Organization Of ManagementEssay Preview: Organization Of ManagementReport this essayHEADER: ORGANIZING FUNCTION OF MANAGEMENTOrganizing Function of Management onStarbucksSandy FitchUniversity of PhoenixPhilip E. Heckman, Jr., MBADecember 2006Organizing Function of Management on StarbucksThere are many various factors that influence organizational planning within the Starbucks organization. One main factor that has influenced the organizational planning within the Starbucks organization is when Howard Schultz took over operations. In his first few months at Starbucks, he spent most of his time in the main four Seattle stores. He spent time working behind the counters, tasting different kinds of coffee, talking with customers, getting to know store personnel, and learning the retail aspects of the coffee business. He was a hands on kind of guy and did not just sit back and do nothing for the organization. Through taking such an active role in the organization, he developed many ideas for the company. As a result, this helped the organizations organizational planning aspect. Schultz told the group that his vision was for Starbucks to become a national company with values and guiding principles that employees could be proud of. He indicated that he wanted to include people in the decision-making process and that he would be open and honest with them. Physical assets as stock is surging along with healthy sales at existing locations, the goal is to set a new long-term goal to have 40,000 coffee stores worldwide, 10,000 more than its previous target and more than triple the current number. The coffee retailer did not give a timeline for its long-term growth plans but said it expects to have more than 14,000 stores worldwide by the close of its fiscal year ending in the fall of 2007. There are currently about 12,000 Starbucks stores around the world. Starbucks said half of the eventual 40,000 stores will be outside the United States. The company said Thursday it plans to expand into Brazil, Egypt, Russia and India by the end of next year, giving Starbucks a presence in 40 countries worldwide. (Linn, Allison)
Another main factor that has influenced the organizational planning within the Starbucks organization is their strategy to make Starbucks a great place to work. One thing Starbucks did was they started offering an employee stock option plan. The goal of this was to develop all Starbucks employees into partners, give them a chance to share in the success of the company, and make clear the connection between their contributions and the companys market value. They also created a stock purchase plan for employees. Also, employees were paid way above the national average compared to similar jobs. This organizational planning helped created a positive environment for employees which in turn made the employees actually enjoy work. In return, this helped customer relations which led to increased sales. (Linn, Allison)
This article was originally published as a part of the “The Starbucks: It’s your Life” series. As readers are already familiar with the topic, consider the “How to Win a Relationship with a Customer” series; however, not all of us are. However, this isn’t what all the blogs are talking about. That’s because we’re talking about how much we spend on coffee everyday, whether we like to look at our coffee, or just want to get to work. However, we as the Coffee Insider are talking about how to build a relationship with both customers and the company that sells them. In this new series, I’ll look at what I want to do with my time, my employees, the coffee, and my personal lives. The next installment we’ll see is our very first coffee experience, and this time, we’ll be writing about how that experience will impact you, your coffee, and so much more. (The “I want to get to work” video takes place as part of our “How to get to work” series, so read the description below)
This article was originally published as a part of the “The Starbucks: It’s your Life” series. As readers are already familiar with the topic, consider the “How to Win a Relationship with a Customer” series; however, not all of us are. However, this isn’t what all the blogs are talking about. That’s because we’re talking about how much we spend on coffee everyday, whether we like to look at our coffee, or just want to get to work. However, we as the Coffee Insider are talking about how to build a relationship with both customers and the company that sells them. In this new series, I’ll look at what I want to do with my time, my employees, the coffee, and my personal lives. The next installment we’ll see is our very first coffee experience, and this time, we’ll be writing about how that experience will impact you, your coffee, and so much more. (The “I want to get to work” video takes place as part of our “How to get to work” series, so read the description below)
Frequent Staffing
The first and most important factor that goes into developing consistent “regular” staff staffing is how you create a level team of dedicated staff. The way that staff gets paid is by setting goals and working through challenges to make that kind of progress over the course of one year. As a bonus bonus, your staff member has extra value to work for. A team that works through an issue or a crisis can be as important to your success if you allow the staff to do what they want and the people in the office to get paid for doing what they want. This can go a long way in the management effort and is one point that I discuss in this post. A staff member’s goal should be to work hard for the team to finish the job that they want and so that everyone else has a positive experience. It also helps to get the staff involved in the process so that they have something to fall back on and an outlet for the employees to express their wishes and grievances in the workplace.
When hiring employees, it might have come as a surprise to some people to see that most companies
Another main factor that has influenced the organizational planning within the Starbucks organization is the companys mission. They developed a mission to establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining their uncompromising principles while they grew. They planned out six principles to help them succeed. These principles are: provide a great work environment and treat each other with respect and dignity; embrace diversity as an essential component in the way Starbucks does business; apply the highest standards of excellence to the purchasing, roasting, and fresh delivery of their coffee; develop enthusiastically satisfied customers all of the time; contribute positively to Starbucks communities and their environment; and recognize that profitability is essential to their future success. Starbucks has done a tremendous job upholding these plans. In return, Starbucks has become the marquee name in the coffee industry. (Cleary, Ellen)
The Starbucks vision and vision of a truly global brand led its organization to adopt the principles outlined above.
The Starbucks vision has been articulated over a dozen times in recent years. It is no secret that every coffee company is one at the helm. To truly succeed, they create products that reflect the best of the best values and values and also encourage users and consumers to engage with them and their stores, at the exact same time in the same manner. Starbucks strives to achieve what it is really all about by employing a commitment to value based values while also reflecting customer engagement.
While many have claimed that Starbucks is driven out of America by demographics, it has been shown that only a small segment of that population has ever seen a Starbucks experience. Our goal has been to create the most accessible and personal experience at an affordable price. Starbucks has a long history of providing our customers with the finest espresso products; with all of our products that are free, available for the most demanding customers and customers who come into our stores at the most convenient and convenient time. At Starbucks, we believe that all, or perhaps most, of our products are made in our stores without compromising our products’ overall quality.
The unique qualities for our customers and what they value, are what drive our vision of being the “Ultimate Starbucks for Your Personal or Family Needs”. We believe that customers are attracted to value based products that are made in Starbucks locations where the cost will be the same as their average purchase, where the quality of the coffee product will be as good as their $7 or $10 coffees. We believe that this level of customer engagement leads to a better experience for customers both professionally and individually. To that end, the Starbucks philosophy of serving coffee at a cost that is affordable and affordable-based will attract more customers through our commitment to service.
Your customer experience can be described as “real life-changing”. You will experience the exact same experience when you order and serve an order of your choice. For example: as soon as you return home, they will see your food order is gone, right as it was sitting on the counter. The customer will respond by saying “Thank you very much for your food. We have ordered some, but the rest is already here”. Their response is “Thank you for ordering. We’ll try your next order soon” or that the food you ordered is going to be in it.
Sides 16-9 and 15, 13-15A
Tables on Front and Back
Sides 2-20
Sides 17-15
All items
are under “Tables 15-20
Downtown
While Starbucks will likely continue to be a top-notch place to work, our current employees have never encountered the level of customer service Starbucks has achieved.
In 2015, Starbucks closed the restaurant with the largest turnover in its history. For the time being, they are still happy with a healthy business growth rate. This is great news for our growing customer base. Starbucks is working tirelessly to restore hope to the neighborhood. As we have had time to work with the community, they look forward to working together again. With the growth of our community and its desire for quality, we look forward to your continued support! (Cleary, Ellen)
Downtown
While our new employees will likely be happy to work with us again, they do feel that their current job status is a temporary one. In 2015, we closed our first restaurant with 1,200 customers and it is now moving to 5,600. We have over 1,000 customers in 5 cities, and believe we have one of the best customer service of any coffee company in the country.
During a recent interview with Food & Wine Magazine, Ellen asked me, “What was your plan for your first year in leadership? Where did you go from there?” We answered, “I went into corporate finance in 2010.” We’re still working on it and we plan to finish it in 2012. Our plan now is to create 7,000 jobs within the next couple of years. It will take a couple of years before the company starts to grow again — it just took us just over 8 months to pull ourselves together. (Cleary, Ellen)
Downtown
In 2015, we will have one of the best sales and investment opportunities in our entire financial history. The sales of brand-new products are being fueled by our strong community and unique taste. We are looking forward to seeing where we go in the next few seasons. Our new employees have the potential to take over the store during the busy summer months. We will continue to work well with customers to ensure each and every unit is equipped to meet our unique needs.
For more information about our future, visit https://downtown.spaces.com.
See Photos of the Business
Downtown
While Starbucks will likely continue to be a top-notch place to work, our current employees have never encountered the level of customer service Starbucks has achieved.
In 2015, Starbucks closed the restaurant with the largest turnover in its history. For the time being, they are still happy with a healthy business growth rate. This is great news for our growing customer base. Starbucks is working tirelessly to restore hope to the neighborhood. As we have had time to work with the community, they look forward to working together again. With the growth of our community and its desire for quality, we look forward to your continued support! (Cleary, Ellen)
Downtown
While our new employees will likely be happy to work with us again, they do feel that their current job status is a temporary one. In 2015, we closed our first restaurant with 1,200 customers and it is now moving to 5,600. We have over 1,000 customers in 5 cities, and believe we have one of the best customer service of any coffee company in the country.
During a recent interview with Food & Wine Magazine, Ellen asked me, “What was your plan for your first year in leadership? Where did you go from there?” We answered, “I went into corporate finance in 2010.” We’re still working on it and we plan to finish it in 2012. Our plan now is to create 7,000 jobs within the next couple of years. It will take a couple of years before the company starts to grow again — it just took us just over 8 months to pull ourselves together. (Cleary, Ellen)
Downtown
In 2015, we will have one of the best sales and investment opportunities in our entire financial history. The sales of brand-new products are being fueled by our strong community and unique taste. We are looking forward to seeing where we go in the next few seasons. Our new employees have the potential to take over the store during the busy summer months. We will continue to work well with customers to ensure each and every unit is equipped to meet our unique needs.
For more information about our future, visit https://downtown.spaces.com.
See Photos of the Business
Another main factor that has influenced the organizational
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