McDonaldization
McDonaldization is a term used by sociologist George Ritzer in his book The
McDonaldization of Society (1993). He explains it occurs when a culture
possesses the characteristics of a fast-food restaurant. McDonaldization is
a reconceptualization of rationalization, or moving from traditional to
rational modes of thought, and scientific management. Where Max Weber
used the model of the bureaucracy to represent the direction of this
changing society, Ritzer sees the fast-food restaurant as having become a
more representative contemporary paradigm (Ritzer, 2004:553).
Aspects
Ritzer highlighted four primary components of McDonaldization:
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Efficiency – the optimal method for accomplishing a task. In this
context, Ritzer has a very specific meaning of "efficiency". Here, the
optimal method equates to the fastest method to get from point A to
point B. In the example of McDonald's customers, it is the fastest
way to get from being hungry to being full. Efficiency in
McDonaldization means that every aspect of the organization is
geared toward the minimization of time.[1]
Calculability – objective should be quantifiable (e.g., sales) rather than
subjective (e.g., taste). McDonaldization developed the notion that
quantity equals quality, and that a large amount of product delivered
to the customer in a short amount of time is the same as a high quality
product. This allows people to quantify how much they're getting
versus how much they’re paying. Organizations want consumers to
believe that they are getting a large amount of product for not a lot
of money. Workers in these organizations are judged by how fast they
are instead of the quality of work they do.[1]
Predictability – standardized and uniform services. "Predictability"
means that no matter where a person goes, they will receive the same
service and receive the same product every time when interacting
with the McDonaldized organization. This also applies to the workers
in those organizations. Their tasks are highly repetitive, highly
routine, and predictable.[1]
Control – standardized and uniform employees, replacement of human
by non-human technologies
With these four processes, a strategy which is rational within a narrow
scope can lead to outcomes that are harmful or irrational. The process of
McDonaldization can be summarized as the way in which "the principles of
the fast-food restaurant are coming to dominate more and more sectors of
American society as well as of the rest of the world."[2]
Irrationality of Rationality
Ritzer also outlines Irrationality of Rationality as fifth aspect of
McDonaldization. "Most specifically, irrationality means that rational
systems are unreasonable systems. By that I mean that they deny the basic
humanity, the human reason, of the people who work within or are served by
them." (Ritzer 1994:154)
Ritzer introduces this during Chapter Two (The Past, Present, and Future of
McDonaldization: From the Iron Cage to the Fast-Food Factory and Beyond)
of his book "The McDonaldization of Society" in the sub-section
Irrationality and the "Iron Cage." He states that "Despite the advantages it
offers, bureaucracy suffers from the irrationality of rationality. Like a
fast-food restaurant, a bureaucracy can be a dehumanizing place in which to
work and by which to be served." In short; "settings in which people cannot
always behave as human beings"
He further states that beyond dehumanization further irrationalities
emerge; including the inefficient masses of red tape, over quantification
leading to low quality work, unpredictability as employees grow unclear about
what they are supposed to do, or the loss of control due to other
inadequacies.
De-McDonaldization
In subsequent publications, Ritzer conceptualized a cultural process he
labeled "de-McDonaldization" as a reaction to McDonaldization, and cited
modern baseball stadiums with simulated nostalgic features as one example
of this phenomenon.
Response of McDonald's
The response from McDonald's, expressed by its representatives in the
United Kingdom, is that Ritzer, like other commentators, uses the company's
size and brand recognition to promote ideas that do not necessarily relate to
the company's business practices.[3]