejlépe využít "pracovní síly". I Bible zachycuje problémy s výb ěrem a zau čením lidí, které musel řešit Mojžíš (Bible svatá, Exodus, verš 20-21). - Etapy historického vývoje řízení LZ 1.etapa - za čátek 20. století: mechanocentrický p řístup Vychází z taylorismu, považuje člov ěka za sou část technického systému a objekt technického řízení. Personální práce = personální administrativa. - 10 - 2.etapa - za čátek 30. let minulého století: sociocentrický p řístup Vychází ze záv ěru vznikajícího u čení o "lidských vztazích", kde pracovník je vnímán jako sociální element, který projevuje vlastní sociální pot řeby. Personální práce = personální řízení (má však jen operativní charakter a orientuje se na vnitropodnikové vlivy). 1.etapa - 50. a 60. léta minulého století: antropocentrický p řístup Vychází z poznatku, že člov ěk je vysoce organizované, tvo řivé, pružné a nápadité "individuum", které v pracovním procesu projevuje individuální pot řeby a zájmy, zejména pot řebu uplatn ění své kreativity a participace na organizování a řízení pracovního procesu v organizaci.
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