Gestion du changement : le processus de changement dans un fast-food

The change management in companies is clearly one of the most difficult challenges to realise for organisations. Indeed, people are afraid by changes and do not like to modify their working habits, because of fears of the unknown. Today, with the pressure of the market and the changing environment, companies must implement new processes and new systems within their structure in order to be efficient and well adapted to the new challenges of their businesses. To conduct well these changes, many theories and practises exist in order to facilitate the implementation of these new ways to make the businesses, to the top down of the hierarchy at the bottom up. That's why, in this report we are going to analyse and show how this implementation must be realized, thanks to different methods and theories. This analysis will be focused on a concrete example of changes realised in a company where I had worked for four years: MacDonald's. Indeed, I was integrated in a changing process in this company, and that's why, my goal with this paper is to understand how was the influence and criticism of the theories to implement a new way of working in a fast food company. The objectives are clearly to demonstrate how the theories in the way to improve the changement were implicated to the real working place in order to understand how it was benefit or not for the company. This report will start by the presentation of the necessity to combine the economic value and the organisational development for the Mac Donald' company, after that, the influence of the TMT engaged to make easier the implementation of the 8 different steps of the changing process. And to finish we will try to show if the theories adapted on the company were successful for this Mac Donald's restaurant.