The job of store manager is significant to Starbucks' success. The position addresses the duty for the profitable and efficient operation of the warehouse. Store managers are to guarantee that the Starbucks' service experience is consistently provided to all consumers and maintaining the operations' quality in the store, maximizing the contribution of finance, and each store staff is directed and empowered in a positive way.
Skills Needed
Good communication skills, organized and detail oriented, and self-motivated as well as able to perform without supervision.
Requirements
Form of Departmentalization Starbucks should adopt
The departmentalization, which Starbucks must adopt, is the Ideology that is a firm’s unique vision they have, with their culture, traditions, and theories that will add to its framework or structure (Deng, 2008). Starbucks should apply the Departmentalization of function because all the coffee users love their single product that is coffee. The handcrafted beverages, best-roasted coffee, excellent services, coffee products, and they are determined to their product in order to make the best coffee experience to clients or customers (Newell et al., 2013).
The form must not change within stores providing food products as well as lunch. Because consumer or customer can have issues adjusting to or embracing new forms if they do not prefer or like the new form. It can cause time, effort, and money, as well.
Actions during Financial Problems
In the condition of financial turmoil or problem, control is essential that uses centralize power or leadership. Nonetheless, this technique should be two-fold. Operational and financial records, as well as procedures, must be centralized to ensure that all cafes performs and satisfies corporate targets guaranteeing that the standards of quality remain uniform within all the cafes, which are spread across geographically.
On the contrary, every geographic division must be accountable for conducting its marketing campaigns as well as actions, concerning the standard brand image, but responding to the unique customer characteristics/features of the definite geographic areas, which the headquarters never access and do not have the related information. In this manner, the cafes remain integrated together with the central headquarters though address the unique tastes of consumer and demands of coffee, as well as other product lines. The departmentalization needs to fathom that not all regions have same customers and their demands vary due to the characteristics of their lifestyles, personalities, and activities. This departmentalization best permits the firm to satisfy the unique geographically varying consumer requirements and remain under headquarters' control ensuring that its operations satisfy the corporate standards.
Organizational Configuration that Best Fits Starbucks
Divisional organizational configuration fits Starbucks. The latest news shows that Starbucks has reorganized their firm structure to accommodate consumer satisfaction. The Starbucks’ Chief Executive Officer announced expansion of matrix structure. Starbuck functions under four USA divisions namely Pacific/Western, Plains and Northeast/Southeast/Atlantic, Mountain/Northwest (Deng, 2008). Moreover, this organizational structure is advantageous as it maximizes communication channel (Deng, 2008). Howard Shultz trusts Starbucks can design products particular to market appeal rapidly after the adjustments. The other portion of organizational structure of Starbucks is the prolongation of support functions in use as their department as well as supporting the common visions and goals of all the USA divisions and the global circuit (Newell et al., 2013).
References
Deng, P. (2008). Applying a Market-Based Approach to the Development of a Sharing-Enabled KM Model for Knowledge-Intensive Small Firms. Information Systems Management, 5(1), 3-6. doi:10.1080/10580530801941389
Newell, S., Huang, J. C., Galliers, R. D., & Pan, S. L. (2013). Implementing enterprise resource planning and knowledge management systems in tandem: fostering efficiency and innovation complementarity. Information and Organization, 1(2), 3-5. doi:10.1016/S1471-7727(02)00007-6
