Starbucks Organizational Culture

2278 Words Nov 27th, 2012 10 Pages
How Culture Affects Productivity Organizational culture and productivity are closely related. Simply stated, productivity is the art of getting the company ' 's products and/or services to the customer at the lowest possible cost. But it is more than that - it is related to quality, to customer needs and to labour relations. In other words, productivity and good management are inseparable. Productivity is a result of motivation, and motivation thrives in a good climate. If management is to transform this fragile good climate into a long-lasting culture for success, it will have to focus on the following seven areas of improvement: 1. Organizational Clarity The degree to which the goals and plans of the organization are clearly perceived by …show more content…
All of us are self-centred, seek praise and recognition, think of ourselves as winners and not losers. We operate as much by gut feelings as we do by logical, rational thinking. We are creatures of our environment, sensitive and responsive to external rewards and punishment, but we are also strongly motivated by internal pressures. We are looking for meaning in our lives and will make great sacrifices for those employers who will provide us with meaning. At the same time, we need to feel that we are in charge of our own destinies.

Employee behaviour is influenced by the organization ' 's expectations of how employees act. If the company creates rules and regulations to apprehend offending employees, employees will be caught and disciplined. The cycle repeats and repeats ... if a manager believes employees are lazy, his belief is confirmed when an offending employee is caught. Furthermore, if the only way an employee can get recognition is by breaking the rules, then he or she will break the rules because negative recognition is preferable to none at all. Behavioural scientists, such as McGregor and Likert, based their management theories on the belief that man is by nature an experimenter, a thrill-seeker and an inventor. They indicated that management should provide meaningful work and equitable compensation, that jobs should be whole and exciting work modules. Given this,
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