Starbucks Organizational Behavior
Starbucks Organizational Behavior
A company's understanding and use of organizational behavior concepts can make or break it. Just as important, if a company ignores these same concepts, it can easily spell disaster.
Starbucks intertwines and successfully uses three main organizational behavior concepts to increase the strength of the organization: organizational culture, organizational structure and motivation. The implementation of these concepts has definitely benefited the company, creating a monopoly in the United States as a coffee retailer and service company.
Organizational Culture
In the text, Organizational Behavior, Stephen P. Robbins defines organizational culture as, "a system of shared meaning held by members that distinguishes the organization from other organizations" (2005). Starbucks has a very strong organizational culture and strives to maintain that it.
Everything centers on the organizational culture within Starbucks. While being a customer service-based company and understanding that the customer satisfaction and loyalty are what will make the company profitable, Starbucks takes a different approach to customer service than other companies. By hiring employees that fit in the organizational culture (ICFAI, 2005) and treating their employees well (Lefevere, n.d.), Starbucks brings in and retains customers through their happy employees. The qualities that Starbucks hires for are "adaptability, dependability and the ability to work in a team" (ICFAI, 2005). The culture is supportive and laid back (Montana, 2005). Howard Shultz, Starbucks president and CEO, has the theory "that if you treat your employees well, they will treat your customers well" (Starbucks, 1997).
In the excerpt from Starbucks' Human Resource Management Policies and the Growth Challenge,' it is stated, "Starbucks was one of the few retail companies to invest considerably in employee training and provide comprehensive training to all classes of employees, including
A company's understanding and use of organizational behavior concepts can make or break it. Just as important, if a company ignores these same concepts, it can easily spell disaster.
Starbucks intertwines and successfully uses three main organizational behavior concepts to increase the strength of the organization: organizational culture, organizational structure and motivation. The implementation of these concepts has definitely benefited the company, creating a monopoly in the United States as a coffee retailer and service company.
Organizational Culture
In the text, Organizational Behavior, Stephen P. Robbins defines organizational culture as, "a system of shared meaning held by members that distinguishes the organization from other organizations" (2005). Starbucks has a very strong organizational culture and strives to maintain that it.
Everything centers on the organizational culture within Starbucks. While being a customer service-based company and understanding that the customer satisfaction and loyalty are what will make the company profitable, Starbucks takes a different approach to customer service than other companies. By hiring employees that fit in the organizational culture (ICFAI, 2005) and treating their employees well (Lefevere, n.d.), Starbucks brings in and retains customers through their happy employees. The qualities that Starbucks hires for are "adaptability, dependability and the ability to work in a team" (ICFAI, 2005). The culture is supportive and laid back (Montana, 2005). Howard Shultz, Starbucks president and CEO, has the theory "that if you treat your employees well, they will treat your customers well" (Starbucks, 1997).
In the excerpt from Starbucks' Human Resource Management Policies and the Growth Challenge,' it is stated, "Starbucks was one of the few retail companies to invest considerably in employee training and provide comprehensive training to all classes of employees, including
References: Frequently Asked Questions. (n.d.). Starbucks.com. Retrieved March 24, 2007, from http://www.starbucks.com/customer/faq_qanda.asp?name=common#franchise ICFAI Center for Management Research. (2005). Starbucks ' human resource management policies and the growth challenge. Retrieved March 20, 2007, from ICMR website: http://www.icmr.icfai.org/casestudies/catalogue/Human%20Resource%20and%20Organization%20Behavior/Starbucks%20Human%20Resource%20Management-Growth%20Challenge-Case%20Studies.htm#Human_Resources_Management_at_Starbucks Lefevere, Thomas. (n.d.). The relation between customer and employees. Retrieved March 20, 2007, from Thomas Lefevere website: http://thomaslefevere.free.fr/23.htm Montana, Tony. (2005, July 11). Case study/analysis of Starbucks corporation. Retrieved March 24, 2007, from eCheat website: http://www.echeat.com/essay.php?t=27282 Nelson, Bob. (2000, March 13). How Starbucks energizes its employees. bizwomen.com. Retrieved March 20, 2007, from bizjournals website: http://www.bizjournals.com/bizwomen/consultants/return_on_people/2000/03/13/column72.html NYSE Group (2007). Starbucks Corp. Retrieved March 24, 2007, from NYSE Group website: http://www.nyse.com/about/listed/lcddata.html?ticker=SBUX&fq=D&ezd=1Y&index=5 Robbins, Stephen P. (2005). Organizational behavior (11th ed.). New Jersey: Prentice-Hall, Pearson Education. Inc. Starbucks case study: background 1971-87; private company 1987-92. (1997). McGraw-Hill Companies. Retrieved March 20, 2007, from the McGraw-Hill Companies website: http://www.mhhe.com/business/management/thompson/11e/case/starbucks-1.html http://www.mhhe.com/business/management/thompson/11e/case/starbucks.html