Influencing Group Communications
Influencing Group Communication
Leadership Styles and Group Communication Before discussing leadership styles and their affects on group communications of a specific company, it is important to first identify the organizational structure of that company. Different organizational structures may lend themselves more toward specific leadership styles then others. “A company’s individual organizational structure is a formal composition of task reporting relationships that allows the company to control, coordinate, and motivate employees so a common goal can be achieved” (George & Jones, 2005, p. 505). Coordinate in this context refers to the communication efforts made between upper management, middle management, site management, and line employees. The Starbucks Corporation is well known for its strong positive culture and a willingness to adapt and change. “Starbucks has rearranged their organizational structure to better accommodate customer satisfaction. The CEO of Starbucks announced expansion of their matrix organizational structure last month, They will operate under four U.S. divisions including Western/Pacific, Northwest/Mountain, Southeast/Plains and Northeast/Atlantic” (Starbucks Corporation, 2008). This decision was made when Howard Schultz, founder of Starbucks, returned to the helm as President, CEO, and Chairman. His enthusiasm to bring Starbucks back to its core – all things coffee – and a renewed focus on the customer experience was the driving force behind this reorganization. In one of many e-mails sent to all Starbucks partners, Schultz said, “I pledge to communicate with you about our efforts to improve the currents state of our U.S. Business, reignite the emotional attachment with our customers and make foundational changes to our business; and I have done so in six previous emails” (Schultz, 2008). “Beginning February 28, 2008, the U.S field organization began transitioning from two divisions to four, with full
Leadership Styles and Group Communication Before discussing leadership styles and their affects on group communications of a specific company, it is important to first identify the organizational structure of that company. Different organizational structures may lend themselves more toward specific leadership styles then others. “A company’s individual organizational structure is a formal composition of task reporting relationships that allows the company to control, coordinate, and motivate employees so a common goal can be achieved” (George & Jones, 2005, p. 505). Coordinate in this context refers to the communication efforts made between upper management, middle management, site management, and line employees. The Starbucks Corporation is well known for its strong positive culture and a willingness to adapt and change. “Starbucks has rearranged their organizational structure to better accommodate customer satisfaction. The CEO of Starbucks announced expansion of their matrix organizational structure last month, They will operate under four U.S. divisions including Western/Pacific, Northwest/Mountain, Southeast/Plains and Northeast/Atlantic” (Starbucks Corporation, 2008). This decision was made when Howard Schultz, founder of Starbucks, returned to the helm as President, CEO, and Chairman. His enthusiasm to bring Starbucks back to its core – all things coffee – and a renewed focus on the customer experience was the driving force behind this reorganization. In one of many e-mails sent to all Starbucks partners, Schultz said, “I pledge to communicate with you about our efforts to improve the currents state of our U.S. Business, reignite the emotional attachment with our customers and make foundational changes to our business; and I have done so in six previous emails” (Schultz, 2008). “Beginning February 28, 2008, the U.S field organization began transitioning from two divisions to four, with full
References: Behar, H. (2007-2008). It 's Not About the Coffee: Leadership Lessons From a Life at Starbucks. Howard Behar. Retrieved from http://www.howardbehar.com/author.shtml Blyton, P. (2007). Key Concepts In Work. Credo Reference. Retrieved from http://www.credoreference.com/entry/sageukwork/power_and_authority George, J., & Jones, G. (2005). Understanding and Managing Organizational Behavior (4th ed.). Hammers, M. (2003). Compensation, Benefits, and Rewards. Workforce Management. Retrieved from http://www.workforce.com/section/benefits-compensation/feature/starbucks-is-pleasing- employees-pouring-profits/index.html Internet Center for Management and Business Administration, Inc.. (2002-2010). Levoy, B. (2010). Business Center. Veterinary Economics. Retrieved from http://veterinarybusiness.dvm360.com/vetec/Team+Communication/The-sweeper-should- Shultz, H. (2008). Starbucks Newsroom. Starbucks Corporation. Retrieved from http://news.starbucks.com/article_display.cfm?article_id=66 Schultz, H., & Yang, D. J. (1997). Put Your Heart Into It: How Starbucks Built a Company One Cup at a Time (2nd ed.) York, E. B. (2010, March). Starbucks Gets Its Business Brewing Again with Social Meda.