FOREIGN TRADE UNIVERSITY

FACULTY OF ECONOMICS AND INTERNATIONAL BUSINESS

--------------------------------------

TEAM PROJECT
COURSE: FUNDAMENTAL OF MANAGEMENT

TOPIC: PLANNING
CASE STUDY: STARBUCKS

Instructor: Mr. NGO QUY NHAM

Group 7

Ha Noi, May 2019

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 MEMBERS OF THE TEAM

1. Vũ Thị Hải An 1514140002

2. Mai Phương Anh 1711140003

3. Hồ Lê Bách 1714140010

4. Phạm Đức Nguyên 1711140067

5. Nguyễn Ngọc Quang 1711140073

6. Trần Quyết Thắng 1711140076

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 CONTENTS

I. Theoretical Framework………………………………………………………4
1. The definition of Leadership and who is a Leader……………………………..4
2. The Relationship between Leadership and Management………………………4
3. Is a leader born or made?.....................................................................................4
4. Model of power in organization………………………………………………...5
5. Outcomes of influence attempts………………………………………………...7
6. What you need to become an effective leader?....................................................8
7. Seven Leadership Competencies………………………………………………..8
8. Behavioral Leadership approach……………………………………………….11
9. Leadership style………………………………………………………………...12
II. Case study……………………………………………………………………..14
1. Brief summary………………………………………………………………….14
2. Discussion question…………………………………………………………….14
III. Reference…………………………………………………………………….26

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 I. Theoretical framework
1. The definition of Leadership and who is a Leader
Leadership is the effort to influence others to behave with enthusiasm and
diligence to contribute voluntarily to the achievement of group tasks in a
given situation.
Leadership is also a process of influencing people and providing an
environment for them to achieve team or organizational objective. In a
business setting, this can mean directing workers and colleagues with a
strategy to meet the company's needs.
What is more, a leader is “a person who influences a group of people
towards the achievement of a goal”, “a person who know the way, go the
way, show the way”. The leader must be someone who can motivates others
while has the can-do personality, strong leadership and social skills that
makes others want to follow his/her guide.
2. The Relationship between Leadership and Management
The fact is that leadership is basically a process of influencing in a group of
people who share a common target.
Leadership creates the vision and strategies for others to follow, it is similar
with painting a map with particular paths and everything workers need to do
is follow those paths. Hence this process builds the basement for
management. Management is likely to go deeply in the detail with specific
steps and timetable to implement the strategies while taking the budget (the
financial projections) into account. Management also has two other sections
including organising and staffing with controlling and problem solving.
3. Is a leader born or made?
“Good leaders are made not born”

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 Everyone has the chance to become an effective leader if their have the
desire and willpower, it’s a choice. Regarding to the “Behavioral Theories”
people who can become leaders are believed to shape themselves through
the process of teaching, learning and observation.
Leadership is a set of skills that can be learned by training, perception,
practice and experience over time. Leadership learning is lifetime activity.
Good leaders seek out development opportunities that will help them learn
new skills.
4. Model of power in organization
In an organizations, there are usually two groups of power: the formal
(position) power and the personal power. The formal power is established by
an individual’s position in an organization. In the contrast, personal power is
the power that comes from an individual’s unique characteristics which are
the most effective. Five sources of power are involved in these group namely
Legitimate, Reward, Coercive, Expert and Referent. The sources give one
person the opportunity to show power over others through a contingencies of
power process.
Formal Power:
o Legitimate Power: Legitimate power is also known as positional power.
The formal authority to control and use resources based on the position a
person holds in an organization’s hierarchy. The target person complies
because he/she believes that the agent has the right to make the request and
the target person has the obligation to comply. Job descriptions, for example,
require junior workers to report to managers and give managers the power to
assign duties to their juniors.
o Coercive Power Derived from Ability to Influence Others: Coercive
power is a power base dependent on fear of negative results and
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 punishments. To be more specific, it’s the kind of power that’s built from a
person's ability to influence others via threats or sanctions. A junior staff
member may work late to meet a deadline to avoid disciplinary action from
his boss. Coercive power is, therefore, a person's ability to punish, fire or
reprimand another employee. Coercive power helps control the behavior of
employees by ensuring that they adhere to the organization's policies and
norms.
o Reward Power and Ability to Influence Allocation of Incentives:
Compliance achieved based on the ability to distribute rewards that other
view as valuable.. These incentives include salary increments, positive
appraisals and promotions. In an organization, people who wield reward
power tend to influence the actions of other employees. Reward power, if
used well, greatly motivates employees. But if it's applied through
favoritism, reward power can greatly demoralize employees and diminish
their output.
Personal Power:
o Expert Power Derived from Possessing Knowledge:
“Knowledge is power”. Expert power is derived from possessing knowledge
or expertise in a particular area. Such people are highly valued by
organizations for their problem solving skills. People who have expert power
perform critical tasks and are therefore deemed indispensable.
The opinions, ideas and decisions of people with expert power are held in
high regard by the target person, he/she believes the agent has the special
skills or knowledge about the best way to do something. Possession of
expert power is normally a stepping stone to other sources of power such as
legitimate power. For example, a person who holds expert power can be
promoted to senior management, thereby giving him legitimate power.
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 o Referent Power:
Referent power is derived from the interpersonal relationships that a person
cultivates with other people in the organization. People possess reference
power when others respect and like them. Referent power arises from
charisma, as the charismatic person influences others via the admiration,
respect and trust others have for him/her.
Referent power is also derived from personal connections that a person has
with key people in the organization's hierarchy, such as the CEO. It's the
perception of the personal relationships that she has that generates her power
over others.
In this case, the target person complies because he/she admires or identifies
with the agent and wants to gain the agent’s approval.
5. Outcomes of influence attempts:
There are three main types of results namely commitment, compliance and
resistance that may happen after the influence attempts.
Commitment: An outcome in which the target person internally agrees
with a decision or request from the agent and make great effort to carry out
the request or implement the decision effectively
Compliance: An outcome in which the target person is willing to do what
the agent asks but in apathetic rather than enthusiastic about it and will make
only a minimal effort.
Resistance: An outcome in which the target person is opposed to do the
proposal or request, rather than merely indifferent about it, and actively try
to avoid carrying it out.

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 6. What you need to become an effective leader?
An effective leader is a person that own the combination of various
characteristics. According to McShane, “a great leader is one who has
vision, perseverance, and the capacity to inspire others”. A huge number of
studies has been carried out to find out what is the main characteristics of a
leader. Some shows that a leader need to have the quality of intelligence,
masculinity and dominance while these other claims that a good leader must
have the adjustment, extroversion and conservatism also.
7. Seven Leadership Competencies
Emotional Intelligence:
o Emotional intelligence or EI is the ability to understand and manage your
own emotions, and those of the people around you. People with a high
degree of emotional intelligence know what they're feeling, what their
emotions mean, and how these emotions can affect other people. For leaders,
having emotional intelligence is essential for success.
o According to Daniel Goleman, an American psychologist who helped to
popularize emotional intelligence, there are five key elements to it:
Self-awareness: If you're self-aware, you always know how you feel, and
you know how your emotions and your actions can affect the people around
you. Being self-aware when you're in a leadership position also means
having a clear picture of your strengths and weaknesses, and it means
behaving with humility.
Self-regulation: Leaders who regulate themselves effectively rarely verbally
attack others, make rushed or emotional decisions, stereotype people, or
compromise their values. Self-regulation is all about staying in control.
Motivation: Self-motivated leaders work consistently toward their goals, and
they have extremely high standards for the quality of their work.
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 Empathy: For leaders, having empathy is critical to managing a successful
team or organization. Leaders with empathy have the ability to put
themselves in someone else's situation. They help develop the people on
their team, challenge others who are acting unfairly, give constructive
feedback, and listen to those who need it. If you want to earn the respect and
loyalty of your team, then show them you care by being empathic.
Social Skills: Leaders who do well in the social skills element of emotional
intelligence are great communicators. They're just as open to hearing bad
news as good news, and they're expert at getting their team to support them
and be excited about a new mission or project. Leaders who have good
social skills are also good at managing change and resolving conflicts
diplomatically. They're rarely satisfied with leaving things as they are, but
they don't sit back and make everyone else do the work: they set an example
with their own behavior.
Integrity:
o Integrity is one of the top attributes of a great leader. It is a concept of
consistency of actions, values, methods, measures, principles, expectations
and outcomes. It connotes a deep commitment to do the right thing for the
right reason, regardless of the circumstances. People who live with integrity
are incorruptible and incapable of breaking the trust of those who have
confided in them. Every human is born with a conscience and therefore the
ability to know right from wrong. Choosing the right, regardless of the
consequence, is the hallmark of integrity.
Drive:
o Individuals become leaders because they get joy in accomplishment for its
own sake. They are usually thinking of how to do a job better and how they
can progress in their career. The need for achievement or to excel in their
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 work place is because they are interested in the monetary reward that come
with it.
Leadership motivation:
o Any leader must be able to bring out the best in people, which means the
leader must use his authority -- not power -- to communicate the enthusiasm
to followers that leads to effective and meaningful work. More specifically,
motivation means a leader brings out those qualities in followers that will
maximize their special contribution to the whole enterprise.
Self – confidence:
o Self-confident leaders build up others and find satisfaction in their workers’
personal and professional growth.
o Self-confident leaders are a pleasure to work for, because they are more
interested in developing a cohesive and well-ordered work environment.
The employees work well together, stress is minimized, and employees are
encouraged to excel and use their strengths to improve productivity and
achieve their career goals.
Intelligence:
o Intelligence often leads to leaders knowing how certain strategies are going
to work out and adjust their plans accordingly. Damage control is necessary
for any organization if leaders are able to anticipate impending failure or
situations such as business closures. Intelligent leaders are honest. They let
their team members know if things are not working out in an ideal manner.
In such circumstances, rumors can spread quite quickly, and leaders need to
be the first in breaking bad news and cooling the situation down.
Knowledge of the Business:
o Knowledge of the Business is important as they are the skills required by a
leader to complete specialized task. It’s known that intelligent leaders make
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 more effective plans, strategies, and decisions than to less intelligent ones. It
would be very hard for leader to gain subordinate respect if they do not
understand the technical details of their work.
8. Behavioral Leadership approach: There are 2 main types of theory that we
focus on:
Task-Oriented Leadership Approach: Task-oriented leadership approach
describes a leader that is motivated by accomplishing tasks and concerned
with the delineating roles and specific tasks for employees. The task-
oriented leader creates policies and procedures, informs subordinates of
these procedures and develops criteria for evaluating successful employee
performance. Task-oriented leaders may organize their time around a
schedule of events that must be completed for each day.
o There is little doubt that task-oriented leaders can get results. They provide
workers with simple steps and detailed guidance. Yet, many task-oriented
people are referred to as micro-managers that make workplaces
uncomfortable and non-welcoming. Task-oriented leaders care less about
whether a worker has a good idea for making production easier than they do
that the worker complete the task as outlined on time. As a result, task-
oriented leaders often make workers feel like drones. Eventually, if this
leadership approach is used constantly, workers feel under-appreciated and
less motivated to reach their goals; and then production suffers.
Relationship-Oriented Leadership Approach: Relationship-oriented
leadership approach describes a leader who is primarily motivated by and
concerned with her interactions with people. Relationship-oriented leaders
often act as mentors to their subordinates. They schedule time to talk with
employees and incorporate their feedback into decisions. They also often try

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 to make the work experience enjoyable and attempt to foster a positive work
environment or group dynamic.
o People-oriented leaders create a workplace environment where employees
trust their leaders and feel loyalty toward the business and their co-workers.
Productivity increases because workers actually want to come to work each
day. These leaders also open the door for creating newer, better business
processes by accepting and promoting employee and team feedback. Yet,
many people-oriented leaders are referred to as weak leaders. They often
invest so much time into relationship-building through team meetings, one-
on-one reviews and team-building events that production delays occur and
cause missed deadlines. Some relationship-oriented leaders give workers so
much control over completion of a task with little guidance or monitoring
that tasks don’t get completed on time.
9. Leadership style:
Autocratic Leadership: Autocratic leadership, also known as authoritarian
leadership, is a leadership style characterized by individual control over all
decisions and little input from group members. Autocratic leaders typically
make choices based on their ideas and judgments and rarely accept advice
from followers. Autocratic leadership involves absolute, authoritarian
control over a group.
Democratic leadership: Democratic leadership, also known as participative
leadership or shared leadership, is a type of leadership style in which
members of the group take a more participative role in the decision-making
process. This type of leadership can apply to any organization, from private
businesses to schools to government.
Laissez-faire leadership: Laissez-faire leadership, also known as delegative
leadership, is a type of leadership style in which leaders are hands-off and
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 allow group members to make the decisions. Researchers have found that
this is generally the leadership style that leads to the lowest productivity
among group members.

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 II. Case study
1. Brief summary:

Once people are hired or brought into organizations, managers must oversee and
coordinate their work so that organizational goals can be pursued and achieved. This
is the leading function of management. And it’s an important one! However, it also
can be quite challenging. Managing people successfully means understanding their
attitudes, behaviors, personalities, individual and team work efforts, motivation,
conflicts, and so forth. That’s not an easy thing to do. In fact, understanding how
people behave and why they do the things they do is downright difficult at times.
Starbucks has worked hard to create a workplace environment in which employees
(partners) are encouraged to and want to put forth their best efforts. Howard Schultz
says he believes that people everywhere have the same desire—to be respected,
valued, and appreciated.

2. Discussion question:

P5-1. Do the overwhelmingly positive results from the 2005 partner survey surprise
you? Why or why not? Do you think giving employees an opportunity to express their
opinions in something like an attitude survey is beneficial? Why or why not?

Answer:

From a survey from 2005:

Over half (64 percent) of partners responded to the survey—much higher than
the number of respondents to the previous survey in 2003, in which the partner
response rate was only 46 percent.

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 Responses to questions about partner satisfaction and partner engagement
were extremely positive: 87 percent of partners said they were satisfied or
very satisfied, and 73 percent said they were engaged with the company. (The
numbers in 2003 were 82 percent satisfied and 73 percent engaged.)

=> The results does not surprise at all.

The most important thing for the Starbuck’s from the day he established the
starbucks coffee company is the relationship with his employees. Hence he
developed a system of attitude survey for the employees and partners. The
most recent partner survey carried out in the fiscal year of 2006. About 84
percent of the people responded to the survey and amongst them 86 percent
people were satisfied and 69 percent were engaged with the company. Much
higher number of people responded to the survey as compared to the previous
year. I am not surprised by the overwhelming response to this survey because
the partners work with starbucks with dedication mostly due to the attitude of
the company towards them. They know what the company expects them to do
and also because they are satisfied with the company.
Giving the employees the opportunity to express is really beneficial because
the company gets to know the factors and areas where the partners and
employees are happy with the company and the areas which need some
considerations to meet the expectations for the employees. Starbucks always
followed the believed in “We know that the people are the heart and soul of
our success”.

P5-2. How might the results of the partner survey affect the way a local store
manager does his or her job? How about a district manager? How about the
president of global development? Do you think there are differences in the impact

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of employee surveys on how managers at different organizational levels lead? Why
or why not?

Answer:

There are several ways the results of the partner survey may affect the
managers in different organizational levels head, from bottom to top.
Firstly, the results of survey usually affect the Local Store Manager in the
functioning of the store as he knows what the standards are of the company.
More importantly, the survey also help the manager to find out what is the
imperfection, helping he to correct them while the good survey consequences
will encourage him to work better, bringing more benefits for the company

Next, moving onto the impact of survey with a District Manager, the survey
invoke this manager the overview about the inferior ones, finding the
problems of employee. The manager can have some actions such as setting
the improvement measures about the troubles and unsatisfactoriness factors
that affects the employees, thus, bring the greater environment for employees
so they can focus on their work well.
Finally, thanks to the results of the survey, the company are able figure out
the ways to increase the efficiency of employees. This is likely to ultimately
help the President of Global Development to reach his global expansion
targets quickly and efficiently.

P5-3. As Starbucks continues to expand globally, what factors might affect partner
responses on a partner view survey? What are the implications for managers?

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Answer:

According to a survey that was already mentioned in the first question, we can
see that the satisfaction figure of Starbucks’ partner experienced an increasing
through the period, the results obviously became better each time. The survey
conducted by the the company also affected the global expansion of the
business in several ways. Firstly, the store manager may find the positive
responses act as the motivational tool while the survey also brings the manager
the chance to point out the drawbacks, thus, being possible to find the solution
and solve the problem with the better controlling. Moreover, the survey
invoke the interest of global partners in the company’s business. Hence, the
company will have the right stimulation about the future directions that can
satisfy those partner, helping the company to develop dramatically. Last but
not least, the survey show the global partner the information about the
employee treatment and the performances about the company. This help to
build the strong believe between the company and partner, boosting the
satisfaction of partner.
It can be concluded that the results of the company’s business are pretty
satisfactory and it help in the expansion of the business because the global
partner find the business more interesting.

P5-4. Look at the description of the types of people Starbucks seeks. What individual
behavior issues might arise in managing these types of people? (Think in terms of
attitudes, personality, etc.) What work team issues might arise? (Think in terms of
what makes teams successful. Hint: Can a person be self-motivated and passionate
and be a good team player?)

Answer:

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Individual behavior issues that might arise in managing these types of people:

Passionate and creative people might be very ambitious. Owing to this reason,
they would need or require the environment of the workplace, ethical
standards in an ambition to grow. Also, to ensure their contribution to the
company, financial and non-financial rewards are to be ensured. Their
requirement of the environment is very strict and challenging for their
motivation and job satisfaction. Hence, if the company cannot cater for such
needs, they have no incentives to continue and eventually, may quit.

Work team issues that might arise:

Employees will need to work together in teams to provide excellent service

and head for the best result.
A passionate or self-motivated employee might not be a good team player.
They will tend to focus on their own work, avoid proper communication and
coordination with their team in order to achieve their individual targets. So
the result from this will not be good, also the service to the customer. Many
members of the team will sometimes misunderstand each other since they
might have different opinions toward an idea, this might lead to conflict
between them, or even rivalry or dispute.

P5-5. Discuss the “ideal” Starbucks employee in terms of the various personality
trait theories.

Answer:

In psychology, trait theory is an approach to analyse and describe human

personality. Trait is regarded as a behavioral pattern that defines a person’s

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 emotion or thought. Traits differ from individual to individual, and often
remain unchanged over time.
Throughout history, a wide range of trait theories has been developed. To
discuss the “ideal” Starbucks employee, we will look further into 2 well-
known theories: The Myers–Briggs Type Indicator and The Big Five
Personality Traits.

The Myers–Briggs Type Indicator:

o The Myers–Briggs Type Indicator (MBTI) is a self-report questionnaire

created by Katharine Cook Briggs and her daughter Isabel Briggs Myers.
Based on the MBTI, a person is considered having 1 of 16 personality types.
Each type consists of 4 out of the total 8 characteristics which are
Intuition/Sensing, Introversion/Extraversion, Feeling/Thinking and
Perception/Judging.
o The “ideal” Starbucks employee would go into the type ENTJ (Extraversion,
Intinuition, Thinking, and Judging). ENTJs often feel motivated by their
interactions with others. Moreover, these “ideal” employees open themselves
to the approach that seeks to identify leader’s behaviors and employee’s
privacy. They also have a tendency to be more abstract than concrete.
Therefore, they can solve new problems without sticking to the same problem-
solving way. This makes them creative and adaptable to any situations. When
making decisions, ENTJs frequently move towards logic rather than personal
feelings.

The Big Five Personality Traits:

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 o The Big Five Personality Traits, also known as OCEAN, represents 5 most
important traits that form personality of human:

Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism

o According to this theory, the “ideal” Starbucks employee is high in Openess,

which means this person is very creative, open to trying new things as well as
abstract concepts. Additionally, he/she is high in Extraversion and
Agreeableness. This person enjoys helping and contributing to the happiness
of people and feels energized when around people. Furthermore, this “ideal”
employee has a great level of Conscientiousness, which includes attention to
details, good impulse control, and goal-directed behaviors.

P5-6. Describe in your own words the workplace environment Starbucks has tried
to create. What impact might such an environment have on motivating employees?

Answer:

According to the case study, “Starbucks has worked hard to create a

workplace environment in which employees (partners) are encouraged to and
want to put forth their best efforts.” Howard Schultz emphasizes that everyone
embraces “the same desire”, which is being “respected and valued” as
employees and “appreciated” as customers.
It can be inferred from the case study that Schultz’s mindset is shaped from
“the sad realities of the types of work environments his father endured.”,
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 hence he vowed that if he were “ever in a position where I could make a
difference, I wouldn’t leave people behind.” And those experiences have
paved the way that Starbucks cares for its partners – the healthy relationship
and commitment the company has with each and every employee. This
relationship is clearly demonstrated through an attitude survey which provides
Starbucks’s employees with opportunity to give their opinion about their
overall satisfaction and to what extent they feel that they are connected to the
company. Starbucks states that they want their partners to be “adaptable, self-
motivated, passionate and creative team players.”
Taking a closer look into Starbucks’ workplace environment, it all starts with
the human resource management process, in which Starbucks makes sure that
competent employees are identified and selected, they provide up-to-date
training and then ensure to retain competent and high performing employees.
Schultz has soon acknowledged that success is heavily dependent on
customers having a positive experience in its stores. Therefore, partners are
the most fundamental asset in achieving organizational goals.
In order to maintain a workplace environment where people want to work for
Starbucks, the company incentivizes its employees with good compensation
and benefits. More specifically, partner (employee) recognition is of
paramount importance to Starbucks. The company currently has 18 formal
recognition programs in place that partners can use as “tools” to encourage,
reward and inspire one another, ranging from formal company awards to
informal special acknowledgement given by coworkers. One of the newest
“tools”- developed in response to suggestions on the partner survey – is an on
the spot recognition card that celebrates partner and team successes.
Starbucks also recognizes the priority of having individuals with excellent
leadership skills throughout the company. In addition to the leadership
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 development training for upper-level managers, Starbucks offers a program
called Learning to lead for hourly employees (baristas) to develop leadership
skills. This training program also covers store operations and effective
management practices. Moreover, managers at all organizational levels are
provided with additional training courses on coaching and providing feedback
to help them improve their people skills.

P5-7. Using the Job Characteristics Model, redesign a part-time hourly worker’s
job to be more motivating. Do the same with a store manager’s job.

Answer:

Developed by J.Richard Hackman and Greg Oldham, the job characteristics

model (JCM) states that jobs can be described in terms of five core job
dimensions, including skill variety, task identity, task significance and
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 autonomy as well as feedback from job. Particularly, the first three dimensions
combine to create meaningful work the incumbent will view as important,
valuable and worthwhile. Besides, jobs with high autonomy gives incumbents
a feeling of personal responsibility for the results and that, if a job provides
feedback, employees will know how effectively they are performing. From a
motivational standpoint, the JCM determines that employees achieve internal
rewards when they learn (knowledge of results) that they personally
(experienced responsibility) have succeeded in a task they care about
(experienced meaningfulness). The more these three critical psychological
states are executed, the greater will be employees’ motivation, performance
and satisfaction, and the lower of their likelihood of leaving.
In order to avoid jobs that provide little variety, autonomy and motivation,
there are three main ways to put JCM into practice to make jobs more
motivating and interesting. They are job enlargement, job enrichment and the
construction of jobs around sociotechnical systems.
First of all, here below is the JCM of a part-time hourly worker’s job:

o Skill variety: knowledge and production methods of coffee beverages, coffee

brewing skill, knowledge of customer service and communication skills.
o Task identity: employees share their knowledge to customers and feel proud
and satisfaction (they have provided high-quality customer service to
everyone that enters the store).
o Task significance: customers are affected by the employees’ enthusiasm and
will come again, hence the company will achieve strong customer loyalty.
o Autonomy: encourage employees to join in the process of making
development plans, thereby achieving the organizational goals together.
o Feedback: store manager feedbacks and customer feedbacks.

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 Based on the theory of JCM, a part-time hourly worker’s job can be
redesigned as followed:

o Job design:

Simplification of the job and provision of the right training and resources
Proper training by assigning a full-time employee to mentor each part-timer
and flexibility

o Job enrichment:

challenging the employees with decision-making tasks, freedom to decide +

encouraging employees to participate in the planning process and giving
regular feedbacks
providing Learning to Lead program for hourly employees (baristas) to
develop leadership skills, store operation and effective management practice
Job rotation: avoid repetitiveness in work by putting employees into different
work, thereby making them feel challenged and motivated.
Relate employees’ experience with customer outcome by providing
employees with stories from customers who benefited from and enjoyed the
company’s products or services

Secondly, here below is the JCM of a store manager:

Skill variety: strong communication skills, working well under pressure, good
planning skills, leadership skills, organizational, interpersonal and problem-
solving skills.

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 Task identity: work alongside their partners and run the business by managing
store operations, driving financial success, building and leading great teams,
and creating a meeting place in their communities.
Task significance: grow a successful, multi-million-dollar business; nurture
talent and lead a team; inspire other; make impact on community
Autonomy: supervise and direct the workforce; make staffing decision (i.e.,
hiring, training, evaluating, discharging, staffing, scheduling)
Feedback: listening to employees’ opinions and make changes

Store manager’s job redesign:

o Job enrichment:

Combining task: putting fractionalized tasks back together to form a new and
larger module of work
Forming natural work units makes the manager’s tasks create an identifiable
and meaningful whole
Establishing customer relationships increases the direct relationship between
store managers and their customers
Leadership development training for upper-level managers
Opening feedback channels: Starbucks’ store managers try to address any
concerns raised in surveys or concerns expressed in other ways

Leadership development training for upper-level managers

Starbucks offers to managers at all organizational levels 6 additional training
courses on coaching and providing feedback to help managers improve their
people skills.

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 III. Reference
1. Kendra Cherry (May 10, 2019). “The Trait Theory of Personality”.
https://www.verywellmind.com/trait-theory-of-personality-2795955.
2. Kendra Cherry (May 20, 2019). “The Big Five Personality Traits: 5 Major
Factors of Personality”. https://www.verywellmind.com/the-big-five-
personality-dimensions-2795422
3. Myers, Isabel Briggs with Peter B. Myers (1995) [1980]. “Gifts Differing:
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