...Management and Leadership at Starbucks Starbucks has been around for over thirty years with the idea of just selling packaged premium coffees but has grown tremendously selling food and specialty coffee drinks. With retail outlets from China to Virginia, Starbucks is able to create and maintain that cozy café atmosphere due to their employees. Management and leadership within the Starbuck Corporation can be credited by the hands on involvement they have with their employees. Within this essay, one will understand how their leaders differ from his or her managers, the vital roles that leadership as a whole contributes to maintaining a healthy culture and how they apply the four functions of management that makes Starbucks what it is today. “Creating an entire industry requires leadership of the highest order, and from its beginning more than 30 years ago, Starbucks has continued to demonstrate that there practically are no bounds to what focused leadership can accomplish” (Clark, 2005). At Starbucks the leaders play a significant role in creating and maintaining a healthy organization. The leaders within Starbucks must contain integrity. “If people don’t trust you, they won’t perform for you” (Clark, 2005). The leaders must have the right vision. As Evelyn Clark stated in her article, “leaders know what they want to accomplish with their group” (2005). Passion is also another key attribute the leaders must possess, for every leader must inspire everyone around them. Great...
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...Starbucks Global Management Marlene M. Christian American Military University Starbucks Global Management When you hear the name Starbucks, people around the world know that Starbucks is known for coffee. How did Starbucks become so well known globally? It’s all in its global management. According to Brown and Gutterman (2003), “Even the best product or the most talented group of product developers cannot succeed without good company management and an appropriate organizational structure” (p. 88). Management and organizational structure are demanding and should always be included in a global business plan (p. 88). Starbucks’ organizational structure is a vital part of its organization and is a critical area that determines its organizational success in the restaurant industry (Successful Application of Organizational Behavior: Starbucks, 2009). In developing a business plan for global operations, there are crucial decisions that must be made regarding the overall organization of the company (Brown & Gutterman, 2003, p. 91). Procedures must be put in place for the circulation of information (p. 91) and Starbucks’ communication behavior has made this corporation successful (Successful Application of Organizational Behavior: Starbucks, 2009). In addition, the organization must have a vested interest in management’s ability to make decisions that may arise in a specific region or country (Brown & Gutterman, 2003, p. 92). Communication in the Starbucks...
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...Starbucks is one of the largest and most successful coffee chains in the world. “Starbucks is an international coffee and coffeehouse brand with 16,120 stores in 49 countries (around 11,000 of these are in the US).” (Foodprocessing-technology.com) They sell a range of coffee and baked goods along with a retail range of mugs, music CDs, books and its own brand of roasted coffee beans. “The company was established in Seattle, Washington, US, in 1971. From its relatively humble start the company expanded rapidly until the 1990s, when it was thought that every working day a new Starbucks opened.” (Foodprocessing-technology.com) Schulz had a bigger dream one in which to expand outside of the Pacific Northwest. In 1987 the Chicago store was opened. He found this store to be more troublesome than he had anticipated. Some of the issues he encountered were: • Entry of the store was from the outside instead of the lobby it was located in. • The customers were hesitating to go out in windy or bad weather. • Sending fresh coffee from the Seattle store to Chicago was expensive. • The rent was higher in Chicago. Management addressed these issues as they arose. “The company solved the problem of freshness and quality assurance by putting freshly roasted beans in special FlavorLock bags that used vacuum packaging techniques with a one-way valve to allow carbon dioxide to escape without allowing air and moisture in.” (Thopmpson, Petrefaf, Gamble, Strickland) They chose to offset...
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...In the world, Starbucks is the only store open over the four continents of the world coffee brands. 星巴克从一件小咖啡屋成长为国际最著名的咖啡连锁店品牌的一个法门就是其灵活的经营智慧。 Grown from a small Starbucks coffee for the international brand the most famous coffee chain, a Famennian is its flexible business intelligence. 一。 One. 按照世界各地分歧的市场环境采纳灵活的投资与合作模式 Differences in accordance with market conditions around the world to adopt a flexible mode of investment and cooperation 按照美国星巴克总部在世界各地星巴克公司中所持股份的比例看,星巴克与世界各地的合作模式主要有四种环境: According to the U.S. headquarters of Starbucks Starbucks around the world in the proportion of shares held view, the Starbucks model of cooperation around the world, there are four environments: 1. 星巴克占 100% 股权,好比在英国,泰国和澳大利亚等地; Starbucks 100% stake, like in the UK, Thailand and Australia; 2. 星巴克占 50% 股权,好比在日本,韩国等地; Starbucks accounted for 50% stake, like in Japan, Korea and other places; 3. 星巴克占股权较少,一般在 5% 摆布,好比在中国的台湾,香港,夏威夷和增资之前的上海等地; Starbucks shares accounted for less than 5% general mercy, like in China, Taiwan, Hong Kong, Hawaii, and Shanghai, before the capital increase; 4. 星巴克不占股份,只是纯粹授权经营,好比在菲律宾,新加波,马来新亚和中国的厦门等地; Starbucks does not account for the shares, but simply authorized to operate, just like in the Philippines, Singapore, Malaysia and China, Xiamen, New Asia and other places; 这样做的好处是“他可以借别人的力量来帮它做很多工作,而且是同一个时间一起做。” The benefit of this is "He can take someone else's power to help it do a lot of work, and the same time together." 二。 Two. 以直营经营为主 Direct operating...
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...Title: Value Chain Management Name: Yu Yat Ho Fish Topic: Starbucks–Human Resources Management Sub-Title: Employee Relation TABLE OF CONTENT 1. Executive Summary………………………………………………………………………………P.3 2. Introduction a. Company background……………………………………………………………………..P.4-5 b. Company Mission and Principle………………………………………………………P.5-7 c. Benchmark……………………………………………………………………………………..P.7-8 3. What is Value Chain Management?..........................................................P.9-11 a. Corporate Strategy………………………………………………………………………….P.12 b. Business Strategy…………………………………………………………………………….P.13 c. Functional Strategy …………………………………………………………………………P.13-14 4. Implementation of Human Resource Strategy by Employee Relation Practice a. Model of Communication………………………………………………………………..P.16-20 b. Employee Involvement…………………………………………………………………….P.20-26 5. Influence of Starbucks Human Resource Management to: a. Customers………………………………………………………………………………………..P.27-28 b. Business Process……………………………………………………………………………….P.29-30 6. Conclusion…………………………………………………………………………………………P.31 7. Appendix……………………………………………………………………………………………P.32-33 8. Bibliography………………………………………………………………………………………P.34-36. 1. Executive Summary What made Starbucks one of the most extraordinary companies in the world? I suggest that their core people-driven philosophies play a great part of it. The success of Starbucks is driven by the people...
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...MANAGEMENT AND LEADERSHIP PAPER – STARBUCKS Sheila D. Forte Professor Cedrina Charbonnet Management 330 How can we differentiate between management and leadership? The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. You have people that can do both the management and leadership aspects. We know the functions of management involves planning, organizing leading and controlling. Leading has a profound effect on manager’s ability to govern as well as plan, organize and control. Basically leadership deals with interpersonal aspects of manager’s job; meanwhile, leadership deals with change, inspiration, motivation and influence (Management functions, n.d.). Leadership involves influencing others toward the attainment of organizational objectives. Effective leading requires the manager to motivate subordinates, communicate effectively, and effectively use power. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort toward the attainment of organizational objectives. To become effective at leading, managers must first understand their subordinates' personalities, values, attitudes, and emotions. (Management functions, n.d.). Comparing and contrasting the difference between management and leadership are as follows: management produces order, consistency, and predictability; leadership produces change and adaptability...
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...Analysis of a Case Study of Trauma in the Workplace By David M. Noy Sr. University of the Rockies Abstract This paper examines a case study performed on an organization merging two business units into a single entity. The result was the employees from the smaller of the units felt a loss of identity, confidence, and of hope and meaning. The organization realized six months after the merger that there were unresolved issues that had traumatized the employees affected by the merger and how the organization worked with the employee to allow healing and the ability to move on and embrace the new direction of the organization. Introduction Trauma is a real thing within the organizational structure and does affect the emotional well-being and perception of the employee and how the employee views the organization. Organizations engage in restructuring all the time and at times the restructuring comes from the top down and the employee must adapt to the restructuring or fail within the new structure of the organization. This organizational restructuring can cause trauma to the employees who are involved with the restructuring. Case Study In today’s society, we read about cases of workplace violence and visibly see the trauma that the victims experience. Unresolved emotional trauma in many organizations blocks peoples’ capacity and ability to perform (de Klerk, 2007). The de Klerk, 2007 case study looks at how mergers, downsizing, outsourcing, restructuring, and continual...
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...STARBUCKS STARBUCKS, One of the most well known and leading coffee supplier around the world. Starbucks began its business in 1971. Before that they are a roaster and retail seller of whole bean and ground coffee, tea. They have only one store at that moment which is located in Seattle's pike place market. At present starbucks serves millions of customers walking into their stores every day. The stores are presently in 17,000 locations in 50 countries (STARBUCKS 2013). Starbucks has revolutionised after HOWARD SCHULTZ became the director of retail operations. (Strategic development of starbucks) MISSION STATEMENT: "TO INSPIRE AND NURTURE THE HUMAN SPIRIT- ONE PERSON, ONE CUP AND ONE NEIGHBOUR AT A TIME". (Our starbucks mission statement 2013) STARBUCKS mission statement clearly depicts that they are not only giving importance of coffee, also to bestow the customer with rich experience. To enact these principles, Starbucks does everything in order to accomplish their aims and objectives. Starbucks treats their employees in prominent manner and respects them in each and every aspect. Starbucks always believes that they serve the customer with the best coffee possible. Starbucks does everything in a perfect and particular genre like buying coffee beans. They buy coffee beans by travelling personally to coffee farms in Latin America, Africa and Asia. After careful consideration and selecting the beans, the beans are then transported...
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...Institute Logo FAR EASTERN UNIVERSITY Institute of ______________ NOTE: use Font 12, Times New Roman, SHOULD BE LEARNER-CENTERED Course Title | | Course Code | | Credits | | Course Prerequisite | | Course Description: (2-3 sentences indicating the number of units, can be based from CHED prototype) It is a three-unit course covering ... | Course Outcomes | At the end of this course, the learner will be able to:(Note: minimum of 3 - cognitive, affective, psychomotor, use only HOTS, start with behavioral verb in small letter) 1. Cognitive; 2. Affective common to all syllabi as TATAK TAMARAW –“Exemplify fortitude, excellence and uprightness through ……(cite particular activity in the course that demonstrate FEU core values)” ; and 3. Psychomotor. (use proper punctuations) | Time FrameWeek/Day | Learning Outcomes | Topics | Methodology | Resources | Assessment | 1 | At the end of this lesson, the learner will be able to: * Note: combination of HOTS AND LOTS. All topics should have cognitive. But not all should have affective and psychomotor. For science subjects wherein the lecture and laboratory are integrated, all topics should have psychomotor. Preamble should be stated in all lesson. | Note: Use bullet for subtopics | Note: activity to be done by the learners to achieve the learning outcomes. DOES NOT INCLUDE TEACHING STRATEGY. Not all methodology has corresponding assessment BUT all assessment has corresponding...
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...Question One: Identify the controllable and uncontrollable elements that Starbucks has encountered in entering global markets? Controllable Elements: 1- Product Starbucks is providing a lot of products as coffees , Tea , Beverages, deserts 2- Price the prices for the Coffee for example in Starbucks is still expensive for a portion of the targeted customers which lead them to go to local competitors. 3- Promotion Starbucks is mainly relying in the promotions on the word of mouth and the power of the name in the market, and only 1% of the revenue is used for advertising the new flavors and coffee drinks. 4- Channel of Distribution Starbucks is already having a very big global channel of distributions as they are having more than 16000 Outlet in more than 50 Countries 5- Research the company also have developed by doing some researches about the market and the customer needs which helped increasing the profitability as in Japan when they added to the menu the smaller sandwiches and the less sweet deserts , and also adding some stores having the drive thru service. Uncontrollable Elements: 1- Competitive Structure local competitors who are already culturally familiar and also global competitors as McDonald’s as they are starting to also be in the global markets with their Mc Cafe which is one of the biggest competitors for the company 2- Economic Climate Economic conditions differ from one country to another which is very important to carefully research it, and to know...
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...Strategic Management & Business Policy Week Two Assignment: Starbucks From its humble beginning to multi-billion dollar corporation, Starbucks has had its fair share of ups and downs. Many of which can be associated with the constant changes in public demand. By utilizing the SWOT, the company was able to not only tackle each of the obstacles it in countered, it managed to strengthen organization and stay ahead of the competition. SWOT is an acronym that stands for a company’s strengths, weaknesses, opportunities, and threats analysis. This analysis tool is used by the strategic business unit (SBU) to identify the company’s internal strengthens and weaknesses, as well as external opportunity or threats the company may encounter in the future (Marcus 2011). Companies use their strength to take advantage of the market and use it to increase their net earnings. By identifying weaknesses within the company, SBU is able to allocate resources to the under performing areas to improve productivity and income. Opportunities can sometimes be confused as threats, as there is usually some form of risk involved. This type of cautious business practice can hinder a company from reaching its full potential; it might also cause the firm to go out of business. In its infancy Starbucks was already ahead of its competition, created by three men with a passion for fine coffee and tea, the business offered the public a chance to experience coffee at its finest. At the time most coffee had...
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...Leadership and management are two notions that are often used interchangeably. However, these words actually describe two different concepts. In this section, we shall discuss these differences and explain why both terms are thought to be similar. Leadership is a facet of management Leadership is just one of the many assets a successful manager must possess. Care must be taken in distinguishing between the two concepts. The main aim of a manager is to maximise the output of the organisation through administrative implementation. To achieve this, managers must undertake the following functions organizing, planning, staffing, directing, and controlling. Leadership is just one important component of the directing function. A manager cannot just be a leader, he also needs formal authority to be effective. "For any quality initiative to take hold, senior management must be involved and act as a role model. This involvement cannot be delegated." In some circumstances, leadership is not required. For example, self motivated groups may not require a single leader and may find leaders dominating. The fact that a leader is not always required proves that leadership is just an asset and is not essential. Managers and leaders have differences in perspectives, thus the way they see things. Managers think incrementally, whilst leaders think radically. "Managers do things right, while leaders do the right thing.". This means that managers do things by the book and follow company policy...
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...Introduction Starbucks is the premier roaster, marketer and retailer of specialty coffee in the world, operating in 63 countries. In 2007 the company was in a need of transformation. Peter Gibbons was hired to manage the supply chain of Starbucks. The company was reorganized and the supply chain has changed dramatically since then (Starbucks, 2012). Here is a diagram showing the supply chain network of Starbucks in 2014: ... Components of the supply chain Starbucks has commitment to sell only the finest coffees and coffee beverages. To ensure compliance with their coffee standards, they control coffee purchasing, roasting and packaging, and the global distribution of coffee used their operations. The company purchases green coffee beans from multiple coffee-producing regions around the world and custom roast them to the exacting standards for our many blends and single origin coffees. The price of coffee is subject to significant volatility. Although most coffee trades in the commodity market, high-altitude Arabica coffee of the quality sought by Starbucks tends to trade on a negotiated basis. Both the premium and the commodity price depend upon the supply and demand at the time of purchase. In addition to coffee, Starbucks also purchases significant amounts of dairy products, particularly fluid milk, to support the needs of Company-operated stores. Products other than whole bean coffees and coffee beverages sold in Starbucks® stores include tea and a number of ready-to-drink...
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...Introduction Starbucks started in 1971 as a single store in Seattle’s historic Pike Place Market. It offered fresh-roasted whole bean coffees in the store. There is a group of coffee lovers which shared a passion for quality coffee and exotic teas included English teacher Jerry Baldwin, history teacher Zev Siegel, and writer Gordon Bowker, they put investment and finally opened a store called “Starbucks Coffee, Tea, and Spice” in Seattle, WA. In 1981, Howard Schultz (Starbucks chairman, president and chief executive officer) noticed that a little company in Seattle, WA, was placing orders of a certain coffeemaker, in larger volumes than the big US store Macy’s; he decided to pay them a visit to see what was going on. Gordon Bowker, the magic, mystery, and romance man, must have shared his passion for quality coffee and tea with Howard Schultz at this time, because he got hooked right away. This Starbucks store that Schultz visited was more than just a regular coffee shop; it had a soul, a passion and authenticity. People there were educated to quality coffee, and they in turn were educating their customers. Right after trying cup of Sumatra (one type of coffee), Howard was drawn into Starbucks and the seeds of the Starbucks Corporation were planted there: deep knowledge of the product and service, trust and credibility. Schultz understood that something is needed by Starbucks which is creating an atmosphere and bonding with customers around a cup of coffee. In 1980's,...
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...THE RISE OF STARBUCKS The Rise of the Starbucks Organizational Culture Jackara Callicutt Professor Dasie Schulz Modern Management 500 July 9, 2015 The Rise of the Starbucks Organizational Culture The well-known coffee franchise known as Starbucks was founded on March 30, 1971. In the year 1981, the owner, Howard Schultz, had his first encounter with Starbucks coffee when he walked into a Starbucks store and tried a cup of Sumatra for the first time. He fell in love with the taste of the finest freshly roasted whole bean coffee that the store had to offer. After a short period of time, Howard Schultz decided to join the Starbucks family. Starbucks set a mission to always be a different type of company, meaning they would stand out from any other coffee shop ever created for coffee lovers around the world. Starbucks’ marketing team decided to give each franchise a different experience for the customers that would come into the restaurant to purchase coffee. Starbucks had many key elements that led to their success over the years. Starbucks has become a top global brand by adhering to five key principles (Frankson 2013). The saying “make it your own”, was created for customers to have the ability to customize each of their experiences while visiting Starbucks. “Everything matters”, focuses on every aspect of the job. Starbucks vowed to never lose their focus on the customers’ experience and point of view. “Surprise and delight,” was created because Starbucks does the unexpected...
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