McDonaldization, McWorld

McDonaldization is a term coined by sociologist George Ritzer, intended to convey a specific type [Page 1131]of rationality emerging in the global marketplace. Following the tradition of Max Weber, who refers particularly to traditional irrational models being replaced by ends/means bureaucracies in governmental and societal functions, Ritzer uses the fast-food model of McDonald's to identify specific aspects of rationality—rules, models, regulations, and practices intended to streamline business efficiency in a global world.

The four major aspects of McDonaldization are identified as efficiency, calculability, predictability, and control. Diverse businesses such as health centers, dentists, tax preparers, exercise centers, banks, and news media are among the many pursuing McDonaldization of goods and services. Global economic, cultural, and societal ramifications and changes ensue as a result of adoption of the McDonald's model.

In the business sense, efficiency refers primarily to cutting costs and procedures in order to maximize output and profit. Processes of efficiency include simplifying rules and procedures, adopting technological innovations, optimizing distribution, decreasing waste, minimizing loss, and receiving higher output and profit using fewer and cheaper resources, including human resources. McDonald's use of technology emerged from a tradition innovated by Henry Ford's use of assembly lines and Frederick W. Taylor's science of management. Fast food is prepared in assembly-line fashion, with workers compartmentalized according to the aspect of assembly they are responsible for. One worker submerges the fries in the oil mechanically heated to a precise degree, consistent with the degree of heat in every other McDonald's worldwide. Another worker flips pre-sized and shaped burgers according to a timetable regulated by buzzers and bells. Another slaps beef on the buns and squirts predetermined amounts of condiments, while another wraps and packages. The number of the order is called out, and the customer steps up to receive the meal. The cashier punches buttons with pictures of food, and prices are automatically computed. Change is returned to the customer by computer calculation, not the cashier. Reading and math skills are minimized. Everything is automated and simplified. The restaurant does not need to hire servers, as customers place their own orders and usually bus their own tables. Worldwide, orders are prepared in the same way. Streamlining production procedures leads to lower labor costs while organizational flows maximize production.

Other aspects of efficiency developed by McDonald's place emphasis on ease of access for consumers. Meals are largely pre-prepared and limited in variety, ensuring that customers’ waits are short. Customers can even drive through in their automobiles and receive an order—without having entered the store and, instead, having interfaced through a microphone—and eat their meal in the car or later at work. Stores are open early in the morning until late at night to serve meals and coffee. Recently, McDonald's, hoping to corner the market on quick coffee, upped the quality of its coffee to attract customers used to buying gourmet coffee at places like Starbucks. In an economic climate of high unemployment and much overtime, even shift workers have access to cheap, hot food at almost all hours. Because of the cost and time factor, whole families can eat dinner in 15 minutes for under $10 without having to spend time on preparation or clean-up. Kids’ Happy Meals make it simpler to order for children, and prizes are thrown in as added inducements. Customers can count on consistent quality, low prices, and nearly instant gratification, although nutritional aspects of fast-food diets are often criticized.

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