Strategic Development and Expansion of McDonalds

Uden, et al. (2013) argue that this element revolves around comprehending the strategic level of an organisation particularly in terms of environment and more so the impact of both internal and external environment in relation to the activities that the organisation involves itself in. For instance, McDonald’s is a chain of fast foods restaurant in the U.K and other parts across the globe. Moreover, it gives an analysis of the resource strength of the organisation, associates of the organisation and their impact on the current and future position of the organisation. Tomlinson and Murdick (2000) say that the analysis acts as the main influences on the wellbeing of the organisation in both current and future endeavor. Of importance to note is that the influence brought about by this analysis is based on the environment, resources and expectations from diverse stakeholders (Deephouse, 1999).
First, it is indispensable to comprehend the main environment that an organisation operates within a given strategy as this plays a huge role in the overall management of the organisation (Tomlinson &amp. Murdick, 2000). Essentially, the environment of any organisation is ranked within the aspects of social, economic, political and technological grounds. McGrath and Macmillan, (2005) argue that once these aspects are put into scrutiny, they tend to give the effects that are supposed to be interpreted by the organisation for proper strategic management.
Secondly, it is crucial that the organisation does a self-evaluation to determine its level of resource capabilities. Bruce (2008) argues that this could be achieved by going through its strengths and weaknesses to clearly establish its competitive advantage and / or disadvantages. In most cases, the understanding of organisation resources comprises of its strength or weakness in management, finance, and products (Stelzner, 2011).
Thirdly, the organisation should be aware of the expectation of the stakeholders (McGrath and&nbsp.Macmillan, 2005). &nbsp.