Mc a Ding Dongs has really adapted to public demand. Its red and yellow image has changed to pastel greens and vibrant blues. The atmosphere feels like a trendy café and its starting to loose that faster, faster food please sir, look.

If you're going out or spending money on a meal, you want to eat and relax in a comfortable and kids friendly environment. Mc doodles even has a change of menu. Its offering fruit bags, fish fingers, salads, carrot sticks, and bottled water. We are all aware that too much of anything is bad for you, so please! Let's eat in moderation and enjoy what's available.

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This image as taken in Venice (Italy). Notice the quirky welcoming entrance. No huge golden overpowering gestures. You know what it is and where you're going. I wonder what it waiting behind the doors?

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Place de la Comedie in France. Ok, so we still have the yellow and red colours. But notice how it's not over the top. In fact it looks like a restaurant rather than a kids mad house. The features of this building give it great stature so Mc a doo daas was wise to tone it down.

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Is that a McDonalds? This little café is situated on Oxford Street, London. The word tranquil comes to mind.

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In Germany the Maccy-Dees has gone for a clean cut modern look. This is a good example of using new materials, lights and fitting into the surroundings. You don't need to stick out like a soar thumb to welcome potential customers.

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Mac-Donald’s put on their creative hat, when opening this building in China. They have toned down the reds by using a solid yellow background colour. This fits well with the style of the building.

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The interior designers have seriously gone to work here. McDonalds have splashed out and added a funky retro look. The bench and partitions add depth and character.

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Leather box stools, televisions and awesome lighting. “Yes” lets eat in here.

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The future of the big chain has finally arrived. Cappucino's, pastries and a warm breakfast. What took them so long?

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Modern and stylish.

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In Japan they don't tend to do things by half a job. This does not look like a place that's serves burgers and chips. Where's the Sushi?

“I'm loving it”

If an organizational environment is stable and predictable then traditional organization of work on the basis of division of labor and hieratical structure and bureaucratic practices and process are sufficient to meet the goals of an organization. This because the problems to solve are mostly predictable and the processes and policies if staff is supervised effectively then the organization can meet the goals. In addition, the organization will not face unexpected issues or problems to solve and the speed of change is slow and not dynamic and discontinuous and there fore the operations organized in this sense need not to be flexible and can be rigid and the change process can be orderly in a slow phase. As well, if staff is having a culture in a hierarchical organization they mostly like to have clear instructions from above and they normally don't like to face unexpected problems and don't like challenging work. Therefore in such conditions teams are not relevant and they will be ineffective.

In other words, teams will not be effective if the work is organized in a hierarchal structure and based on bureaucratic control, strict division of labor and the tasks are not complex and can be divided in to manageable parts and the external environment is stable. Teams will not be effective in all conditions and the quality of teams and how it is managed. As well, in all organizations hierarchical structure is applicable to some extent as division of labor is inevitable to enhance productivity and group similar activity so that specialization can occur.

However, due to human factor and co-ordination problem and communication channel gets bigger the organization becomes very inflexible and rigid to respond to changes in the outside environment. This is one of the disadvantages of hierarchical organization.

Teams become effective, if teams are managed properly and staffed with appropriate skills and the objective of the team is linked with organizational goals and the problem needs innovative solutions and open communication necessary for quality improvements on a continuous basis then teams become more effective in these conditions. As well, if the nature of operations are complex and brain storming is necessary and staff are motivated by challenging jobs and like to take part in decision making rather than motivated by money alone then, if teams are built properly and have adequate resources and top management support teams become more productive as well as effective teams.

As discussed above, teams will not be effective in all conditions and the team effectiveness depends on the conditions and the quality of the team in terms of skill, motivation, clear goals and top management support as well the nature of task itself is complex and needs team work to resolve issues as nobody knows every thing of the issues affecting their work. This is one of the reasons some teams fail and some teams are successful in meeting organizational goals.

The main purpose of teams is to solve problems quickly ad to adept to external conditions as soon as possible and meet quality standards and produce innovative solutions to the work problems and issues of improving efficiency of operations and safety as well as quality to meet organizational goals in dynamic and competitive external environment.

If this purpose is not emphasized then the team can meet its goals but not attain organizational goals and becomes dysfunctional at best.

30 St. Mary Axe Headquarters: Foster and Partners, London, 2004

This unusually shaped building promises to reinvent the building type through its dramatic form and sophisticated integration of building systems. Located in the heart of London's financial district, the building joins a small cluster of tall buildings.

The tower is circular in plan, widening as it rises, and then tapering towards its domed apex. In geometric terms the building is a rotational form, the result of spinning a curved line about a single axis. The resultant shape is a bulbous projectile - like structure that defies most skyscraper conventions and conjures up phallic associations.

In his book Delirious New York, Rem Koolhass speculates that the conceptual origins of the skyscrapers are to be found in what he calls “architectural subconscious.” He muses that the ideal skyscraper is the result of the desire to be simultaneously a sphere and a needle.

30 St. Mary Axe utilizes natural ventilation for much of the year, reducing energy consumption and carbon dioxide emissions. The operable curtain wall allows the occupants to enjoy natural light and fresh air, as well as an increased connection to the out-doors. Fresh air is drawn through the building envelope, and is ventilated by natural convection through light walls that spiral up the building perimeter.

Foster's design for 30 St.Mary Axe evokes some of the same properties appearing bulbous and axial at the same time.

Al Faisaliah Complex: Foster and Partners, Riyadh, 2000

A distinctly tapered iconic form, the Al Faisaliah Complex in Riyadh is one of Saudi Arabia's first skyscrapers.

The mixed use development combines various program types to form a kind of city-within-a-city; the complex combines office functions, a five star hotel, a banqueting and conference center, luxury apartment, and a three story retail mall.

The structural frame of the building is expressed in its corner columns as a series of grant K-braces. The bowed lines of the four main corner columns accentuate the tautness of the curve, creating a visual tension that draws the eye up the entire length of the tower.

The open structure of the tower contains a glass sphere at its top, which houses a restaurant space and an observation deck. The tower's pyramidal form evokes a weighty solidity, yet Foster combines an affinity for structural expressiveness with the sculptural elegance that creates a tower of paradoxical lightness.

Torre Agbar: Jean Nouvel, Barcelona, 2003

Jean Nouvel's design for the Torre Agbar in Barcelona shares many of the qualities of Norman Foster's 30 St.Mary Axe project. Its explicitly bulbous form appears to be lateralization of the skyscraper as phallus. At 466 feet (142 meters), the tower is among the tallest structure in Barcelona.

The tower consists of an elliptical footprint within an elliptical envelope. An offset core floats asymmetrically within the plan, and perimeter elevator banks are grouped along the eastern elevation. Towards the top, the inner ellipse sets back from the exterior envelope, creating a terraced structure within a dome like shell.

The façade is designed to create the ephemeral effects of a liquid, with reflections and undulations. The façade design is a random pattern of repetitive modules that create a shimmering effect and fluid reflections.

Nouvel's bold gestural design for Barcelona is in keeping with his determination to remain aggressively avant - garde. His buildings do not share a single format language; instead, they are characterized by an audacity that perpetually challenges the limits of convention.

Kingdom Center: Ellerbe Becket, Riyadh, 2003

The boldly sculptural Kingdom Center forms a dramatic new focal point on Riyadh's skyline. At a height of 984 feet (300 meters) it is visible from virtually anywhere in the city. Its signature parabolic crown and streamlined massing makes it a futuristic icon.

The client, Prince Alwaleed, commissioned the building to be a globally recognized icon of Riyadh and Saudi Arabia.

The entire complex is made up of convex and concave arcs. The tower's footprint is an almond-shaped extrusion with reentrant corners. The podium facilitates at its base are organized as crescent-shaped bars that converge on the tower. The catenaries curve at the top creates the dynamic image for the project, but is also a form that is found in nature and has a distinct structural logic: it is the arc assumed by an unloaded suspension structure.

The tower includes a five star Four Seasons Hotel, a luxury three-level retail mall, office space, the headquarter of a large Saudi Arabian Bank, luxury condominiums and apartments, a wedding/conference center, and a sports club.

The design creates a new landmark for Riyadh, one that is contemporary, abstract, and monumental.

National Bank of Dubai: Carlos Ott and Norr Limited, Dubai, 1998

The striking bronze-colored National Bank of Dubai is one of several new buildings in Dubai that signal a desire to shape the image of the city as one of a sophisticated commercial center. Located along the busy waterfront, the façade reflects both the sky and the water in its curved mirror. The reflection distorts the image, capturing a broad expense of sky and water, giving the building an ephemeral appearance.

The curved façade is inspired by the sails of the local ships that ply the river. The building massing suggests a two-part composition, the supporting core clad in stone and the building-services cores. The curved-glass volume seems suspended from the stone volume, emphasizing its sail-like lightness. The curved volume is terminated with vertically articulated fins.

Making up the building's base is a retail podium housing shops and restaurants. The language of convex bows and arcs informs the expression of the podium roof, which appears to hover over the building base.

The National Bank of Dubai building is a mirror for Dubai, reflecting an image of the city as it may want to be seen - modern, progressive, and business friendly.