Starbucks Case Study

Topics: Management, Organization, Skills management Pages: 5 (1838 words) Published: January 29, 2011
Starbucks case study

1- I think the most important management skills for Schultz to have are the conceptual skills. Since Schultz is the chairman of Starbucks, which means he is the top manager of the company, the conceptual skills are the most important for him to have. Mostly because conceptual skills help him see the organization as a whole. It helps the manager understand the relationship among the various subunits, and visualize how the organization fits into its broader environment. In fact the conceptual skills are defined as the ability to think and to conceptualize about abstract and complex situations. But as we can see in the case Schultz proved he had good conceptual skills when he decided to open his own espresso chain after seeing an espresso bar in Italy and then bought Starbucks and turned it to what it is today. As for Starbucks store manager, they should have their technical skills developed. It is very important for a store manager to have the job-specific knowledge and know the techniques needed to proficiently perform work tasks. Starbucks store manager is a first line manager, a category often formed by employees with excellent technical skills who gets promoted to first line managers. This is because these managers have to deal with nonmanagerial employees who use tools and techniques to produce the company's products or to service its customers. As for human skills who consist of the ability to work well with other people individually and in group, these skills are very important to both Schultz and any other kind of manager because all managers deal with people, and their ability to get the best out of the people they manage will be very benefic for the whole company.

2- Let us start with scientific management, this theory is an approach that involves using scientific methods to define the “one best way” for a job to be done, like putting the right person on the job with the correct tools and equipment, having a standardized method of doing the job, providing an economic incentive to the worker. Frederick Taylor, the father of scientific management developed five principles of management: develop a science for each element of an individual’s work, scientifically select and then train, teach, and develop the worker, extremely cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed, divide work and responsibility almost equally between management and workers, management takes over all work for which it is better fitted than the workers. Starbucks' managers can use these principles by analyzing the basic work tasks that must be performed, using time and motion studies to increase productivity, by hiring the best qualified employees for a specific job, and by designing incentive systems based on output. Knowing that all managers have to deal with people, the most important asset of an organization, the organizational behavior is the study of the actions of people at work. Much of what managers do today (motivating, leading, managing conflict…) and especially the human resource department in organizations has come out of this theory, and that's what makes it so important to every manager including Starbucks' managers. Many reaserchers contributed to the organizational behavior approach, Abraham Maslow advanced a theory that employees are motivated by a hierarchy of needs that they seek to satisfy like the physiological, security, self belongingness, self esteem and self actualization needs. Douglas Mc Gregor proposed theory X and theory Y concepts of managerial beliefs about people and work. In theory X, Mc Gregor views employees in a negative way: employees don't like work so managers have to control, coerce and threaten them to get the work done. Theory Y is more optimistic: work is a part of people's lives they are committed to it and have the capacity to innovate. In fact, it's a lot more realistic and always...
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