HRD Report: Starbucks Coffee Company's Organizational Culture Analysis

This report examines the organizational culture of Starbucks Coffee Company, highlighting its servant leadership approach and emphasis on employee development. It discusses how Starbucks fosters a collaborative environment and open communication to empower its workforce. The report identifies competitive pressures as a key challenge for Starbucks and proposes the implementation of a Training and Human Resource Development (HRD) process model to address this issue. This model includes stages of analysis, design, development, implementation, and evaluation, providing a structured approach to employee training. The analysis phase involves assessing the company's current status and training needs, while the design phase focuses on creating a training plan. During development, the training program is refined, and implementation involves delivering the training through platforms like LMS. The evaluation phase assesses the effectiveness of the training and suggests improvements. The report concludes by emphasizing the importance of continuous evaluation and adaptation of training programs to maintain Starbucks' competitive advantage and align with its organizational culture.

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Executive summary
One of the most noticeable feature of Starbucks Coffee Company is its organizational
culture. Of course, the main factor that impacts on workers and the organization itself is a
company`s culture. In the case of Starbucks Coffee Company is such that it tries to balance all
aspects of it operations. Nonetheless, the company’s organizational culture is notable in
Starbucks cafes. The employees at the cafes cooperate at work and interact with clients in a
manner that demonstrates the organization`s culture. The warmth and welcoming mood at the
cafes makes the company stand different from other competing firms. In other words, Starbucks
has an organizational culture incorporates the strategies by the company for adequate brand
development and expansion worldwide.

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Table of Contents
Executive summary.........................................................................................................................2
Organization culture........................................................................................................................4
Issue affecting the organization.......................................................................................................4
Training and Human Resource Development (HRD) process model.............................................5
References........................................................................................................................................8

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Organization culture
Starbuck has a servant leadership approach that implies one of its organizational culture.
The management, team leaders and managers provide support to other employee’s under their
leadership so that every person grows. As such this trend by the company’s organizational
culture makes employees are given priority first. By doing this, Starbucks demonstrates the
merits of taking care of employees. According to the former Chief Executive Officer, caring for
employees means they reciprocate the same to clients, hence the need for such an organizational
culture (Wang and Yang, 2011, p. 263-273). The organizational culture of Starbuck also ensure
collaborative effort by promoting communication. Employee at the cafes communicate clearly
while fulfilling orders. Besides they unite to work ease the process of activities more easily.
More importantly is openness. This organizational culture allows workers to freely express their
opinions. Employees can also make inquiries and clarification. Evidently through this feature the
organization is able to empower workers and encourage their innovation (Auernhammer and
Hall, 2014, p. 154-166).
Issue affecting the organization
Apparently, one issue facing Starbucks is a stiff competition from other related
businesses with almost similar if not identical application (Patterson, Scott, and Uncles, 2010, p.
41-47). Either way still, by training its employees the company can provide techniques towards
the challenge. Which means by training, every worker understand the organizations depending
on the clients` perspective, despite the clients` status. Also, training can be key factor of
accomplishing promises on branding and an essential in promoting the company by word of
mouth and if anything a stuff that can deliver differentiation is a well-trained stuff. At the end
solving organizational challenge of strict competition makes it more effective to meet its

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strategies, which is other activities of operation can follow without strain and less complication.
For instance the company is impelled to a state that it defends its position from other competitors
by sustaining its brand advantage. A step to manage competitors means, Starbucks remain to be
noticed, all the all the time in the market whether or not the competitors are around York, 2010,
p. 34). Maybe the only problem that Starbucks may encounter is purely economic status that
determines the consumers’ purchasing power (Seaford, Culp, and Brooks, 2012, p. 39). The
upscale nature after addressing competition may too high to ever meet any other challenge
affecting it activities.
Training and Human Resource Development (HRD) process model
In order to train employees appropriately, Starbucks can use the Training and Human
Resource Development (HRD) process model in order to outline the manner the training
intervention will be designed and conducted. The template as illustrated in the LMS provides
five key stages; analysis, design, development, implementation and evaluation. During analysis,
which is the immediate step, Starbucks will develop a content of training strategies by analyzing
the most recent status of the company with other competing organizations. This entail a series of
questions to comprehend and internalize what particularly is the main aim of training its
employees. This impacts much during decision making later in the process. Few obvious
questions are what will be the point training, why is the training done, what nature of behavior
change is desired and will training provide a solution. Such a session should be investigating
about the market, the company’s objectives, training techniques and form of media used. As
soon as this is complete then the company can addresses the issue in place. Apparently, the main
concern about the issue in the organization remains ta determining factor for the processes that
follow (Garavan and McCarthy, 2008, p. 451-471).

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Next, on design Starbucks Company will get into the design phase once the training plan
is done. This is the stage where it considers all the lessons in the earlier phase and then imply it
to make determine on practical decisions. This includes, strategy, method of delivery, structure,
duration, assessment and response. Still on design but after having knowledge about the past
phases of training it will compare and select on the best teaching. Very quickly it can consult to
solicit opinions from other stake holders on what is good for the employees. A prior phase of
testing the idea is a good thing; this is a confirmation that made before any further progress
(Gillespie and Riddle, 2015).
During development stage, the company will the training program, guided by earlier
compared statistics. Every element of the plan is developed in relevance with the design phase.
The company is tasked with the making the training plan more elaborate since the main idea is
already decided upon. To some organizations, this step may seem less value but ideally it has a
lot of impact on how weighty is the training. The careful identification and separation of the
elements assure the company the training program is carried out in an appealing manner, which
can is noticeable after the employees’ analysis. Notably, the stage of development should be
iterative. Once the company initiates a training plan it should carry on to test it and ascertain very
minimal errors.
Soon after completing the training plan and convinced the plan is adequately assess, the
company will share it out with the employees. The decision arrived upon in the design phase
influences how this stage is actually conducted. However, in most circumstances, the training
plan is uploaded on LMS and the delivery are automatically set up (Yueh and Hsu, 2008, p. 59-
63). Those are employees from which department are involved, the duration for training and
comments, reward for assessment and a final feedback. Any activity pertaining to delivery,

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tracking and reporting are managed by LMS. The in charge personnel is expected to monitor the
condition to carry out a test of the plan before implementing the content on the entire group.
Finally on evaluation, getting response about the training is very important ant to the
company. After that it will decide in weather eliminate the plan or select on it but revise it. In
particular it can put focus on certain issues. One, if really the goal is achieved as stated earlier in
the phase of analysis. Secondly, it can accept the outcome and revisit the whole process of
analyzing and also select other requirement for training. Moreover, it can put attention in the
possible alteration in the type of media or approach. The best way to generate good end results is
to request the trained employees during that session to complete surveys after the plan is
concluded. Evaluation can be facilitated within the plan or as by LMS. Additionally, the
employees can give their feedback to the company so that it is aware of the shortcomings during
the training.

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References
Auernhammer, J. and Hall, H., 2014. Organizational culture in knowledge creation, creativity
and innovation: Towards the Freiraum model. Journal of Information Science, 40(2), pp.154-
166.
Garavan, T.N. and McCarthy, A., 2008. Collective learning processes and human resource
development. Advances in developing human resources, 10(4), pp.451-471.
Gillespie, K. and Riddle, L., 2015. Global marketing. Routledge.
Patterson, P.G., Scott, J. and Uncles, M.D., 2010. How the local competition defeated a global
brand: The case of Starbucks. Australasian Marketing Journal (AMJ), 18(1), pp.41-47.
Seaford, B.C., Culp, R.C. and Brooks, B.W., 2012. Starbucks: Maintaining a clear position.
Journal of the International Academy for Case Studies, 18(3), p.39.
Wang, D., Su, Z. and Yang, D., 2011. Organizational culture and knowledge creation capability.
Journal of knowledge management, 15(3), pp.363-373.
York, E.B., 2010. Starbucks gets its business brewing again with social media. Advertising Age,
81(8), p.34.
Yueh, H.P. and Hsu, S., 2008. Designing a learning management system to support instruction.
Communications of the ACM, 51(4), pp.59-63.