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Formulating the right steps needed to reach these aims is also crucial.
The top management team has always excelled at this function in Starbucks. First, CEO Howard Schultz wanted the company to offer a different coffee-selling experience from its competitors. Therefore, it dwelt on making the ambience and services at Starbucks more laid-back than at other companies. It established a way of achieving those outcomes by effectively training its baristas to maintain high coffee standards (Cleary, 2007). In addition, the company also had a plan to make its presence felt in almost all corners of the US and internationally. The management team thus expanded into non urban areas where it doubled its outcomes. It even entered into grocery stores and drive-thru locations. The company worked on its business aspect by licensing some of its products as well as offering a platform called “Starbucks for business” (Paryani, 2011). This innovation allowed suppliers to contract out their businesses through these platforms. Overall, the company demonstrated that strategic and operational panning are essential in succeeding within the coffee industry.
Organizing as a management function is that aspect which entails the development of the right structures needed to meet the objectives created in the planning phase. An effective management team ought to design jobs in a manner that provides the right amount of autonomy and enrichment (Carpenter et. al., 2009). Additionally, the way departments and levels at the organization are arranged should be in order to get the most out of the company’s resources.
Starbucks has a range of baristas, store managers and administrators. Most of them have job positions that are well cut out and understood by the members. However, the organization strives to make baristas jobs more enjoyable by empowering workers with knowledge needed to