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A brief Story of Donald Thompson

A brief Story of Donald Thompson A brief Story of Donald Thompson
Mr. Donald Thompson is the retired CEO of the Mc Donald Corporation. From July 2012 to March 2015 Donald served as the president of the Mc Donald and the chief executive officer. He had acted as the chief operating officer from 2010 to 2012. Moreover, he played the role of the president of Mc Donald USA and McDonald’s Restaurants in Canada from August 23, 2006 to January 11, 2010. Mr. Thompson has also acted as the head of national marketing of the US business in the organization. Since January 2005 Thompson played the role of executive vice president of the company and as the chief operating officer at McDonald's USA, LLC since January 2005.
 While serving as an Executive Vice President and innovation orchestration leader for McDonald's Restaurant Solutions Group Thompson was in charge of integrating establishing, and orchestrating McDonald's innovation pipeline to drive the business while in leadership, he provided ways that were used to identify and capitalize on new growth opportunities. This included including managing R&D, McDonald’s organization, concept development, and menu management functions. Additionally, Thompson has served as the president of various restaurants in different regions.Apart of acting as a president of various departments, Donald also served as Staff Director for the quality development department since 1993 and Project Manager since 1991 and. He also directed operations for the Denver Region of McDonald. Previously before joining McDonald Corporation, Donald worked as an Engineer Specialist in the Defense Systems Division of the Northrop Corporation. He has acted as a Trustee of Purdue University since July 7, 2009 and a member of the San Diego Ronald McDonald House Charities Board of Directors. He holds membership in the Economic Club, Civic Committee of the Commercial Club, the Arthur M. Brazier Foundation, and World Business Chicago. He held a degree in Science in Electrical Engineering from Purdue University and was awardedDoctor of Science from Excelsior College in Albany, New York in July 2008.
 

Apart of acting as a president of various departments, Donald also served as Staff Director for the quality development department since 1993 and Project Manager since 1991 and. He also directed operations for the Denver Region of McDonald. Previously before joining McDonald Corporation, Donald worked as an Engineer Specialist in the Defense Systems Division of the Northrop Corporation. He has acted as a Trustee of Purdue University since July 7, 2009 and a member of the San Diego Ronald McDonald House Charities Board of Directors. He holds membership in the Economic Club, Civic Committee of the Commercial Club, the Arthur M. Brazier Foundation, and World Business Chicago. He held a degree in Science in Electrical Engineering from Purdue University and was awardedDoctor of Science from Excelsior College in Albany, New York in July 2008.

Leadership style
There is the authoritative style where the leader mobilizes his or her team members towards a common goal or objective that is to be achieved but leaves to them to decide on the method to use to reach the destination. The style works best when the team leader is working with team members who have more knowledge and skills than him. This style is crucial because, in an organization, situations may change but as long as the team members have a clear vision of what they are expected to achieve they use all means to reach the goal.
The pacesetter style. Here the leader of the organization acts as a model to their other employees in the company. The method works best when the team is already motivated and skilled, and the head is needed for quick feedback. However, the style may limit innovation in an institution as it may overwhelm the team members.
The affirmative style emphasizes mainly on teamwork. In this type of leadership, harmony is ensured in the group through direct connection of the employees. The style helps in improving communication among employees and creating trust. In this form, the employees take the priority followed by their leaders. In the coaching style, the director prepares the employees for the future. The leader aims at helping his employees develop certain skills and acquire knowledge. It helps in connecting individual goals with organizational objectives. The styles, however, can backfire if it is perceived as micromanaging by the employees.
In the democratic style, the leader draws up individual skills and knowledge and initiates commitment towards the resulting goal. It works best when the direction of an organization is unclear. Here the team members own up and handle any decision or activity they carry out hence they are committed. The style is not effective or advisable when it comes to emergency situations. The commanding style also exists in organizations. It is most applicable in case of emergency. Here the coercive head demands immediate conformity. The style also helps in controlling a problem teammate when every other alternative has failed. However, this style of leadership should be avoided as it alienates the teammates from the leaders and hinders innovation.
Thompson believed in training his leaders to better their skills. He applied the coaching style. When he was promoted as the CEO of the corporation, Donald was involved in training the employees so as to better their skills and meets the organization objectives. He also applied the democratic style of leadership where the employees were to manage themselves and use their desired means as long as they met the goals of the organization. This made him become famous and was adored by many employees. Donald also acted as a pacesetter to his fellow leaders in the company. He led by example as he was hardworking and ready to learn. He also encouraged teamwork as the CEO of the organization that is the affirmative style of leadership. He urged members of various departments to work together and have the team goals apart from the corporation objectives. Thompson applied the commanding style of leadership at the end of his leadership in the organization. The company was faced with crisis as there was a decline in the market share, and their stock was falling. This forced him to take upa the style. However, this did not save him or the organization as he was later replaced.
Read 1044 times Last modified on Thursday, 11 June 2015 04:29
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You are here: Home Blog A brief Story of Donald Thompson