TABLE OF CONTENTS

INTRODUCTION

PLANNING
Practical activities
Analysis
Recommendations

ORGANISING
Practical activities
Analysis
Recommendations

LEADING
Practical activities
Analysis
Recommendations

CONTROLLING
Practical activities
Analysis
Recommendations

REFERENCES

1|
INTRODUCTION
In 1971, Starbucks was founded by the three founders as Jerry Baldwin, Gordon
Bowker, and Zev Siegl in Seattle's iconic Pike Place Market. Starbucks' owners
were all academics who enjoyed the flavors of coffee and tea. They also invested
and borrowed funds to create the first Starbucks in Seattle, which was called
"Starbucks" after Herman Melville's famous novel Moby Dick's first mate, Starbuck.

Alfred Peet was a big motivation to the three founders. As a Dutch immigrant, Peet
who started importing quality robusta coffee beans into the US in the 1950s. In 1966,
he started Peet's Coffee and Tea in Berkeley, California, specializing in acquiring
high-quality coffees and teas. Peet's success inspired the Starbucks owners to build
their business model and Peet's became Starbucks' first supply of green coffee
beans. Baldwin and Bowker then acquired an old roaster from Holland and
experimented with Alfred Peet's roasting processes to produce their own mixes and
flavors.

Starbucks collaborates with a variety of voluntary groups to help the farming

communities with initiatives that promote social and economic growth. The firm also
provides agricultural financing, and when coffee prices fell to record lows in
Guatemala, Nicaragua, El Salvador, and Mexico in 2019, it issued relief payments to
its farmers in those countries. Furthermore, the firm had established ten farmers in
2021 in order to support centers where producers in coffee-producing nations
throughout the world could discuss wide source agronomy ideas. Since the first
center opened in Costa Rica in 2004, the program has taught over 200,000 farmers.

Starbucks is frequently regarded as an industry pioneer in paying higher pricing for

its coffee beans, these greater levels are normally paid to a trader and translated into
increased earnings for the farmers. Almost 100 percent of these beans are properly
produced; it also intends to source tea and chocolate responsibly. It uses its own set
of business and agronomic standards known as Coffee and Farmer Equity standards
and collaborates with Conservation International to promote sustainable
development.

2|
Due to its perceived dedication to acquiring ethically produced coffee, Starbucks has
been accused of obtaining from plantation-based farms that exploit child and slave
labor or housing workers in unclean circumstances. Critics of C.A.F.E. policies allege
that necessary farm inspections are too rare to safeguard farmworkers, as
inspections might occur as seldom as every two to three years, depending on criteria
such as the farm's prior inspection ratings. Furthermore, unlike Fair Trade-certified
coffee, Starbucks C.A.F.E. policies do not have a minimum guaranteed yield.

This analysis will delve deeper into Starbucks' planning and strategies, as well as
how Starbucks' personnel management functions. In addition, we will assess and
offer further techniques that Starbucks may adopt in the future.

PLANNING
Planning is an essential part for managers to deal with future changes. Employees
can plan their activities, collaborate with one another, and take other necessary
actions to reach goals when they are aware of what their organization or work unit is
striving to achieve and what they must contribute to do so. Without planning,
departments and people can cooperate inefficiently, which would prohibit the
organization from effectively attaining its objectives.

Practical activities
Nearly 33,000 Starbucks locations are owned and controlled by the company. The
company projects that it will have 55,000 locations by 2030 and is working to create
the Third Place experience while also creating experiences that address changing
customer patterns. Additionally, Starbucks will open a facility of a similar nature in
New York City as a result of the successful debut of a novel type of store in Seattle
that combines a roastery and a cafe. Its financial objectives by 2019 include "sales
growth of 10% to 13% and $30 billion in yearly revenue." Starbucks Investor
Relations (2021) has demonstrated the increase in global revenue from $32.5 billion
to 33 billion of financial projection. Moreover, Starbucks' owners guarantee the
company's global social obligations while focusing on elevating its products through

3|
the development of novel and varied forms to place it among the most admired and
well-known global brands.

Starbucks has always operated on a global scale. On a business trip to Milan in

1983, Howard Schultz, who is currently the CEO of the firm and formerly worked in
marketing for Starbucks' original founders, had a lightbulb moment about how this
strategy can work here in the United States. He created a cultural phenomenon to
change what people eat and drink and shape how people spend time and money.

Starbucks is committed to becoming a company that embraces and supports

diversity in how it conducts business, in addition to making an effort to respect
cultural variety around the world. Starbucks makes an effort to cater to the individual
interests and demands of every customer while also making the Starbucks
experience accessible to everyone. Despite the high price, customers of Starbucks
find it worthy to enjoy coffee here because of the finest coffee available
commercially, custom preparation, and the warm feeling of community and
connection that Starbucks has. Besides, quick-service restaurants and specialty
coffee shops are some of the most important competitions of Starbucks. Moreover, it
cooperates with numerous famous brands worldwide like Teavana, Tazo Tea,
Seattle's Best Coffee, and so forth to introduce a variety of products.

Starbucks also sells other products and services, such wine and beer, in addition to
coffee. After 4 p.m., it introduced a brand-new idea dubbed "Starbucks' Evenings,"
offering a variety of adult beverages and a larger food menu. This concept was
implemented at all of its locations globally.

Starbucks' loyalty program is a key component of the company's growth strategy and
continues to set it apart from rivals. Nearly 12 million users of its My Starbucks
RewardsTM program are active, and the cards have more than $4 billion put upon
them. The company also offered a new prepaid Starbucks Card for its customers to
use wherever Visa cards are accepted; after consuming, they can earn two “stars”
used to buy any beverage or food item at any Starbucks store.

4|
Analysis

Goals (objectives) are objectives or expected outcomes. They serve as the

benchmark against which work results are evaluated by management. They are
frequently referred to as the fundamental components of planning for this reason.
Before making strategies to achieve a goal, you must first be aware of what you want
to achieve (Robbins & Coulter, 2016). Starbucks is very clear about its objectives.
They have developed a long-term plan for global growth. It might help a regional
sales manager choose the best strategy going forward. If significant deviations from
the anticipated performance are discovered, it might also assist them in modifying
their strategies. Based on these objectives, the CEO will be able to make wise
strategic decisions to fulfill the organization's mission.One of the reasons Starbucks
established an aggressive expansion strategy that was more ambitious than that of
any other specialty coffee shop was the first-mover advantage. They beat their rivals
to crucial sites, loyal customers, and the development of a solid brand reputation
(Larson, 2008).

In the strategic management process, the organizations need to do an external

analysis, including opportunities and threats, and internal analysis, which is strengths
and weaknesses, to create and implement the strategies better (Robbins & Coulter,
2016). One of Starbucks' opportunities is its vast customer base. To further explain,
Starbucks' target customers, in addition to the rich, urban or regular customers who
come to his store, take advantage of all kinds of people in society. According to
Bolton (2004), the company must focus on determining and satisfying the demands
of the consumer or provide top-notch customer service. Every firm needs customer
service strategies and an efficient customer communication system to understand
what their customers are thinking and what they liked and didn't like about their
products or services (Robbins & Coulter, 2016). Starbucks was cited by Louveau
(n.d.) as one of the top examples of excellent customer service.Due of his prior
travels to Italy, Schultz was able to sense the welcoming atmosphere there and
made the decision to bring it to Starbucks. For consumers to unwind and take
pleasure in a distinctive coffee experience, Starbucks cafes are outfitted with the
proper furniture, soothing music, and hissing vapour from the espresso machine.
Starbucks uses customer service tactics in addition to a differentiation strategy that

5|
distinguishes it by very high-quality goods, great services, and a strong brand
reputation.

Starbucks grew its organization through diversification, combining with other

companies in the different but related industries to expand the number of markets
and increase diversification its product offering. Starbucks' portfolio involves goods
and services produced under its brands collaborate with Teavana, Tazo Tea,
Seattle's Best Coffee, Evolution Fresh, La Boulange, etc. According to (Robbins &
Coulter, 2016), this strategy allows the organization's managers to have a clear
vision of business diversity and help them decide how to allocate resources.

The perception of customer service and differentiation is not enough for the
organization's evolution. They must pay attention to pursue other strategies, such as
innovation and flexibility. Starbucks has realised that specialising in one market is
risky and diversification is necessary to remain profitable and competitive. There are
many threats to the progress of Starbucks, typically a series of alternative products,
namely tea, fruit juice, energy drinks, and pubs with non-alcoholic beverages, or the
risk of obsolescence of coffee culture. Starbucks sees enormous prospects for
diversification given its dominant market share and widespread brand recognition.
The business may gain a major competitive advantage and support more growth in
both domestic and foreign markets by continuing to expand into foreign markets
(Geereddy, 2013). They add candy bagels and other food-related things to their
product line-up. They are also interested in apparel, music, movies, and
transportation. In order to compete with Starbucks' product quality and variety,
excellent real estate sites, and store ecosystem experience, new rivals must
overcome significant market barriers. Starbucks' first-mover advantage is a key
success element. They were able to outpace the competition in building brand
awareness and devoted customers thanks to the first-mover advantage they had,
which helped them take the lead in the coffee market the world's specialty
coffees.My Starbucks RewardTM was developed by Starbucks to improve
communications with and connections with its devoted customers. Starbucks makes
money by encouraging customers to spend more by awarding stars for each
purchase. The customer thinks they received a good deal because they can see the
rewards they can get and they can get the necessary number of stars for the award.

6|
The program is also designed to send push notifications to its users in the form of
advertising promotions in order to increase user engagement. Moreover, Starbucks'
rewards program offers free games and music, which members can earn additional
stars by playing these games in the smartphone app.

Starbucks also makes sure that its devoted clients feel special by giving them free
drinks on their birthdays. Starbucks's partnerships with other banks have largely
benefited them by establishing the star reward system. For instance, the agreement
between Starbucks and TD Bank Group, which was announced in 2020, gives TD
Aeroplan Visa cardholders the chance to earn extra benefits, including 50% more
Aeroplan points with every transaction made at participating Starbucks locations in
Canada. In addition, they can acquire Starbucks Rewards. The client gains a lot from
this, and both businesses profit and become more relevant as a result (Starbucks,
2020).

Recommendations

There are some suggestions for Starbucks to help it further its plans and objectives.
Porter introduced the Five Forces of Competition framework, which managers use to
develop strategies and direct the company's competitive positioning within an
industry. The Five Forces of Competition framework includes threats from new
entrants, threats from substitutes, bargaining power of buyers, bargaining power of
suppliers, and current rivalry (Grant, 2015). Starbucks needs to first be concerned
with new competitors, especially neighbourhood stores. Compared to Starbucks,
these smaller stores have lower establishment and maintenance costs in the supply
chain, allowing them to compete by providing products at lower prices (Pratap, n.d.).
However, as compared to other generic coffee products, Starbucks enjoys a
significant quality competitive edge. Using inexpensive items makes it difficult to
guarantee consumer health and food safety. Because of this, Starbucks can continue
to expand in this market provided it can retain its commitment to providing high-
quality goods and services to customers. Threats from competitors to Starbucks'
products represent a further obstacle (Greenspan, 2019a). According to Greenspan's
essay (2019a), Starbucks' primary product, coffee, has a number of alternatives,
including ready-to-drink beverages, tea, milk tea, etc., as well as fast-food joints or

7|
convenience stores. Starbucks' executives should actively introduce these
alternatives to their stores, such as pre-packaged drinks or tea, in order to combat
this difficulty and stop people from buying these products elsewhere.

Additionally, (MartinRoll, 2021; Pratap, n.d.) shows that Starbucks will face more
intense competition from Dukin and McCafe as it expands into additional markets.
However, Starbucks still has an advantage over these rivals because of its
established and well-known reputation. In order to learn how other brands' products
work and use that knowledge in its own manufacture, it can also buy their items. One
of the most important forces affecting the organization is customers' bargaining
power, which is brought on by the dangers of new competitors, massive substitutes,
and current rivalry. Having more competitors makes it simple for customers to switch
to other brands, and the high availability of substitutes gives customers more options
to suit their needs.

Finally, global climate change is one of the issues that Starbucks and the coffee
industry are facing together. Starbucks uses 100% Arabica coffee beans to bring the
best effect coffee for consumers (Starbucks, n.d.). According to (Intergovernmental
Panel on Climate Change, 2014), unfortunately, rising mean temperatures, altered
rainfall patterns, more frequent and intense extreme weather events, and an increase
in disease and insect vectors make Arabica coffee growing regions unstable.
Starbucks can provide its smallholder coffee producers with a number of options for
reducing climate risks. For instance, specific adaptive techniques might be scaled up
to reduce climate risk. The restoration and rehabilitation of degraded regions,
improved soil and water management, integrated pest control, increased shade
cover, the development of climate-resistant coffee varieties, insurance and other risk-
sharing programs, and restoration and rehabilitation of degraded regions are just a
few of them (Davis, Gole, Baena, & Moat, 2012). Conversely, Starbucks can still
mitigate the effects of climate change by emphasizing renewable energy, energy
conservation, teamwork, and action. By conserving power and water, reducing cup
waste, increasing recycling, and incorporating green design into venues, they are
making great efforts to lessen their influence on the environment. Additionally, they
are committed to working with other businesses and groups to promote progressive
climate change legislation.

8|
ORGANISING

Practical activities

When first opened, the original Starbucks store was only managed by three person :
Zev Siegl was in charge of retailing, Jerry Balwin was responsible for the
administrative works and Gordon Bowker is somewhat a supportive and creative type
of founder - he was the one who named the store Starbucks because he was
inspired by an coffee enthusiast character in the classic novel “Moby Dick” written by
Herman Melville. The organisational structure then was very basic without any major
concepts of management implemented into the company. However, in 1982,
Starbucks decided to hire Howard Schultz as the director of marketing and retailing
(Marshall, 2018) was a significant event that contributed to the success of Starbucks
later on in the future.
The organisational structure of Starbucks is based on individual skills. With a "lean"
organisational structure, Starbucks has also been remarkably effective in adjusting to
expansion. Howard Schultz understood the significance of bringing in an executive
team with experience to run operations or divisions of larger companies and integrate
them into Starbucks. The district manager, "the most significant in the firm," who
carried out the company's aims and aspirations, serves as the crucial link between
the zone headquarters and each retail shop.
One of the company's organisational problems, according to several shop managers,
is the decision to add more drive-through windows to retail locations. Employees
need to move fast and efficiently manage their time since the drive-through lane may
get congested rapidly. Things often become worse every time Starbucks introduces
new aspects. Furthermore, for a worldwide brand like Starbucks, product quality
assurance is crucial. For coffee beans and Tazo Tea, Starbucks has plants both
locally and abroad. At every level of the production process, every employee must be
focused on maintaining quality control.
Starbucks places a high importance on bright and devoted workers in their pursuit of
success. While encouraging its "pro-partners" to contribute their thoughts and
experiences, Starbucks gave people opportunities to develop and profit. Additionally,
they have established a flexible, forward-thinking workplace where everyone is
treated with respect and decency. Starbucks uses a variety of techniques to find

9|
team members that are flexible, driven, passionate, and innovative. Users may apply
for jobs online through the organisation's dynamic and user-friendly career centre
regardless of where they are in the world. Additionally, students can participate in
summer internships at Starbucks through yearly recruiting events. Starbucks pledges
to help members of certain communities by, for example, employing approximately
10,000 veterans by 2018 and working with other companies to hire at least 100,000
low-income workers.
Along with the employee evaluation, Starbucks encourages diversity and guards
against prejudice at work. Women make up 64% of the entire workforce in the United
States, while people of colour account for 33% of it. Starbucks places an emphasis
on diversity training for senior managers as well as training in general. With a variety
of training methods, including training within the allotted time, training by the
corporate support centre, training for product quality, training in various regions, and
training for customer relationships, the company makes significant investments in
baristas' training programs and career development initiatives.
Nevertheless, Starbucks has to cope with union-related issues. Moreover, Starbucks'
problems in new areas where regional labour unions and governmental regulations
favour collective bargaining may worsen as the firm grows abroad. Despite being
proud of how they treat its staff, Starbucks did settle a case brought by the National
Labor Relations Board that had more than two dozen allegations of unfair labour
practices brought up by the union Industrial Workers of the World. In 2011 there was
a walkout by partners in Chile about inadequate pay, but it was eventually called off
since the strikers and the company were unable to come to an agreement.
Starbucks also encountered various problems with the expansion of the franchise in
the Vietnamese market. After six years in Vietnam, Starbucks only has 49 outlets
here; this is a far smaller number than in the country's bordering markets. Starbucks
has more than 330 locations in Thailand, more than 320 in Indonesia, and more than
190 in Malaysia. Because its costs are so much higher than those of the local coffee
shops, Starbucks' clientele is likewise rather small. This chain continued to expand,
although more slowly than its domestic competitors (Tien, Jose, Mai, Van Thoi & Van
Hai, 2020). The organisational problem related to this is the staff mostly are
university students and they are not willing to fully adapt the culture and ideology of
Starbucks since they just want a part time job with as few requirements as possible.

10|
 Analysis

Starbucks district managers, who oversee shop performance in their region by

analysing business operations, putting up concrete goals, and interacting with the
local community, are the most crucial members of the organisation. They are leaders
who inspire and develop young talent, advance the organisation's vision and
objectives, and persistently encourage their personnel to develop trust with clients
and coworkers. Additionally, assistant managers play a significant role in the
structure of the company; they are the ones that inspire customers and develop their
management skills as they work toward opening a successful business for
themselves. The partner's duties include overseeing store operations, producing
financial outcomes, managing a team, and nurturing talent to help them reach their
full potential. If Starbucks didn't sell coffee, other drinks, and products, it wouldn't
exist. Starbucks therefore put a priority on product quality assurance as a global
brand. Starbucks designs its manufacturing facilities with sustainability in mind. An
example of a modern facility that was designed to LEED® criteria for new
construction is the roasting factory in Sandy Run.
Starbucks successfully completes the first stage of the HRM process, which entails
the three processes of human resource planning, recruiting and recruitment, and
selection, when it comes to choosing qualified people. Starbucks sought to find
flexible, self-driven, enthusiastic, and creative team members, therefore this process
was carried out with the highest accuracy. The fact that Starbucks encourages its
partners to speak up and provides training for necessary skills shows that the
recruiting process was successful.
Planning for human resources is the first stage worth thinking about since great
people are an organisation's most significant asset when it comes to helping the
company achieve its objectives. The HR department is heavily involved in planning
for the firm's human resources to make the most use of their potential and assist the
achievement of the company's commercial and strategic goals. These HR planning
initiatives ensure that managing people within a defined framework and encouraging
them to improve their performance will give the company a sustainable competitive
edge (Chakraborty, Biswas, 2019). Starbucks seems to have done a comprehensive
job analysis because the job descriptions and requirements are very specific. From
baristas to managers, Starbucks gives thorough job descriptions that include the

11|
duties, environment, and working conditions for each position. For store partners to
be able to deliver a fantastic experience for Starbucks customers, we invest in
important training and learning initiatives. To encourage smart onboarding and
continual learning, Starbucks committed $1.2 billion in training programs for both new
and current store partners in FY21 (Starbucks, 2021).
The second stage is recruiting and recruitment. In order to find suitable employees,
Starbucks uses a range of recruitment channels, including as an online employment
centre, the corporate website, and recruiting events at several shop locations.
Networking websites may be used to establish two-way communication and involve
potential workers. Starbucks consistently stays ahead of the curve when it comes to
promoting their hiring strategy through great perks like covering 100% college tuition
fee. The Starbucks College Achievement Plan (SCAP) was developed to assist more
Starbucks partners in achieving their goal of attending college. Starbucks pays all of
the tuition for partners who enrol in the SCAP program's bachelor's degree at
Arizona State University (ASU). More than 100 bachelor's degree programs, all
entirely online, are made available to Starbucks partners under the initiative. For
many, the SCAP program is a game-changer because of its flexibility. Nearly 7,000
partners have graduated from the program since its inception in 2014 and Starbucks
is aiming for 25000 graduates from ASU in 2025 (Starbucks, 2021).
The selection procedure, which comes as the last step, makes predictions about
which recruiters will be successful if hired. Starbucks carefully chooses its partners in
order to have the perfect person for the business and position them in the perfect
place at the perfect moment. Businesses' performance is typically correlated with the
people that work there, suggesting that hiring the right people is essential to
achieving organisational success. To increase productivity, responsiveness, quality,
and customer service, businesses must ensure that employee satisfaction is high
among their workforce (Sageer, Rafat, Agarwal, 2012).
Training classes for fundamental computer skills, conflict resolution, and other topics
are available via the Corporate Support Center. Another example is the training
program for baristas called Perfecting the Art of Espresso, which lasts for three and a
half hours and teaches them how to make espresso. Customers' experiences with
Starbucks coffee have considerably improved thanks to this training program, which
has garnered a ton of favourable feedback.

12|
Training on customer relationships was prioritised by Starbucks. Each partner
receives instruction on how to please the client, including how to properly greet them,
how to avoid keeping them waiting for too long, and how to select the right coffee
depending on their tastes.
The company also started a training program by assembling a 10-person "lean team"
that toured different regions and urged managers and partners to develop ways to
approach the working process that were more effectively.

Recommendations

There are a number of suggestions for eradicating the problems that Starbucks is
encountering.
Despite their limited efficiency, the company should effectively employ correct
selection procedures to forecast job performance. The ultimate objective is to raise
employee job satisfaction and decrease turnover. For instance, Starbucks should
inform future employees both the positive and negative aspects of their jobs in order
to create a clear overview, in which they can make the best decisions and possibly
stick with the company for a long period of time if it is the most suitable job for them.
If the job proves to be stressful for the candidates, they might consider not applying
for the job as it is counterproductive for them and the company in general
(Ekienabor, 2016).
Secondly, another issue is that Starbucks' new drive-through section only had six
windows when it first debuted. Customers complained about the rise in drive-through
traffic, automobiles pulling into the parking lot, and even obstructing access to other
establishments in the same shopping centre. To tackle this problem, Starbucks could
simply hire more employees to work inside a drive-through booth or improve the skill
of the employees, namely the speed of making orders to cope with the large number
of demand. Another solution and probably the most effective is to make the best
sellers in advance to minimise the time of making them. This can be done by doing
statistical reports to pick the ones that customers consume the most and prepare
those in stock before rush hour.
Lastly, cultural custom at Starbucks requires that workers spend three months
receiving training at the corporate office before the store opens. The custom is now
obsolete. Large-scale expansion has resulted in decreased worker training efforts

13|
and welfare measures, declining employee excitement, and decreasing customer
engagement, all of which have a negative impact on customer happiness and profit.
The essential competitiveness of businesses is stressed through emphasising the
corporate culture among its personnel (Lui & Gui, 2017). Starbucks must pay
attention to the transformation of company culture by enriching the knowledge and
skill set of their employees. For instance, an online test organised by high officials at
Starbucks to test the knowledge of the appliers and trainees to test their
understanding as a criteria for employment could greatly enhance the quality of new
workers, thus strengthening the culture as well as reducing turnovers.

LEADING

Practical activities

The continuing case of Starbucks has transparently indicated the great importance of
supervision and coordination as a manager’s obligation in order to attain
organizational objectives. However, this can be tremendously challenging and
difficult under various circumstances. Successful human management requires the
understanding of attitudes, behaviors, personalities, individual and team work efforts,
motivation, conflicts,...Therefore, Starbucks has built a healthy and intergrating
environment where employees are motivated and facilitated to contribute their utter
efforts, a workplace where they can feel respected, valued, and adored. Several
practical activities have been displayed in the case. Firstly, Starbucks aspires to
bring their attention to individuals. The corporation has expressed its consideration
for the employee by creating an attitude survey that offers the employees the chance
to freely raise their personal thoughts as well as ideas about throughout the working
experience. Moreover, it also focuses on the level to which the employees are
closely attached and connected to the organization with contentment and
involvement. This has proved how concerned Starbucks is toward the relationship
with their people. Secondly, Starbucks takes priority in maintaining the flow of
communication throughout the organization. Starbucks China, for example, created
the Partner Family Forum to acknowledge the unique role that families play and to
emphasize Starbucks' dedication to its partners. In addition, Starbucks established
The Mission Review team in 1991 including business managers and partners, where

14|
partners may express concerns about actions or choices when they feel the
organization is not acting in a way consistent with the guiding principles. Since the
idea was so successful in North America, several Starbucks overseas locations have
given their partners access to the same communication channels. Furthermore,
Starbucks leaders put a considerable emphasis on motivating employees.
Starbucks' Total Pay package is one of the greatest evidences of how it rewards its
qualified part- and full-time employees. It consists of various benefits such as
competitive base pay, bonuses, a comprehensive health plan, paid time-off plans,...
As a result, regardless of whether they are part-time or full-time partners, all
employees will be compensated properly depending on their performances. This
strategy has a significant role in the overall success of the business. Additionally, the
company has a CUP (Caring Unites Partners) fund that provides financial assistance
to partners dealing with really difficult circumstances including poor medical
treatment, natural disasters, or lost housing. Last but not least, developing leadership
is seen as a key component of staff management. Realizing the importance of having
people with excellent leadership skills throughout the business, Starbucks regularly
offers a training course for managers and staff, Starbucks regularly offers a training
course called Learning to Lead to help them reach their full potential as leaders.
called Learning to Lead to help them reach their full potential as leaders. Starbucks
also provides supplementary training courses on mentoring and giving feedback to
managers at all corporate levels in order to help them improve their people skills.

Analysis

After briefly describe how leaders, especially Howard Schultz – CEO of Starbucks,
behave at Starbucks through practical activities, this paper will apply management
theories and frameworks to identify the advantages and disadvantages of such
leadership styles. Understanding workers' attitudes, views, actions, etc., both as an
individual and as a group within the framework of the business, is the first step
towards effective leadership (Jones, 2006). Therefore, Howard Schultz carried out an
attitude survey to accomplish the desire workplace. He also appreciated the internal
stakeholders for participating in the survey. In addition, Schultz made changes to the
workplace in response to the survey results to better meet the demands of the
workers. This "people first" philosophy is crucial to the bottom line. (Mohapatra &

15|
Mishra, 2018). At Starbucks, communication is also of the utmost importance.
Starbucks wants to keep communication flowing in all directions, therefore, Howard
Schultz was using an all-channel communication network. In particular, upward flow
is the most obvious flow in this network. Organizations benefited greatly from this
style of intra-organizational communication network. First off, compared to other
centralized networks like the chain network, an all-channel communication network is
quicker and more precise (Longest, Rakich & Darr, 2000). Decentralized
communication, as opposed to centralized communication, performs tasks that are
complex better. (Schultz, 2011).

Further, All-channel groups may function well without a leader (Daniel,1976).

Nevertheless, since information and communication are free to flow, information
overload may result in misunderstanding or conflict. (Keyton, 2002). The CEO spent
time visiting stores and encouraged his staff to interact freely with one another and
their families, if something went wrong, he could fix it right away. Additionally, Schultz
was very explicit in how he felt about his staff and what was anticipated of them,
which inspired them. Moreover, Starbucks used technology when communicating in
an effort to allay partners' worries. Since it takes less time to deliver information,
businesses will enjoy improved production levels (Sigala, 2003). Besides, Quicker
feedback will help partners learn from their mistakes and become better (Johnson
and Lederer, 2005) . When considering Starbucks' innovative procedures, it is also
important to take into account how motivated Starbucks' staff members are. Part of
Howard Schultz's motivational approach was based on Maslow's theory of the
hierarchy of needs (Maslow, 1954).

Second, Schultz never reduced his health insurance coverage. That is to say,
Starbucks prioritized customers' requirements for safety. Schultz was mindful of
esteem needs. The firm offered a variety of methods to promote, acknowledge, and
reward achievements. In addition, Starbucks provided training programs, provided
feedback to workers, and started the College Achievement Program to address their
demands for self-actualization. Because each level in the demands does not have to
be significantly satisfied before the higher need becomes dominant, Schultz's
technique was "partly" based on (Mills, 1985). Therefore, a benefit of this strategy is

16|
that businesses will perform better. According to research by Kim (2006), employee
drmotivation determines whether a business succeeds or fails, and Maslow's theory
is a useful tool for motivating employees (Jonas, 2016). Furthermore, it has been
demonstrated that contentment is substantially impacted by self-actualization
demands being met (Cao, Jiang, Oh, Li, Liao & Chen, 2013). The contentment of
employees is one of the primary variables that contribute to an enterprise's success
(Waldman et al., 2006). Thirdly, with such assistance and aid packages, employees
are more inclined to put out their best effort to maintain their positions. Therefore,
Sadri and Bowen (2011) highlighted in their study that putting Maslow's theory into
practice keeps employees loyal and lowers turnover, likely saving the organization
money.

The Starbucks leadership style is the next topic. For a number of reasons, Howard
Schultz is seen as a visionary and employee-focused CEO. Visionary leaders
establish their own visions and influence others to perceive them (Westley &
Mintzberg, 1989). Furthermore, Schultz described the role of a leader as defining the
direction for the organization and boosting employee ego to prevent them from "veer
off course because it is an easier route to go" (Meyers, 2005). Because he
considered employees' worries and attended to their requirements, Starbucks' CEO
is recognized as an employee-focused manager. From Schultz's leadership style and
the results that were actually obtained, it can be inferred that visionary leaders may
support both individual and organizational performance (Judge & Piccolo, 2004;
Keller, 2006; Wang & Howell, 2010). This kind of leader might promote loyalty and
trust inside the organization (Zhu, Chew, and Spangler, 2005). Another advantage is
that, in contrast to other leadership styles, visionary leaders are better at guiding their
teams and keeping them on course in the event of unanticipated change (Preston,
Moon, Simon, Allen & Kossi, 2015). These benefits, however, are no longer valid if
the leader is unable to clearly communicate their vision. This may result in disputes
and dissatisfied workers (Mersino, 2014; Ateş, Tarakci, Pork, van Knippenberg and
Groenen, 2020).

Recommendations

These articles will provide some recommendations to Starbucks' leaders based on

the aforesaid analysis. Firstly, Starbucks’ owners need to understand one's own and

17|
others' leadership styles enables one to maximize on strengths, compensate for
flaws, and successfully match personnel to a certain role or task—all for the benefit
of the organization (Rubin, 2013). To put it another way, Starbucks should
understand each individual's leadership style in order to reduce disadvantages while
increasing benefits. Secondly, the demand for Starbucks' goods presents ethical and
societal norms challenges, as well as creative organizational concepts and practices
and application to the organization's system theory, all of which should be
considered by the corporation (Lemus, von Feigenblatt, Orta & Rivero, 2015). In
other words, ethics and accountability issues should never be disregarded since they
might have serious implications. Furthermore, given the nature of business and
workers, many organizations fail owing to inadequate leadership and a failure to
apply the suitable leadership style. As a result, it is vital to frequently review leaders'
ability and adopt the appropriate leadership style (Bonsu & Twum-Danso, 2018).

According to Ganta (2014), managers need to find creative ways in which to

consistently keep their employees motivated as much as possible. Motivation is
highly important for every company due to the benefits that it’s able to bring. Such
benefits include: human capital management, greater employee satisfaction and
efficiency, a higher chance of meeting the company goal, better team harmony,
workforce stability. As a result, Starbucks should extend its available feature of
employee motivation to other parts of the company. Furthermore, a 2018 publication
found that, in addition to further training and development of employees' skills,
managers should foster an organizational culture of acceptance, adaptation, and
variety (Maamari & Saheb, 2018). Managing diversity in the workplace is a vital but
difficult responsibility for every business; nonetheless, it may provide certain benefits
and gratifying experiences to employees. Furthermore, Starbucks Coffee Company
exemplifies servant leadership. As a result, leaders should empower workers to
make decisions, model ethical and caring behavior, and foster their development
while improving organizational care and quality of life (Ng, Choi, & Soehod, 2016).
Employees can benefit from one another's various judgements, ideas, and
viewpoints by learning from and motivating one another. Employees may benefit
from one another's different judgements, views, and perspectives by learning from,
encouraging, and stimulating one another's creativity. According to a 2014 study,
international corporations such as Starbucks must hire people of diverse talents,

18|
ethnicities, ages, and genders in order to remain competitive. Managers must also
learn to treat all employees fairly and to integrate them into the company culture
(Morais et al., 2014). Fair and acceptable competition among business members
would be an excellent motivator for each individual to encourage themselves by
widening their views, acquiring important experiences, and then helping to boost
production. Furthermore, an individual cannot expect to be viewed as a leader just by
emerging out of nowhere. A leader must demonstrate his or her ability to lead.
This is true whether one is a religious or secular leader (Youssef, 2013). In other
words, when leading a group or team, one must demonstrate his or her capabilities
at the appropriate moment to build trust and keep personnel focused on their task.
Effective leadership, according to Drucker (2016), is defined by outcomes rather than
attributes.

It is not about making speeches or becoming popular. There are several approaches
for assessing the effectiveness of leadership qualities; nevertheless, the greatest one
is to look at the end outcomes. Furthermore, leaders may motivate their followers to
grow ethically by transmitting the concept of ethical principles. As a result, what
leaders should do include declaring their inner core beliefs, articulating a vision for
making a difference in the world via services, personally dealing with people to
motivate them, and behaving appropriately (Kar, 2014). Because the leader is
frequently the most visible member of a group, he bears great responsibilities and
must endeavour to overcome difficult barriers. Additionally, a change in style is
required to optimize a leader's efficacy and increase team performance in effectively
completing the project (Azman, Mohamed & Odzaly, 2020). Consistent innovations in
leadership behaviors may help leaders, in particular, and their entire teams, in
general, stay up with the current trends in such an ever-changing world. A leader's
capacity to unearth, absorb, recognize, and announce a fresh vision for the future,
according to numerous leadership theories, defines him/her. In other words, it is the
leader's responsibility to model an evident vision through clear, understood tactics
and plans that the rest of the team can readily follow. This is also one of the most
important aspects in deciding an organization's success or failure (Lamdin, 2012).
Supervisors should evaluate their leadership styles, especially when encouraging
staff to engage in decision-making, according to the study's results. Although this is a
valuable trait, it has a negative influence on employee job performance. Managers

19|
must monitor their employees' attitudes and actions and engage them effectively so
that they do not lose desire to complete their tasks (Wanjala & Mercy, 2014). There
always appears to be a big conflict between an individual leadership strategy and
staff contentment. Balancing two of these is going to be difficult for a leader.
However, if they are passionate about their work and love it, it may be considerably
enhanced day by day. Leadership means different things to different individuals, and
they are willing to be led in different ways. Nonetheless, everyone wants to be
respected (PItigala, 2015).

CONTROLLING

Practical activities

Controlling is the final and most crucial step in the P-O-L-C framework. According to
Robbins and Coulter (2016), controlling is a managerial task that entails observing,
evaluating, and improving employee performance. Managers at Starbucks pay
attention to employee controls, security controls, organizational performance, and
transactional controls. Ordinarily, Starbucks had to keep track of its monthly revenue,
transactions per customer, and high standards for its goods. However, due to drive-
through windows, the business must provide quick service while maintaining a high-
quality level because employees can only take one order at a time, unlike the walk-in
service. For walk-in and drive-through services, evaluation of efficiency and
effectiveness is crucial. This led to the application of numerous technologies to solve
the issue. Security and staff are two more issues that require control. Starbucks was
committed to giving internal stakeholders a secure, hygienic, and healthy
environment. The business provided training as a guideline for all levels of managers
and employees to achieve this. Starbucks must safeguard itself and its clients from
unethical business practices. Thefts and numerous instances of fraud were noted in
the workplace and on online applications. As a result, Starbucks implemented strict
policies and technology to cut down on unethical behaviour, and it also responded
quickly to problems. The next point relates to how Starbucks managed its staff to
provide the best service possible. Internal stakeholders received instruction on how
to handle potentially violent circumstances. The business also worked with a ride-
sharing service to help staff members arrive at work on time.

20|
Everything has been supplied; it is up to the partners to act following the instructions,
requests, and training they have received. Thirdly, Starbucks places a high priority on
both organizational effectiveness and financial management. The company has
faced significant difficulty in keeping operating costs under control. It took many
steps and used many measures to examine the cost and ensure high
quality.Starbucks had to try its best to keep costs down and then charge the price in
line with the cost because some costs (the rising costs of rent, coffee beans, etc.)
were outside of its control.

Starbucks also had control over how its operations would affect the environment. For
instance, suppliers must agree to a code of conduct, and partners are urged to come
up with creative ways to reuse coffee grounds. Taking everything into account,
controlling is important at Starbucks.

Analysis

This section uses an application of management theories to carefully monitor the

advantages and disadvantages to illustrate various specific aspects of the controlling
methods Starbucks currently uses.

Transaction controls are the first type of control that Starbucks has incorporated into
its business strategies. According to research, customers want more control over the
timing and mechanics of their interactions and transactions with businesses (Rust &
Kannan, 2003). Therefore, Starbucks is likely to benefit significantly from having
addressed transaction strategy directly, which includes analyzing and improving the
service of these transactions for both walk-in and drive-through customers. It is
suggested that a one-time transaction develops into a long-term relationship,
allowing for the acquisition of specific goods and services that benefit customers
(Rust & Kannan, 2003). Moreover, another study found that service innovations give
customers practical benefits and fresh experiences that significantly improve their
mental or physical well-being (Berry, Shankar, Parish, Cadwallader & Dotzel, 2006).
It also demonstrates how crucial transaction control is for every purchase in order to
have a significant positive impact on customer satisfaction. Additionally, Starbucks

21|
employs the idea of feedforward control, which is reflected in the hardware required
to guarantee a differentiated level of customer service during transactions, such as
digital timers and order confirmation screens. According to Robbins and Coulter
(2007), taking administrative action should be encouraged to take precedence over
fixing any damage that has already been done to prevent problems. The expansion
of convenient shopping options and technology advances may encourage customers
to support and highly value the level of service offered by Starbucks. However, timely
and accurate data, which is not always available, is required for these controls
(Robbins & Coulter, 2007).

Security controls are another crucial element that has helped to keep Starbucks'
resources stable and private. To be more precise, a concurrent control would be
Starbucks' use of a gift card system to find employee fraud. According to Ramona
(2011), managers can use security risk management to monitor business operations
and improve business processes. Additionally, Starbucks has implemented front-end
controls before the start of operations by giving control manuals and training
materials to every employee. As a result, Saint-Germain reported in 2015 that
another advantage of implementing security controls is that it increases partner and
customer confidence. Furthermore, according to Machin and Treloar (2004), the goal
of occupational health and safety training may also be to ensure that employees
provide the best services possible while lowering the risk of harm to both customers
and employees. It also demonstrates that Starbucks provides staff with such
beneficial working environments to preserve their energy so they can consciously
respond to various situations, especially emergencies. On the other hand, it is noted
that despite the fact that many companies offer security awareness training, there
has been widespread concern that it is relatively ineffective (Caldwell, 2016).
Numerous thefts continue to occur, and Starbucks is under pressure to find the best
solution.

Employee controls are the third element Starbucks has incorporated into the
controlling process. The idea of feedforward controls states that employees must be
instructed to follow all proper procedures and possess a wide range of essential skills
to give every customer a positive and satisfying experience. According to research,
education and training increase organizational commitment, job satisfaction, and

22|
work participation (Oliver, 1990). In addition, the study demonstrated some evidence
of health advantages as employee control increased, particularly advantageous
effects on mental health, including a decrease in anxiety and depression (Egan et al.,
2007). As can be seen, doing so guarantees the calibre of the output and the
commitment of the employee, enabling them to work more diligently and productively
in any circumstance. But for these controls to work, timely and accurate data is
needed, and that data is not always easy to come by and even requires pricey
equipment (Robbins & Coulter, 2007).

Aside from that, two other crucial elements for Starbucks are organizational
performance and financial control. Starbucks' adoption and embracement of
corporate governance could have a constructive effect on the decisions made by
present and potential investors along with the existing investors (Hebble &
Ramaswamy, 2005). The fundamental concept that significantly influenced the
growth of corporate governance and offered a conceptual framework is the agency
theory. The agency hypothesis alludes to a preexisting connection between two
parties: the management level, which consists of the company's executives, and the
owners, who are known as principals and shareholders. According to Jensen and
Meckling (1976) and subsequent research (Tate, Ellram, Bals, Hartmann & van der
Valk, 2010), proper delegation of authority and the delegation of some activities to a
firm's management-level employees are required for the owners to maximize their
wealth. It is because owners or shareholders lack the necessary skills to carry out
the tasks. As a result, agency expenses might be cut, which would be beneficial for
shareholders. Numerous studies have also suggested a link between corporate
governance and firm success; however, this relationship is not conclusive because
the findings are contradictory; some studies show positive outcomes, while others
show both negative and positive effects (Yousif Alabdullah, Yahya, Ibrahim Nor &
Majeed, 2016). The goals of the principal and the agent may conflict, and the agents
may not be given the right incentives or may be subject to restrictions such as those
imposed by contracts. This situation is known as an "agency dilemma," where agents
may act in their interests rather than the principal's (Eisenhardt, 1989).

Finally, pursuing value chain management, especially taking charge of the business'
environmental activities, is crucial for producing the highest value for Starbucks'

23|
clients. Starbucks gives the entire value chain a high priority, from manufacturing to
customer service and efficiency to From Bean to Cup. According to Soon and Udin's
research (2011), companies with supply and logistic networks as part of their
manufacturing flexibility components are generally more likely to be consumer-
responsive and to experience practical benefits. Additionally, Starbucks has declared
that it will modernize its supply chain to reduce its "environmental footprint." Due to
this, the focus has shifted to developing a carbon-efficient distribution network and
green supply chain management to gain a competitive edge by raising productivity
and reducing product consumption (Olatunji et al., 2019). However, addressing
climate change requires a more fundamental shift in the industrial sector's final
customers' products and services (Olatunji et al., 2019). Consequently, the value
chain management process may call for a lot of effort and commitment.

Recommendations

There are some suggestions to help Starbucks reduce the drawbacks of the current
controlling methods while growing the company.

Firstly, when using transaction controls, there should be implementation feedback

controls. For instance, to provide feedback, supervisors created charts using
quantitative data from the entire group regarding the frequency of critical
performance behaviours. The research suggests that the management should be
encouraged to chart the drive-through timings and the cash over short (Peterson &
Luthans, 2006). Starbucks can thus manage the transaction and create better
promotional strategies to encourage transactions between partners (employees) and
customers, maximizing profits.

Secondly, Starbucks should spend money not only on employee training programs
but also on the development of the system, which entails carefully examining any
potential flaws and making every effort to have them fixed as quickly and smoothly
as possible. Because security systems, routers, operating systems, and databases
are examples of security controls (ISC), which are technical solutions that lower risks
to an acceptable level (Al-Safwani, Fazea, and Ibrahim, 2018). Moreover, managers

24|
who are primarily in charge of security controls should make an effort to forge
cooperative relationships that benefit the company, its workers, and its clients. This
method evaluates the relationship between an organization's human capital and the
strategic orientation of service firms, as well as how these factors affect
organizational performance. As a result, it may allow the organization to maintain
control over customer interactions (Skaggs & Youndt, 2004).

Thirdly, it is undeniable that Starbucks appears to be remarkably professional when it

comes to employee training and promotes staff members taking risks at work in
terms of employee control. Even though an ideal organizational environment has
been properly established, it is suggested that each training session include
experiential practice and role-playing following the behavioural management
presentation to ensure that learning has occurred (Peterson & Luthans, 2006).
Employees may then have the chance to put the theories into practice, develop
greater sensitivity to difficult circumstances, and achieve better performance results.
Furthermore, since they cannot deliver the best results when used separately, they
should be encouraged to conduct a combination of feedback and feedforward control
systems (Henri, 2006). Additionally, the research found that combining feedforward
and feedback control would produce the best results (Blana, Kirsch & Chadwick,
2009).

Fourthly, because it is a crucial component of a company's internal control systems

for executives, the board of directors appears to reconcile the shared objectives of
shareholders (the principal) and managers (the agents) (Dalton, Daily, Ellstrand &
Johnson, 1998). In light of agency issues, the study suggests that the total
compensation of managers is correlated with the share price market value of the
company (Brigham & Gapensld, 1993). As the stock price rises, both management
and investors become wealthier. However, several uncontrollable factors have an
impact on the stock price of the company and hinder the strategy's effectiveness.
Given the preceding, an incentive structure based on shareholders' wealth (low
agency cost) with some level of monitoring appears to be the best course of action
(high agency cost).

25|
Research and development of the practical application of external knowledge, which
also entails capturing knowledge that customers require, should be done to improve
the value chain process. Because it has been shown that external knowledge
management solutions significantly improve the product's quality and consumer
perception of brand platforms at every stage of the production process and foster
collaboration among value chain participants (Danskin, Englis, Solomon, Goldsmith
& Davey, 2005). Additionally, the study has demonstrated that considering innovation
as a three-phase value chain, idea generation, conversion, and dissemination would
play a crucial role in the business process (Hansen & Birkinshaw, 2007).

REFERENCES
Al-Safwani, N., Fazea, Y., & Ibrahim, H. (2018). ISCP: In-depth model for
selecting critical security controls. Computers & Security, 77, 565-577.

26|
Bonsu, S., & Twum-Danso, E. (2018). Leadership style in the global economy: A
focus on cross-cultural and transformational leadership. Journal of Marketing
and Management, 9(2), 37–52.
Chakraborty, D., & Biswas, W. (2019). Evaluating the impact of human resource
planning programs in addressing the strategic goal of the firm: An
organizational perspective. Journal of advances in management research.
Ekienabor, E. E. (2016). Impact of job stress on employees' productivity and
commitment. International journal for research in business, management and
accounting, 2(5), 124-133.
Ganta, V. C. (2014). Motivation in the workplace to improve the employee
performance. International Journal of Engineering Technology, Management
and Applied Sciences, 2(6), 221-230.
Liu, Y., & Gui, P. (2017). An Analysis of the Problems and Countermeasures in the
Application of Experiential Marketing-A Case Study of Starbucks. In 7th
International Conference on Education, Management, Information and
Mechanical Engineering (EMIM 2017) (pp. 374-378). Atlantis Press.
Marshall, C. (2018). The first Starbucks coffee shop, Seattle - a history of cities in 50
buildings, day 36. The Guardian; The Guardian.
https://www.theguardian.com/cities/2015/may/14/the-first-starbucks-coffee-
shop-seattle-a-history-of-cities-in-50-buildings-day-36
Tien, N. H., Jose, R. J. S., Mai, N. P., Van Thoi, B., & Van Hai, T. (2020). Analysis of
Starbucks’ entry strategy into Vietnam market.
Starbucks. (2021). 2021 Starbucks Global Environmental and Social Impact
Report. Retrieved from Starbucks Stories website:
https://stories.starbucks.com/stories/2022/starbucks-global-environmental-
and-social-impact-report-2021/
Robbins, S. P, & Coulter, M. (2016). Monitoring and Controlling. In: Banerjee,
P. (Eds.), Management (13th ed., pp.565). Pearson Education.
Robbins, S. P, & Coulter, M. (2016). Monitoring and Controlling. In: Banerjee,
P. (Eds.), Management (13th ed., pp.566). Pearson Education.
Robbins, S. P, & Coulter, M. (2016). Monitoring and Controlling. In: Banerjee,
P. (Eds.), Management (13th ed., pp.571). Pearson Education.
Robbins, S. P, & Coulter, M. (2016). Monitoring and Controlling. In: Banerjee,
P. (Eds.), Management (13th ed., pp.573). Pearson Education.

27|
Rubin, E. (2013). Assessing Your Leadership Style to Achieve Organizational
Objectives. Global Business And Organizational Excellence, 32(6), 55-66. doi:
10.1002/joe.21515
Rust, R. T., & Kannan, P. K. (2003). E-service: a new paradigm for business
in the electronic environment. Communications of the ACM, 46(6), 36-42.
Berry, L. L., Shankar, V., Parish, J. T., Cadwallader, S., & Dotzel, T. (2006).
Creating new markets through service innovation. MIT Sloan management
review, 47(2), 56.
Ramona, S. E. (2011). Advantages and disadvantages of quantitative and
qualitative information risk approaches. Chinese Business Review, 10(12).
Machin, M. A., & Treloar, C. A. (2004). Predictors of motivation to learn when
training is mandatory. In Proceedings of the 39th Australian Psychological
Society annual conference: Psychological science in action (pp. 157-161).
Australian Psychological Society.
Caldwell, T. (2016). Making security awareness training work. Computer
Fraud & Security, 2016(6), 8-14.
Oliver, N. (1990). Employee Commitment and Total Quality Control.
International Journal Of Quality & Reliability Management, 7(1).
Egan, M., Bambra, C., Thomas, S., Petticrew, M., Whitehead, M., & Thomson,
H. (2007). The psychosocial and health effects of workplace reorganisation. 1.
A systematic review of organisational-level interventions that aim to increase
employee control. Journal of Epidemiology & Community Health, 61(11), 945-
954.
Hebble, A., & Ramaswamy, V. (2005). Corporate Governance And Firm
Characteristics (The Sarbanes-Oxley Act Of 2002). Journal Of Business &
Economics Research (JBER), 3(5), 27-31.
Jensen, M., & Meckling, W. (1976). Theory of the firm: Managerial behavior,
agency costs and ownership structure. Journal Of Financial Economics, 3(4),
305-360.
Tate, W., Ellram, L., Bals, L., Hartmann, E., & van der Valk, W. (2010). An
Agency Theory perspective on the purchase of marketing services. Industrial
Marketing Management, 39(5), 806-819.

28|
Uddin, M. N., Rashid, M., & Mostafa, M. (2016). Automated queue
management system. Global Journal of Management And Business
Research.
Eisenhardt, K. (1989). Agency Theory: An Assessment and Review. Academy
Of Management Review, 14(1), 57-74.
Soon, Q. H., & Udin, Z. M. (2011). Supply chain management from the
perspective of value chain flexibility: an exploratory study. Journal of
Manufacturing Technology Management.
Olatunji, O., Ayo, O., Akinlabi, S., Ishola, F., Madushele, N., & Adedeji, P.
(2019). Competitive advantage of carbon efficient supply chain in
manufacturing industry. Journal Of Cleaner Production, 238, 117937.
Peterson, S., & Luthans, F. (2006). The impact of financial and nonfinancial
incentives on business-unit outcomes over time. Journal Of Applied
Psychology, 91(1), 156-165.
Skaggs, B. C., & Youndt, M. (2004). Strategic positioning, human capital, and
performance in service organizations: A customer interaction approach.
Strategic management journal, 25(1), 85-99.
Blana, D., Kirsch, R., & Chadwick, E. (2009). Combined feedforward and
feedback control of a redundant, nonlinear, dynamic musculoskeletal system.
Medical & Biological Engineering & Computing, 47(5), 533-542.
Henri, J. (2006). Management control systems and strategy: A resource-
based perspective. Accounting, Organizations And Society, 31(6), 529-558.
Dalton, D., Daily, C., Ellstrand, A., & Johnson, J. (1998). Meta-analytic reviews
of board composition, leadership structure, and financial performance.
Strategic Management Journal, 19(3), 269-290.
Brigham, E.F. & Gapensld, L.C. (1993). Intermediate Financial Management
(4th ed.). The Dryden Press, Orlando, 21.
Danskin, P., Englis, B., Solomon, M., Goldsmith, M., & Davey, J. (2005).
Knowledge management as competitive advantage: lessons from the textile
and apparel value chain. Journal Of Knowledge Management, 9(2), 91-102.
Hansen, M. T., & Birkinshaw, J. (2007). The innovation value chain. Harvard
business review, 85(6), 121.

29|
 Sageer, A., Rafat, S., & Agarwal, P. (2012). Identification of variables affecting
employee satisfaction and their impact on the organization. IOSR Journal of
business and management, 5(1), 32-39.

Top things to know from Starbucks (virtual) investor day. Starbucks Stories. (2020,
December). Retrieved from https://stories.starbucks.com/stories/2020/top-things-
to-know-about-starbucks-investor-day/

Business Strategy Hub. (2021). Starbucks Mission Statement, Values, Principles, &
Sustainability Goals.

Robbins, S. P., & Coulter, M. (2007). Principles of management. Translated by

Seyyed Mohammad Arabi and Mohammed Ali Hamid Rafiee and Behrouz Asrari
Ershad, Fourth Edition, Tehran: Office of Cultural Studies.

Larson, R. C. (2008). Starbucks a Strategic Analysis. Past Decisions and

Future Options.
Sivadas, E., & Baker-Prewitt, J. L. (2000). An examination of the relationship
between service quality, customer satisfaction, and store loyalty. International
Journal of Retail & Distribution Management.
Louveau, F. (n.d.). Customer service experience examples: from customers to
Superheros
Geereddy, N. (2013). Strategic analysis of Starbucks corporation. Harward
[Електронний ресурс].–Режим доступу
Grant, R. M. (2015). Five Forces of Competition. Wiley Encyclopedia of
Management, 1-4
Pratap, A. (n.d.). Starbucks Porter’s Five Forces Analysis: Competition in the
Coffee Industry.
Greenspan, R. (2019). Starbucks Coffee Five Forces Analysis (Porter’s
Model) & Recommendations MartinRoll. In The Secret to Starbucks’ Brand
Success.
Intergovernmental Panel on Climate Change (2014). Climate change 2007:
Impacts, Adaptation and Vulnerability. Summary for policymakers.
Davis, A., Gole, T., Baena, S., & Moat, J. (2012). The Impact of Climate
Change on Indigenous Arabica Coffee (Coffea arabica): Predicting Future

30|
 Trends and Identifying Priorities. Plos ONE, 7(11), e47981. doi:
10.1371/journal.pone.0047981

Mohapatra, M., & Mishra, S. (2018). The Employee Empowerment as a Key

Factor Defining Organizational Performance in Emerging Market. International
Journal of Business Insights & Transformation, 12(1).

Longest, B. B., Rakich, J. S., & Darr, K. (2000). Managing health services

organization (4th ed.). Baltimore: Health Professions Press, Inc.

Schultz, P. J. (2011). Communication theory. Thousand Oaks, CA: Sage.

Daniel, H. F. (1976). Predicting leader emergence within fiedler's contingency model

of leadership effectiveness.

Jones, M. D. (2006). Which is a better predictor of job performance: Job satisfaction

or life satisfaction? Journal of Behavioral and Applied Management, 8(1).

Keyton, J. (2002). Communicating in groups: Building relationships for effective

decision making (2nd ed.). Boston: McGraw-Hill.

Sigala, M. (2003). The information and communication technologies productivity

impact on the UK hotel sector. International journal of operations & production

management.

Johnson, A. M., & Lederer, A. L. (2005). The effect of communication frequency and

channel richness on the convergence between chief executive and chief

information officers. Journal of Management Information Systems, 22(2),

227-252.

Maslow, A. H. (1954). Motivation and Personality. Harper & Row, New York, NY.

Mills, A. S. (1985). Participation motivations for outdoor recreation: A test of

31|
 Maslow's theory. Journal of Leisure Research, 17(3), 184-199.

Kim, D. (2006). Employee Motivation:" Just Ask Your Employees". Seoul Journal of

Business, 12.

Jonas, J. (2016). Making practical use of Maslow’s Hierarchy of Needs theory to

motivate employees: a case of Masvingo Polytechnic. Journal of Management

& Administration, 2016(2), 105-117

Cao, H., Jiang, J., Oh, L. B., Li, H., Liao, X., & Chen, Z. (2013). A Maslow's hierarchy

of needs analysis of social networking services continuance. Journal of

Service Management.

Waldman, D. A., De Luque, M. S., Washburn, N., House, R. J., Adetoun, B., Barrasa,

A., ...& Wilderom, C. P. (2006). Cultural and leadership predictors of corporate

social responsibility values of top management: A GLOBE study of 15 countries.

Journal of International Business Studies, 37(6), 823-837.

Sadri, G., & Bowen, C. R. (2011). Meeting employee requirements: Maslow's

hierarchy of needs is still a reliable guide to motivating staff. Industrial engineer,

43(10), 44-49.

Westley, F., & Mintzberg, H. (1989). Visionary leadership and strategic

Management. Strategic management journal, 10(S1), 17-32.

Meyers, W. (2005, October 31). Conscience in a Cup of Coffee. US News & World

Report. pp. 48–50.

Judge, T., & Piccolo, R. (2004). Transformational and Transactional Leadership: A

32|
 MetaAnalytic Test of Their Relative Validity. Journal Of Applied Psychology,

89(5), 755-768. doi: 10.1037/0021-9010.89.5.755

Keller, R. (2006). Transformational leadership, initiating structure, and substitutes for

leadership: A longitudinal study of research and development project team

performance. Journal Of Applied Psychology, 91(1), 202-210. doi: 10.1037/0021-

9010.91.1.202

Wang, X., & Howell, J. (2010). Exploring the dual-level effects of transformational

leadership on followers. Journal Of Applied Psychology, 95(6), 1134-1144. doi:

10.1037/a0020754

Zhu, W., Chew, I., & Spangler, W. (2005). CEO transformational leadership and

organizational outcomes: The mediating role of human–capital-enhancing human

resource management. The Leadership Quarterly, 16(1), 39-52. Doi:

10.1016/j.leaqua.2004.06.001

Preston, G., Moon, J., Simon, R., Allen, S., & Kossi, E. (2015). The relevance of

emotional intelligence in project leadership. Journal of Information Technology

and Economic Development, 6(1), 16.

Mersino, A. (2014). Emotional intelligence for project managers. [Kennett Square,

Pa.]: Soundview Executive Book Summaries.

Ateş, N. Y., Tarakci, M., Porck, J. P., van Knippenberg, D., & Groenen, P. J.
(2020). The dark side of visionary leadership in strategy implementation:

33|
Strategic alignment, strategic consensus, and commitment. Journal of
Management, 46(5), 637-642.
Ng, X., Choi, S., & Soehod, K. (2016). The Effects of Servant Leadership on
Employee’s Job Withdrawal Intention. Asian Social Science, 12(2), 99. doi:
10.5539/ass.v12n2p99
Lemus, E., von Feigenblatt, O. F., Orta, M., & Rivero, O. (2015). Starbucks
Corporation: Leading Innovation in the 21st Century. Journal of Alternative
Perspectives in the Social Sciences, 7(1), 23-38.
Liu, Y., & Zhang, J. (2019, May). The Influence of Employees’ Motivation
Management on Teamwork: Taking Starbucks as an Example. In 2019
International Conference on Management, Education Technology and
Economics (ICMETE 2019) (pp. 543-546). Atlantis Press.
Maamari, B., & Saheb, A. (2018). How organizational culture and leadership
style affect employees’ performance of genders. International Journal Of
Organizational Analysis, 26(4), 630-651. doi: 10.1108/ijoa-04-2017-1151
Morais, U., Pena, J., Shacket, K., Sintilus, L., Ruiz, R., Rivera, Y., & Mujtaba,
B. (2014). Managing Diverse Employees at Starbucks: Focusing on Ethics
and Inclusion. International Journal Of Learning And Development, 4(3), 35.
doi: 10.5296/ijld.v4i3.5994
Youssef, M. (2013). The leadership style of Jesus: How to make a lasting
impact. Harvest House Publishers.
Drucker, P. F. (2016). My vision of Leadership. Leadership.
Kar, S. (2014). ‘Ethical Leadership: Best Practice for Success’. Journal of
Business and Management.
Azman, M. H. N., Mohamed, A., & Odzaly, E. E. (2020, March). A Theoretical
Study on Project Delivery and Leadership Style. In Proceedings of the 3rd
International Conference on Networking, Information Systems & Security, 1-8.

34|