Management & Operations Report: Starbucks Case Study Analysis

This report provides a comprehensive analysis of leadership and management practices within Starbucks, examining the differentiation between the roles of leaders and managers in various situational contexts. It delves into different leadership theories, including situational, systems, and contingency leadership, and their application within the company. The report also explores key approaches to operations management, such as Six Sigma and lean manufacturing, highlighting their impact on efficiency and innovation. Furthermore, it discusses the influence of business environment factors on operational management and decision-making processes. The analysis includes a discussion of the relationship between leaders and managers, emphasizing their roles in driving change, managing risks, and maintaining the status quo. The report concludes with an overview of how Starbucks utilizes various leadership styles and operational approaches to achieve its business goals, improve customer satisfaction, and maintain its competitive edge in the global market.

Management & Operations

TABLE OF CONTENT
INTRODUCTION..............................................................................................................................3
Differentiation in role of leader and function of manager in situational contexts............................3
Types of leadership theories.............................................................................................................5
Key approaches of operations management.....................................................................................7
Business environment factors that have impact on operational management and decision making
factors...............................................................................................................................................8
CONCLUSION.................................................................................................................................10
REFERENCES...................................................................................................................................12

INTRODUCTION
Management and operations can be understood as widely crucial aspect in evolving new
businesses at global scenarios, where management innovation enables new vision oriented
innovation to be developed on among products and services. In today’s dynamic business world
mangers and leaders have strong role to play in companies functional scale varied decisions
pertaining towards best innovation, higher goal diversification among competent. Starbucks is
American multinational chain of coffee houses and roaster services expanded among large number
of cafe stores around world. The report will be analysing aspects focused on differentiation between
role of leader and manager in company, where varied situations examples will enable in depth focus
on competitive functional analysis. Further study within report will examine research on leadership
styles, crucial for empowering change and large scale vivid motivation scenarios fundamentally.
This brings on focus towards varied range of marketing operations approaches, which enable us to
analyse in detail varied scale diversification and innovation among working paradigms profoundly.
Study will also exert focus towards discussing aspects of varied business environment factors, that
have impact on operational management and decision making by leaders, mangers in company for
higher stability.
Differentiation in role of leader and function of manager in situational contexts
Starbucks as one of the fastest evolving company aims to bring on wide range of functional
scope to evolve on wider scale horizons, for bringing on wider effective products and services
among business, Operations being managed by leaders and managers widely bring on functional
innovation, strategic fundamental diversity for higher revenue growth and rise in customer brand
goodwill within longer run.

 Leaders direct and guide change, mangers administer overall change: This can be
understood as one of the most crucial aspect where leaders direct and guide change actively
by bringing on enlarged focus on wider working operatives towards dynamic horizons.
Overall change is built among business strategies by managers, by bringing on larger change
among corporate decisions and to keep up strengthened role of technical change in new
enlarged vision oriented growth (Zhan, Cao. and Wang, 2018). This factor can be
understood by example of situation, where leaders guide change accurately by training
employees as per new vision oriented growth operatives towards wider scale operatives.
Managers have role to bring on change strategically, by analysing new changes among
resources informatively and variedly operate focus towards pertaining stringent focus on
overall growth in revenue targets for business growth.
 Leaders have followers, managers have people who report to them: Leaders show the way
for change among team members which functionally motivates to bring on dynamic growth
operationally towards new vision oriented parameters actively. It can be also analysed that
leaders and managers functionally bring on corporate strength rise towards empowering,
inspiring change among working domains whereas managers are people whom leaders
report to (How Starbucks plan to make an impact by 2020 and beyond, 2017). This can be
analysed by example: where leaders have role to keep employees skills trained, bring on
new functional work growth factors for inspiring new strategically growth actively but
managers on other hand keep focus on accuracy within leaders decisions. Leaders in
company are accountable to managers for large range of decisions taken, bring on resources
strategically in check and also evolve on wider business operations effectively within longer
run. Leaders take risks, managers control risks: Starbucks leaders have role to take decisions
as per risk factors analysis which is essential to functionally bring on overall productivity of
resources in check actively. Managers on other hand have role to control risks factors by
synchronizing check on output levels, resources put in use by company within business run
and to further analyse new changes to be delivered among competent domains to in built
diverse change. For example leader have role to take risks in action, by training new range
of skills and effective varied scale growth operations actively to in built transformation.
Managers on other hand have role to control and monitors risks effectively to generate wide
scale long term imperatives, for instilling new scale functional growth diversity among
business strategies.
 Leaders are change agents, managers maintain status quo: Starbucks leaders are the
change agents which have role to bring on implement change among working operations

actively by training new skills among employees (Mor and et.al., 2018). Managers on other
hand have role to maintain status quo and strategically take best fundamental decisions
correlating with long term business goals for company higher rise in revenue targets and
goodwill. Starbucks as one of the fastest evolving company aims to bring on new products
and services for larger innovation among company operations, towards which managers
focus on taking best decisions and leaders for motivating fruitful strategic varied growth in
training employees actively. New policies are being formed by managers, but leaders have
role to bring on implementation by bringing on brainstorming sessions and higher range of
creativity among employees to keep active diversification innovatively. Masers have role to
bring on long term decisions among company business goals effectively, by analysing best
frameworks fort corporate scale diversity standards but leaders have role to bring on change
practically (7 Key Trends in Operations Management in a Post-COVID World, 2020).
Types of leadership theories
Leaders have strong role to play among corporate functional standards for effective varied
growth actively among business efficacy paradigms, which enables to monitor long term productive
growth in empowering change among employees and to motivate new scale efficacy domains.
There are varied scale leadership theories which can be discussed based on varied range of
affirmative functional scope for leveraging wider innovative positioning, on which Starbucks has
been actively heading:
Situational leadership: This leadership style encourages leaders to take new decisions as per varied
range of situations among company business operations, for enlarged functioning standards
effectively within business. Starbucks leaders by adopting situational leadership style will be able
to yield on competent innovation among working parameters and invest strategically towards
training employees as per latest standards actively (Matošková, Macurová, L. and Tomancová,
2018).The situational leadership also brings on wide range of flexibility among corporate scenarios,
for instilling new scale growth aspects among motivating change fundamentally as per competitive
business horizons. Situational leadership also enables leader to take decision as per varied working
situations actively, up scale working scenarios and also bring on wider strength among new
business ideas actively. Strengths: Situational leadership has strength to bring on functional shift among new
business scenarios, where it enables to enhance wider scale strength of decisions towards
functional diverge growth paradigms. This skill enables leader to take best decisions for
overall rapid growth actively, by bringing on enhanced functional scope growth rapidly.
 Weaknesses: Situational leadership has weakness which brings on decreased working

aspects, where contingency dynamics operatively impacting new scenarios reduces varied
range of flexibility among company operative decisions.
System leader’s ship: This leadership style evolves on set of skills and competencies functionally
important for enabling new range of system level changes among working parameters within
departments to bring on innovative varied growth. It combines collaborative leadership aspect,
coalition building aspects and insights to mobilize innovation across business platforms and to
decentralise networks based on latest functional varied growth aspects (Čepel and et.al., 2018).
Starbucks leaders have varied scope for integrating system leadership parameters among new range
of business operations, within business diverse growth informatively and to monitor employees
training.
 Strengths: System leadership brings on scope for bringing on cooperative functioning in
leaders working behaviour, for bringing on dynamic growth among varied range of services
within company long term working aspects.
 Weaknesses: There is no aspect to bring on new changes within business scenarios due to
rigidity in system leadership, which hinders new innovative decisions and training to be
delivered among working parameters (Coughlan and et.al., 2018).
Contingency leadership: This leadership supposes that leaders have power to take effective
contingent decisions in business as per demands among situations, which further enables to gain
imperative focus on varied untapped arenas. The contingency leadership also makes best training
being delivered to all employees in company by leader, for scaled up competencies among new
range of potentialities towards overall productivity rise. Contingency leadership leverages new scale
growth towards dynamic business efficacy goals and potential competent scope for specific varied
keen standards growth.
 Strengths: The strength of contingency leadership is based on aspects, where leaders have
potentiality to bring on functional domains among effective long term decisions based on
long term targets. Contingency situations enable leader to be stringently active for higher
scaled up competencies, functional innovation and higher functional growth towards
motivating change among business parameters.
 Weaknesses: The weakness of this leadership approach is based on aspect that it demands
strategic planning and new resource planning scenarios, for gaining stronger working force
effectively towards higher revenue goals.
Starbucks by heading on best effective leadership style, based on contingency and
systematic aspects will be able to pertain stronger range of functional growth innovatively

within best competent aspects. The leadership styles further bring on advancement towards
yielding higher keen goals functionally, inspiring motivation among employees and also to
up skill new determinants. Starbucks effectively within global parameters of work growth
diversity will be able to enhance overall productivity rise, to bring on technical rise among
competent scenarios and for varied scale growth towards higher operatives (Cepel and et.al.,
2019).
Key approaches of operations management
Operation management has specific role to play in bringing on dynamic growth among
business scenarios within working operational scenarios, for technical innovation and rapid growth
among competitive business goals. Starbucks as one of the best fastest growing brand aims to keep
up effective new range of functional aspects, within operations management towards bringing best
services for customers. Operations management theories encompass strategies which enable to
increase efficiency in operations and production for increasing cost effective production and higher
revenue goals actively. Further It also potentially maximizes resources which involves in managing
raw materials and labour to create goods innovatively within business scenarios. Operations
management is comprised by strategic resource planning, innovative new scale growth within
technology aspects and also for leveraging new range of competent paradigms. Managers and
leaders have strong role to play in operations management aspects, where best strategic investments
are evolved towards bringing on dynamic working shift among products and services technically.
 Six sigma: The six sigma is method that provides company tools to improve capability to
their new business procedures, to enhance increased output standards in performance
parameters. Decrease in process vibration helps lead to defect reduction and improvement in
profits, employee morale and quality of products and services for higher functional varied
growth actively (Bäckstrand and Engström, 2019). The six sigma theory also synchronises
capability of new business processes which adds to brand value actively, employee morale
and varied range of quality product and services. Starbucks by heading on six sigma will be
able to start up new range of innovation scaled up functional growth scenarios, which adds
to goodwill profoundly within longer business run. Six sigma further brings on new scope to
leverage wider aims for keeping up informative pace, towards which wider quest operational
scope can be evolved.
 Lean manufacturing: The lean manufacturing approach is systematic working
method focusing on eliminating waste than manufacturing process aspects, which
further creates accountable new varied working scenarios. This theory sees new
resources in use for value creation for customers as wasteful usage of resources are

reduced, which also seeks to eliminate wasteful resource expenditure actively.
Starbucks further aims to focus on lean manufacturing as one of the best fastest
growing operations management aspect, which keenly enables varied functional scope
for higher profits and goodwill among brand value. Lean manufacturing enables new
quality growth scenarios, through which higher keen innovative business services are
further aimed on to operatively expand towards gaining stronger customer brand
value. Lean manufacturing plays most crucial role to leverage long term innovative
business strategies functionally, for keeping up consistency in manufacturing products
and services and enhance wider target parameters innovatively towards varied
business design (Gaviria-Rivera and López-Zapata, 2019). Total quality management: TQM describes management approach to long term
success through strong diversified customer satisfaction aspects, in order to create
strong efforts to leverage best brand value rise innovatively. TRM efforts for all
members in company participation, which further enables to improve procedures,
products and services among company business diversification parameters. Theer are
7 principles of TQM, which are based on customer focus, leadership, people
involvement, process approach, systematic approach to management, continual
improvement, factual approach to decision making and mutually beneficial suppliers
relations. Starbucks aims to bring on TQM as one of the most diversified scale aspect
and approach of operations management, widely evolving towards gaining stronger
varied growth actively. 4 pillars of TQM are based on synergistic relationships,
commitment to continuous improvement, system approach and commitment to top
management which further adds to productive brand value.
Operations management productively brings on large level of working scenarios, for keeping up
effective varied growth in products and services innovatively to functionally enhance varied
competent domains. Starbucks within operations management strategically invests to leverage long
term goodwill aspects, competently keep up work goal productivity standards and also expand
towards new enlarged vision oriented horizons. Higher customer satisfaction among products and
services bring on technical growth innovatively, also generate new range of competent strength to
leverage longer wider revenue grounds for higher keen imperative standards (Radnor. and
Bateman, 2016).
Business environment factors that have impact on operational management and decision making
factors
There are varied aspects within business environment which can be understood as actively

crucial for keeping up operational management tasks, stronger varied decision making aspects
actively and keep productivity at check. Internal and external business environment potentially
brings on higher scope for consistent new standards of functional growth paradigms actively which
leverages higher scope pertaining new vision.
External technology competitive factors: It can be understood that external business environment
brings on new range of competitive technology factors for heading on functional growth which has
strong impact on operational management and decision making. Managers and leaders decisions
among Starbucks have strong impact on wider range of functional leveraging scenarios targets,
which enables to form focus on bringing competitive technology factors (Helmreich and Merritt,
2017). International global standards of products and services are variedly expanding among new
parameters functionally, towards which external technology competitive factors have been
primitively expanding actively. This also brings on competent focus towards promoting best
competitive varied range of growth in products, services technically on which Starbucks has been
competently heading focus.
 Stakeholders and shareholders satisfaction: The management operational decisions taken
by company long term potential market parameters are functionally related to new
paradigms of shareholders and stakeholders accountability aspects, satisfaction goals for
retaining best commitment. Brand value among shareholders is widely impacted by
company operational management decisions, specific scale competent scenarios and best
lucrative strategies to be formed as per latest new revenue standards targets. The
stakeholders accountability relate to aspects where Starbucks functionally aims to bring on
varied leveraged scenarios, bring on investments for training employees as per products
latest functional standards. It furthermore aims to motivate change, vision oriented growth
paradigms and also restore wider scale business growth targets by competitively expanding.
Stakeholders such as employees, management are internal essential aspects and government,
customers are external aspects which bring on varied scale growth in brand value within
longer business avenues innovatively. Starbucks as further business investments
operationally, heads on stringent fundamental growth towards taking best decisions for
stakeholders and shareholders accountability goals (Slack. and Brandon-Jones, 2018).
 Internal business targets: This can be also analysed that internal functional change aspects
actively motivates specific change within decisions of operations management long term
goals and to keep up potential strengths, which in built higher capital structure. Starbucks
further heads on focus on competent scale growth scenarios, where internal business
domains bring on technology expertise potentially enhances functional growth potentially.

This also fundamentally explains new range of innovation being planned as per diverse
customer’s market horizons, functionally which raises up keeping active varied growth.
Starbucks aims to bring on best products and services actively, by investing on best
resources towards bringing on strategic diversity actively as per latest functional targets.
This can be understood by wide range of vision oriented operatives towards bringing on
new scope horizons, for functional competitive strength and larger technical productivity
which brings higher effective growth in revenue aspects (Ravinder and Kollikkathara,
2017).
 Diversification in investments: This is another essential aspect which impacts business
goals and new scale decision making aspects among company for bringing on best
operations in management. Starbucks aims for diversification and functional growth arenas,
such as CSR and expansion of stores among varied countries internationally, which has been
analysed to be one of the most crucial aspect on which managers operational decisions in
long term business market depends actively. Further competitive brand value targets, also
bring on functional focus for expanding among new range of leveraged specific business
decisions on which mangers and leaders specifically heads larger vision actively.
Diversification in investments further brings on scope for best rise in productivity horizons,
leverage new scale resources among competent functional arenas through which best brand
goodwill is built (Spring, 2017).
Starbucks based on varied scale functional growth potentialities within internal and external
business environment heads on best resource planning in decisions for operational investments
growth, leveraging new technical varied determinants effectively. This can be also analysed as one
of the main aspect which further creates paradigms for wider productive growth factors, larger scale
growth among untapped business strengths for wider scale competitive expansion.
CONCLUSION
From the above report it can be concluded that there are varied aspects of management
operations towards which Starbucks as one of the best diverse company is heading on, for higher
profitable targets and goodwill standards. The study has concluded mangers and leaders differences
in bringing best decisions among company operations, where mangers make strategies on overall
organisations and leaders practically implements among teams. Report further concluded analysis in
depth of situational, systematic and contingency leadership styles for wider scale competent focus
on best aspects for best strategic development. Study has further concluded focus on lean
production, TQM and six sigma as main operational management approaches for best cost effective

diversification in products and services. Further, report also concluded aspects that internal and
external business environment factors have strong impact on shareholders commitment, which
further bring on managers and leaders role in action to take best long term decisions.
REFERENCES
Books and Journals

Bäckstrand, J. and Engström, A., 2019. Engagement and co-creation of knowledge–the important
role of workshops for data collection and analysis. In 6th International EurOMA
Sustainable Operations and Supply Chains Forum, Gothenburg, Sweden, 18-19
March, 2019.
Čepel, M and et.al., 2018. Business environment quality index in the SME segment. Journal of
Competitiveness.
Cepel, M and et.al., 2019. Selected economic factors of the quality of business
environment. Journal of International Studies.
Coughlan, P., and et.al., 2018. The role of OM EDEN in building the EurOMA
community. International Journal of Operations & Production Management.
Gaviria-Rivera, J. I. and López-Zapata, E., 2019. Transformational leadership, organizational
climate and job satisfaction in work teams.
Helmreich, R.L. and Merritt, A.C., 2017, November. 11 Safety and error management: The role of
crew resource management. In Aviation Resource Management: Proceedings of the
Fourth Australian Aviation Psychology Symposium: v. 1: Proceedings of the Fourth
Australian Aviation Psychology Symposium. Routledge.
Matošková, J., Macurová, L. and Tomancová, L., 2018. A link between knowledge sharing and
managers’ characteristics. Leadership & Organization Development Journal.
Mor, R.S., and et.al., 2018, September. Role of value stream mapping in process development: A
review. In Proceedings of the 3rd North American International Conference on
Industrial Engineering and Operations Management, Washington, DC. USA. (pp.
27-29).
Radnor, Z. and Bateman, N., 2016. Debate: The development of a new discipline—public service
operations management. Public Money & Management, 36(4), pp.246-248.
Ravinder, H. and Kollikkathara, N., 2017. Project Management in Operations Management
Textbooks: Closing the Gap. Journal of the Academy of Business Education. 18.
Slack, N. and Brandon-Jones, A., 2018. Operations and process management: principles and
practice for strategic impact. Pearson UK.
Spring, M., 2017. Operations Management. The Oxford Handbook of Management. p.57.
Zhang, L., Cao, T. and Wang, Y., 2018. The mediation role of leadership styles in integrated project
collaboration: An emotional intelligence perspective. International Journal of Project
Management, 36(2). pp.317-330.
Online
7 Key Trends in Operations Management in a Post-COVID World . 2020 [Online]. Available
Through :< https://www.beekeeper.io/blog/trends-operations-management/>
How Starbucks plan to make an impact by 2020 and beyond. 2017. [Online]. Available Through :<
https://stories.starbucks.com/stories/2017/starbucks-2016-global-social-impact-report/>