Essay about Starbucks Organizational Behavior

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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
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Just as the organizational culture is laid back and supportive (Montana, 2005), so is the organizational structure.
Teams are an important aspect of the Starbucks organization. Teams perform most every task within the organization, adding to the decentralization. The evidence of teams can readily be witnessed when a person orders a beverage. The person at the register takes the order, making sure to write the customer's name on the cup—a principle that Howard Schultz uses to put the customers on more of a personal level with the staff—then the cup is passed on to the barista, the person that actually makes the beverage. The barista makes the drink and then sometimes the drink even goes through another barista or assistant to get any additional toppings and a lid. The customer is then called by name to let them know their drink is ready. I have a very complicated drink and the staff at Starbucks are always very nice and understanding when I taste it and ask them to add something. After a few times of patronizing one certain Starbucks, the staff usually recognizes me, and my drink does not have to be tweaked to taste right.
Employees are encouraged to think of themselves as owners and make suggestions for improvement to existing practices or creation of new products (Nelson, 2000). Not only are employees asked to think of themselves as owners, many are owners. Through a special stock option plan, many employees are also shareholders in the
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