Abstract: Organizational behaviour is concerned with the study of the behaviour of people within an organizational setting.

It involves the understanding, prediction and control of human behaviour and the factors which influence the performance of people as members of an organization. Organizational behaviour dose not encompass the whole of management; it is more accurately described in narrower interpretation of providing a behavioural approach to management. All organizations face the basic challenge of mongering psychological contract. They want value from their employees, and they must give employees the right inducements. If psychological contracts are created, maintained, and managed effectively, the result is likely to be workers who are satisfied and motivated. On the other hand, poorly managed psychological contract may result in dissatisfied, unmotivated workers.

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INDEX Page no Introduction..............................................................................................................3 [P1]Compare and Contrast Different Organisational Structures and Culture..........4 [P2]Organization structure and culture impact on the performance of business..................................................................................5 [P3] Effect of Organisational Structures and Culture on business performance of McDonalds India ................................................................................................6 [task2-a] Organization theory..........................................................................................7 [task2-b] Comparison between McDonalds India and Dominos Pizza of their using of organizational theories...............................................................8 [task3-a] Leadership style..............................................................................................9 Recommended leadership style of McDonalds and effectiveness................10 [task3-b] Motivation theories.........................................................................................11 [task3-c] Relation between motivation theory and practice of management...............13 [task4-a] The Nature of Group Behaviour of McDonalds India...................................13 [task4-b] Effective team work and factors threaten to success...................................14 [task4-c] Impact of technology...................................................................................16 Conclusion...................................................................................................17
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Bibliography and references........................................................................18

Introduction: Organizations are made up of their individual is a central feature of organizational behaviour and a necessary part of any behavioural situation, where acting in isolation or as part of a group, in response to expectations of the organisation, or as a result of influences of the external environment. Where the needs of the individuals and the demands of the organization are incompatible, this can result in frustration and conflict. It is the task of management to provide a working environment which permits the satisfaction of individual needs as well as the attainment of organizational goals. McDonalds Corporation started as a single drive-in restaurant in San Bernardino, California, in 1940. Now it is the largest food-service organization in the world, it operates in 118 countries. Among its 31967 restaurants 25465 were operated by franchisees and 6502 by the company .Mac believes that locally-owned and operated restaurants are at the core of their competitive advantage, making not just a global brand but also a locally relevant one. (McDonalds annual report 2008). In India McDonald's is locally owned, managed and run by Indians, employing local staff, procures from local suppliers to serve its customers. McDonald's India opened its first family restaurant at Besant Lok in Oct, 1996; today it has 169 Restaurants across India. This vibrant decade has seen McDonald's evolve Indian menus, Indian sensitivities and yet remain as globally innovative as ever. This journey has seen McDonald's develop a rich brand identity amongst its customers and employees as well as partners alike.

Aim and Purpose of the Study: The main purpose of this assignment is to find out the key drivers of Organizational Behaviour upon McDonalds India and critically evaluate the current Organizational Behaviour followed by the company. Methodology:

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In this report qualitative research is used to identify key drivers of Organizational Behaviour of McDonalds India and critically analysis of current strategies used by the company. This report is mainly based on secondary sources of data. To identify the key Organizational Behaviour secondary source is used like annual reports of McDonalds, different journals and publications regarding the company, marketing books of different authors and websites of McDonalds India. Some information gathers from Indian websites. Due to limitation of time and cost, primary research is avoided for this report. So, there is a scope of further study on this topic because customer care is dynamics, one factor seems very important today can become useless tomorrow. Same is true for current strategies used by McDonalds India. [ P1] Compare and Contrast Different Organisational Structures and Culture: There are six types of Organizational Structures, (1) Functional Structure, (2) Product-Based Structure, (3) Geographical Structure, (4) The Matrix Organizational Structure, (5) Multi-Divisional Structure as well as (6) Multi-Functional Structure. In a Functional Structure, the organization is divided into broad sectors, each with its own functions. In a Product-Based Structure, it separates the company by products or activities. The Organization of specific roles is being allocated to the product lines rather than by function. In a Geographical Structure, its aim is to deliver effectiveness in operations. It is widely used by large company and organization. This can be on a regional, national or international basis. This Structure is used where the service is most effectively or economically provided within a limited distance. In a Matrix Organizational Structure, it need not base itself just on one of the organization forms identified. It allows the combination of two or more structuring approaches. For instance, Functional and Geographical Structures are adopted, staffs in the organization belonging to two or more departments or groups. In a Multi-Divisional Structure, the organization is split into divisions (usually a division is a business unit) with functions (e.g. Marketing, Finance) replicated its function. The last one is Multi-Functional Structure. In this way all those involved in delivering to a client requirement work within the one team. It is a project-team approach, in order to enhance cross-functional collaboration and sharpen customer focus at the same time.

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Organizational Culture relates to the personality of the particular organization. There are four types of culture, regarded as (1) Power Culture, (2) Role Culture, (3) Task Culture and (4) Person Culture. For Power Culture, the one with the highest status in the business can make the decision. Typical of entrepreneurial organizations, the power within the organization is centralized. The organization with the Role Culture divides itself into a series of functional layers. These are based on rules and procedures by the organization. In this type of culture, position power. Thus, relationships between the roles are set out by job descriptions and communication formats.

For Task Culture, work or project teams form the basis. It is largely specific job or specific project oriented. Individuals may find themselves being part of a number of teams at any one time. Unlike the Power Culture, in task culture organizations individuals or rules do not determine the nature and organizational of the work.

For Person Culture, the organization exists only to serve the interests of those within it. The most typical example is Barristers Chambers. Hierarchies will only exist if common consent is obtained. [P2 ] Organizational structure & Culture impact on business performance: An organization performs Functional Structure. For example, the jobs within such organization will be grouped according to Production, Marketing, Sales, Finance and Personnel, etc.

The most common example of Matrix Structure is when one taught by an instructor from another department. There is a close relationship between an organizations structure and culture and the effect on business performance. In a functional Structure, as individuals only have to work in their own fields, enhanced expertise can be derived. At the same time, costs can be cut because wasteful duplication in the organization can be avoided. Thus, it results in a good business performance. However, inter-departmental rivalry will be exists, as an organization will only focus on one or two function within the whole company. Slow lines of communication will also exist, especially for the larger company. Hence, the
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setting up of rules and clear procedures can cope with this problem, the organization can still has a good performance. In a Product-Based Structure, since it concentrate on particular market areas, it is easy to make an assessment of the effectiveness and profitability of each division. That means costs can be greatly controlled by taking away the under-performance division. It can results in a good business performance. For Geographical Structure, as individuals in different geographical areas are different in languages, customs and cultures. This structure can allows tailoring of operations, hence good business performance can be achieved. Lastly, for the Matrix Organization Structure, as the same employees can contribute to different company projects or programmes, the duplication of overhead costs is avoided. It has a positive effect towards the overall performance. However, when several projects start simultaneously, employees who are responsible for these may only focus on either one, resulted in a poor performance of the organization. [P3] Factor that influence individual behaviour at work: Organization culture of McDonalds India is about attitude, experience, belief and values. McDonalds Culture shows employee what to do and not to do and the influence of the external culture on the internal organizational culture. It helps to understand the situation of the organization and also helps to set the mission and vision of the org. It shows the ways how the employees have to operate their business within the mission and vision statement. The importance of culture in organisation, influential cultural writers, each division has its own culture and set of values encountering an internal focus. Factors that influence individual behaviour at work: In business there are factors that influence the workers behaviour towards work
Motivational Factors: Motivation is one of the most important key factors of

influencing the individual behaviour of employees in the organization. H R M manager should have this motivational policy which will help to pay attention to whole employees.
Role perception: In those days only motivation is not enough H R M

managers must have the capability to make understand the role of the employees in the workplace. Giving guidance of work as well as the clear perception about the work which will have to do or not to do.

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 Technological Factor: Technology is one of the prime important factors that

have influenced work behaviour of employees in any organisation; over a period of time. Other technology that changed behaviour of employees in material management department is e-commerce technology. This technology changed the way procurement clerks purchase material for the organisation, reducing lead time for procurement and timely payment to suppliers. This Factors McDonalds have to aware of, because these factors analysis is very important for the H R Managers for controlling the organization and its employees in a proper way. Environment Factor: Business environment always play a vital role on individual behaviour. The elements of business environment are the elements of whole Company that is why Environment Force has a strong effect not only on individual behaviour but also on other sectors of a company. [P4] Leadership Styles: Leadership has been written as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Definitions more inclusive of followers have also emerged. Alan Keith of Genentech states that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen." Leadership remains one of the most relevant aspects of the organizational context. However, defining leadership has been challenging and definitions can vary depending on the situation. The following sections discuss several important aspects of leadership including a description of what is and a description of styles of leadership. Here is discussion about leadership such as the role of leadership effectiveness and performance, leadership in different contexts, and the recommended style of leadership that the H R M of McDonalds India can use. Different styles of leadership: Autocratic or Authoritarian Leadership: Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders. They do not entertain any suggestions or
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initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. Participative or Democratic Leadership: The democratic leadership style favours decision-making by the group as shown, such as leader gives instruction after consulting the group. They can win the cooperation of their group and can motivate them effectively and positively. Laissez-Faire or Free Rein Leadership: A free rein leader does not lead, but leaves the group entirely to itself as shown; such a leader allows maximum freedom to subordinates, i.e., they are given a free hand in deciding their own policies and methods. Different situations call for different leadership styles. Recommended Leadership Style of McDonalds India and its Effectiveness: To develop the performance management and Leadership Style of McDonalds India should be very open and collegial style of running a team. Ideas move freely amongst the group and are discussed openly. Everyone should be given a seat at the table, and discussion will be relatively free-flowing. This style is needed in dynamic and rapidly changing environments where very little can be taken as a constant. In these fast moving hospitality sector, every option for improvement has to be considered to keep the group from falling out of date. Leadership style of McDonalds India should be able to facilitate the conversation, encouraging staff to share their ideas, and then synthesizing all the available information into the best possible decision. [P5] Organization theory underpins the practise of management: A central theme of organization theory is that nonlinear relationships might exist between variables. Small changes in one variable can cause huge changes in another, and large changes in a variable might have only a nominal effect on another.
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The basic task of management is to make people productive. For an organization, many initial theories are actually adopted by later theorists to bring new solutions to the old age question of How to Manage. Frederick Winslow Taylor (1856-1917) developed scientific management, his organization theory is regarded as Taylorism. It is based on the notion that there was a single best way to fulfil a particular job; and that then it was a matter of matching people to the task and supervising , rewarding and punishing them according to their performance. (Crainer 1996) One of the examples is Hang Fung International Jewellery Co. Ltd (H & F). It is a well-planned organization, as its mission is clearly stated It is committed to become a world class manufacturer in providing innovative and creative jewellery products. It aims to deliver the outmost excellent products and qualities to clients around the globe. It underpins the principle that individuals have a clear goal. For the related principles, including Division of work, Authority and responsibility and Unity of Command, H & F also plays its roles - We emphasize on the development and training of employees as they are our valuable assets and always contribute to the success of Hang Fung. By doing so, the training of the selected worker to perform the job in the way specified, their duties are limited to a number of tasks. With the adoption of Rewards & Penalties Policy, staffs are encouragement to perform well. Other principles of Management include Equity, Remuneration as well as Discipline. Thus, a clear and fair application of penalties is adopted. For instance, H & F uses a Late-Penalty for punishing the staff who is late for arriving office for more than 15 minutes. On one hand, the choice is fair; on the other hand, it can encourage efforts. One of the Taylors Principles is the using of scientific methods to determine the best way of doing a job. H & F performs a good job. In tooling aspect, it provides unique technical back-up basis on our know-how technique in moulding. Produce moulds at lower cost, high quality, extremely precise and in minimum lead time. Moreover, Order is an important Principle. It implies that both materials and personnel must always be kept in their proper place. For example, H & F reminds staffs must keep the Gold Sample in a safe and proper place.
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McDonald is a modern and technology based multinational fast food industry. That is why they use the theories and strategies which are modern. McDonalds uses systems organization theory that nonlinear relationships might exist between variables. Small changes in one variable can cause huge changes in another, and large changes in a variable might have only a nominal effect on another. [P6] Different approaches of management used by different organizations: There are several types of management approaches, Human Relations Approach and Contingency Approach. Human Relations Approach is also known as Leadership Approach. It bears the existing and newly developed theories and methods of the relevant social sciences upon the study of human behaviour ranging from personality dynamics of individuals to the relations of culture. Apart form economic theory, emphasis is put on increasing productivity through motivation and good human relations. Motivation, leadership, communication, participative management and group dynamics are the central core of this approach. Mc Donalds uses this approach to manage the organization. Take the marketing teams as an example, Team A & Team B is competed and motivated to have a higher profitability. Each team has its own supervisor, to act as a leader. Moreover, the head quarter is located in UK while the production plant is in London, Yorkshire province. Staffs in UK would visit the production plant regularly (e.g. Twice a month) to have better communication of the Production Process. Contingency Approach shows that structures and methods of operating should depend on the circumstances and situation in which the organization is operating. It can be illustrated in Figure KFC uses this approach. Facing the dynamic environment (The Global Economic Tsunami after the Lehman Brothers minibonds incident in 2008), KHC immediately lower its interest rates for food service customer Holders. Another typical example is to provide Insurance and Funds service to customers, in order to cope with the increasing demands of these services. [P7] Impact of different leadership styles motivated in organizations: McDonald adopts Exploitative Autocratic leadership style (Boss-centred style). The superior imposes clear decisions, for what, when and how the job should be done. In
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McDonald Marketing team, as there is little time to held group decision-making, subordinates just need to follow the instructions. It can ensure that each procedure will not overrun and can be tightly control. KFC adopts Democratic leadership style. It has complete confidence and trust in subordinate & allows them to make their own decisions. Thus, the Agent (salesman) can provide tailor-made services to their customers to fulfil their actual needs. Contributions were of a much higher quality, as the subordinates motivated by rewards. [P8] Different motivational theories apply in the work place: Motivation can be defined as the process, both instinctive and rational. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure. For Maslows Need theory, individual needs are arranged in a five-level hierarchy. The theory can be summarized as follows: Human beings have wants and desires which influence their behavior. Only

unsatisfied needs influence behavior, satisfied needs do not. Since needs are many, they are arranged in order of importance, from the

basic to the complex. The person advances to the next level of needs only after the lower level need

is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness

and psychological health a person will show.

Maslows Need Theory is the most widely adopted theory. Taking law firm as an example, it provides the basic criteria to fulfil the psychological needs, for instance, (satisfactory) basic salary & remuneration, sick leave, etc. Then, it moves to the next level, safety/security needs. A law firm must ensures the working conditions and the
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surrounding environment is suitable for staffs, such as the lighting, enough and private working area. Then, Social /Affiliation Needs is the next level. Is the colleagues good? Individuals want to have a close and friendly relationship with their colleagues. The next level is Esteem Needs. It can easily achieved by providing onjob training, the one who get the good performance can have the chance to promote, so as to gaining recognition. For Herzbergs two-factor theory, it implies that job satisfaction depended upon two determinants: hygiene factors and motivators. Motivators included challenging work, recognition, responsibility, achievement, which give positive satisfaction. Hygiene factors, included status, job security, salary and fringe benefits, do not motivate if present, but, if absent, result in demotivation. The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration. For Equity Theory, it stated that people are motivated by maintaining fairness in the rewards that they receive from their work in an organization. Employees use two variables: inputs and the outcomes to judge whether their situation is equity or not. Inputs is the contribution they put into their jobs, such as the time and the efforts they spent on the task. Outcome is what they can get out of their jobs, such as salary, benefits and prestige. Last but not least, Goal-Setting Theory is another type of motivational theory. Goalsetting theory is based on the notion that individuals sometimes have a drive to reach a clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is affected by three features: proximity, difficulty and specificity. An ideal goal should present a situation where the time between the initiation of behavior and the end state is close. A goal should be moderate, not too hard or too easy to complete. The goal should be objectively defined and intelligible for the individual. McDonalds uses this theory to motivate the staffs: A Free Trip and Bonus will be given the one who can obtain the setting goals. Thus, it can highly motivate their initiative to work hard.

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[P9] Usefulness for the motivation theories for managers: Since motivation influences productivity, managers need to understand what motivates employees to reach peak performance. It is not an easy task to increase employee motivation because employees respond in different ways to their jobs and their organization's practices. Motivation is driving force within individuals (Mullins, 2002), thus the manager (motivator) should influence factors that motivate managements to gain higher levels of productivity. Factors that affect work motivation include individual differences, job characteristics, and organizational practices. Individual differences are the personal needs, values and attitudes, interests and abilities that people bring to their jobs. Job characteristics are the aspects of the position that determine its limitations and challenges. Organizational management practices are the rules, human resources policies, managerial practices, and rewards systems of an organization. Managers must consider how these factors interact to affect employees job performance. Maslow's Hierarchy of Needs identifies five levels of needs in the management, which are best seen as a hierarchy with the most basic need emerging first and the most sophisticated need last. Management move up the hierarchy one level at a time. Gratified needs lose their strength and the next level of needs is activated. As basic or lower-level needs are satisfied, higher-level needs become operative. A satisfied need is not a motivator. [P10] The Nature of Group Behaviour of McDonalds India: Groups Effectiveness is contributed Group behaviour as groups function and interact with other groups; they develop their own unique set of characteristics including structure, cohesiveness, roles, norms and processes. As a result, groups may cooperate or compete with other groups, and intergroup competition can lead to conflict. The well-structured, well defined role and status hierarchy, able leadership, well developed norms and strong cohesiveness a group has, the greater is the groupthink.

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Groupthink is defined as the deterioration of mental efficiency, reality testing, and moral judgement in the interest of group solidarity.As groups function and interact with other groups, they develop their own unique set of characteristics including structure, cohesiveness, roles, norms and processes. As a result, groups may cooperate or compete with other groups, and intergroup competition can lead to conflict. Effectiveness of Group Behaviours of McDonalds India: The staffs of McDonalds India always work under a Group made by the Manager that they need to know the nature of Group behaviour. The effectiveness of Group Behaviour of McDonalds is given bellow: Security: By joining a group, staff can reduce the insecurity loneliness. People feel stronger, have fewer self-doubts, and are more resistant to threats when they are part of a group. Goal Achievement: By working in a group the Staffs can achieve the goals of McDonalds India. That is why work within a group is more effective. That is why McDonalds India use the working pattern in a Group basis. [P11] Factors promote the effective team work: There are some factors lead to effective teamwork, regarded as (1) Team Identity, (2) Team Loyalty and Group Norms (3) Commitment to Shared Beliefs and (4) Team Dynamics. For Team Identity, when the team members consists of similar age, attitudes and backgrounds, and they are respectful for others skills, together of the clear-defines goals, a good performance can thus be resulted. Everyone plays its own role, for instance, Who is responsible for this task? What is not within their scope? For Team Loyalty and Group Norms, Members value their place and are very loyal in a highly cohesive team. Group Norms is the unwritten rules of an organization, it can be regarded as a generally agreed rules that guide group members behaviour. Sometimes, direct confrontation can also be allowed in a moderated manner, so that matters that may have been simmering can be aired out and cleared. Members are proud to be a member, thus leads to an effective teamwork. For Commitment to Shared Beliefs, it is believed that every members outcome depends not solely on his or her work, but also on the works of everyone else in the
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same team. Members decide jointly on work patterns, they are multi-skilled and they can evaluate each others performance. Communication is the most important factor: Effective teamwork is open communication, wherein it enables the members of the team to articulate their feelings, express their plans, share their ideas, and understand each others viewpoints. For Team Dynamics, it often arises when an organization grows and when new teams are formed. A number of issues such as participation, relationships, processes and controls are being considered. For example, building processes wherein the roles and scope of each member as well as the team are kept in focus, and avoiding anything that undermines effective teamwork. However, some influences may threaten the success of an effective teamwork. Lots of time may be wasted for the assigning of task to the team members. As individuals has his/her unique personality, some of them may not willing to cooperate with others and have no response for Group Discussion, he may rather prefer to do the task by himself. Someone may always challenge team-mates contribution and the inevitability of personal clashes have a negative impact on effective teamwork.

[P12] Impact of technology: Technology is one of the prime important factors that have influenced work behaviour of employees in any organisation; over a period of time. Other technology that changed behaviour of employees in material management department is ecommerce technology. The use of technology plays an important role to the success of an organization nowadays. By the widely-use of Internet Service, team-mates may share their knowledge, opinions regardless of the Difference in Geographical Location. It is known as Virtual Teams, thus Regional or even Global Communication can be take place. The flexibility is much higher as the location is no longer critical, the best skills can be applied, with the aims of The right person is always doing the right task.

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Thus technology has always influenced behaviour of employees in many ways. Technology is never new to every human being. It is present from the beginning. However, technology affects the work force not only in a bad aspect. In McDonalds India they use technology in place that is why they are able to receive and record customer feedback in a variety of ways. By properly using technology, they are able to ensure that each and every customer receives an accurate, personal and timely response. At the time of team functioning they use technologies. One person taking order in computer this order is seen on the other computer screen that will make the dish. When the product or food is ready to serve they send it to the front desk. [M1] Different organization structure and culture exists in domestic and overseas companies: Cultural differences between the domestic and overseas of a merger are one of the common reasons for the failure of the merger to succeed. The term "corporate culture" is often used to describe issues like objectives, personal interests, behaviours, and so forth; problems with cooperation and teamwork are often blamed on the culture of a company. The term of structure and "culture" means much more than making sure that the people from both merger partners work together in a smooth fashion. The problem in mergers is that people from very different organizations and cultures are expected to work together, to discuss, and to solve complex strategic and operative tasks. It is difficult to impose a new culture that doesn't have the people's acceptance. But the development of a new, shared culture is critical to the merger's success, and it's possible to manage the process in a structured way. Mergers and acquisitions succeed and fail according to how well cultural issues and differences are addressed, and how quickly a unified culture emerges post-merger.

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[M2] Different leadership approaches in different companies: From a scholarly perspective, leadership is defined as the process of directing and influencing the task-related activities of group members (Stoner and Wankel, 1986). A Leadership Theory proposed by the American psychologist Robert House, the Path-Goal Theory seems most suitable in this scenario. It contends that the leader must motivate subordinates by: The theory is more practical in this scenario where McDonalds uses the directive and achievement oriented leadership style. This directive management and leadership styles held by the brothers/ owners of the business had established a climate that limited opportunities for critically examining and, where necessary, changing the established practices. It would have been best if McDonalds uses Supportive and participative leadership style of the same Path-goal theory. The employees of the Creative would have different perspective towards the organisation and they would have taken more initiative in every task. KFC could also use the theory developed by Hersey and Blanchard who believe that leaders should be flexible and adjust their styles as followers and situations change over time. The model also implies that if the correct styles are used in lowerreadiness situations, followers will mature and grow in their abilities and confidence. This willingness to understand follower development and respond with flexibility allows the leader to become less directive as followers mature. (Wiesner, 2008).

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Conclusion: McDonald is operating business successfully as cost leader, somewhere market leader in fast-food industry in India. But its journey is not so smooth, lots of competitive challenges, pressure group criticism, changing environment, frequent change of customer taste, fluctuations in world economy, war between countries etc. Key to its future success will be maintaining its core strengthsfocus on quality and consistencywhile carefully experimenting with new products and service. The company is clearly a global on by combining elements of globalization and internationalization. Now its going to be transnational company. Treating with the organization and behaviour McDonalds has its own prospective and developing the organizational performance they are using the own techniques. Here is some recommendation which will help McDonalds India to understand the new organization behaviour theory and they can also apply that recommended techniques for their future expansions in India.

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Bibliography and References: [1] Laurie J Mullins, 4th edtion, Management and Organizational Behaviour, page18, 70,214 [2] Slack and Lewis, 2nd edition, operations strategy, page390 [3] Guzman, E and Russell, S (2006): "Think Big, Start Small, And Scale Fast": Growing [4] Customer Innovation at McDonalds: Human Resource Planning: 29 (3): p, 21 [5] Debris, K (2005): Burgers for Britain: A Cultural Geography of McDonalds INDIA: Journal of Cultural Geographyhttp://markpappalardo.blogspot.com [6] http://www.emeraldinsight.com/fig/2720070605001.png&imgrefurl [7] http://www.mcdonalds.ca/en/aboutus/suppliers.aspx [8] http://www.mcdonalds.co.uk/static/pdf/aboutus/education/mcd_marketing. [9] http://www.nationmaster.com/country/in-india/eco-economy [10] http://mcdonaldsindia.net/about/faq.htm

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