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ORGS2100 Midterm
KeXin (Alice) Zhou
October 26th, 2020
1.
Starbucks is trying to increase the efficiency and productivity of its baristas. They would like
the baristas to reduce the time it takes to make each drink by 5 seconds, and they would also
like to re-examine how the drink preparation area is set-up (location of espresso machine,
sink, mixers, etc.) so as to increase drink-making efficiency. To do this, Starbucks is very
carefully measuring each step in how baristas make drinks in order to build a quantitative
dataset to inform possible changes. In thinking about the different historical approaches to
management, what approach to management is Starbucks using to increase the efficiency and
productivity of its baristas? Do you think their approach will be effective? How would
Starbucks utilize the other two historical approaches to management to improve their attempt
to increase the efficiency and productivity of baristas?
In this case, Starbucks uses the classical approach to management in order to increase
the efficiency and productivity of its baristas. Specifically, Starbucks seeks to measure
management by objectives based on the result of the baristas’ job performances. Management
has measured each step during the drink-making process and built a quantitative dataset to
analyze trends of the process. Thus, the analysis and management approach is conducted
based on the evaluation of the time that the baristas make the drinks and the preparation
set-up, which is the measurement of specific performance goals.
Although the traditional approach of management by objectives is used to assess the
final result, it is neglecting the performance behaviours of the baristas. The traditional
approach will be not too effective for a service-line company since it does not incorporate the
behavioural aspects of the baristas. With that said, baristas that perform citizenship behaviour
will further contribute to Starbucks and increase job performance and efficiencies at making
the drinks.
With that in mind, the behaviour approach will be more effective since it incorporates
behaviour performance aspects when assessing job performances. In this approach, the
baristas are likely to receive social recognition, which significantly increases job performance
by 16% (reference to the lecture slides). For the last management strategy, the contingency
approach will increase the baristas’ productivity as well by actively updating its management
techniques to match new industrial trends.
2.
What else do good performers contribute to organizations in addition to task performance?
Please supplement your answers with examples.
In addition to task performance, outstanding performers contribute to organizations
through interpersonal and organizational citizenship behaviours. The citizenship behaviours
outline commitments to the organization on top of the job requirements in manners that
improves the work environment. To demonstrate interpersonal citizenship behaviours,
employees express courtesy by sharing relevant announcements and events with other
co-workers to maintain a collaborative working environment. Similarly, employees with
citizenship behaviours will display sportsmanship, which describes the encouraging and
positive attitudes between group members. With that in mind, citizenship behaviour
incorporates voluntary activities that enrich the inclusive environment for individuals to feel
comfortable within the work environment.
An example of a junior associate with interpersonal citizenship behaviour will be
helpful to guide a marketing intern that has just arrived at the company. The junior associate
will be respectful of the intern’s ideas and assist the intern in difficult tasks. On the other
hand, the intern will conduct citizenship behaviours by actively participating in meetings and
providing innovative suggestions to improve marketing operations. Undoubtedly, good
performances will not only contribute in terms of intellectual capital, but also have a sense of
duty to enrich the team environment.
3.
You wake up and feel like you have gotten up on the “wrong side of bed” as you are in a
terrible mood. You then head to work. How will your mood likely impact (a) your job
satisfaction and (b) ability to achieve productivity and s at work today? Further, drawing
upon affective events theory, what could you do to turn this day around?
In a terrible mood, it is highly likely that the individual will experience low
productivity and conduct psychological withdrawal behaviour. With that said, the low mood
will cause fluctuations in the individual’s emotions within the workday and decrease overall
job satisfaction. Job satisfaction defines the pleasurable emotional state that employees
experience when completing their responsibilities. When the individual is in a bad mood, the
personal emotions will impact work attitudes and behaviours in a negative manner since
emotions and work behaviours are directly correlated. Thus, the job satisfaction will be low
for the individual due to the poor emotional state.
Along with low job satisfaction, a bad mood directly reduces productivity and flow at
work. The negative mood indicates low activation and inactive behaviours. The individual
will experience disengagement, unpleasantness and sluggish attitudes towards work. With
these emotions, it directly causes the individual to experience psychological and physical
withdrawal behaviour including taking multiple breaks that decreases productivity
significantly.
The affective events theory draws correlations between the positivity or the negativity
of events with the effect it has on job satisfaction. In order to turn this day around, the
individual will have to conduct emotional labour to manage personal emotions and adjust in
order to successfully complete job requirements. The individual will be responsible to
reassess his or her emotional state and reposition his psychological condition to offer
positivity and value towards the company goals.
4.
Assume the culture of your country is highly individualistic, low power distance, low
uncertainty avoidance, masculine, and short-term oriented. If you were to explain to an
expatriate what it means to be a good employee in your country culture. What would you tell
him or her based on your understanding of 5 dimensions of Hofstede’s culture research?
Please discuss the different aspects of these cultural dimensions and supplement your answer
with at least one example for each dimension.
To explain to the expatriate, the specific country’s culture is relatively reserved in
terms of personal aspects and inclusive for a variety of individuals. To begin, high
individualism is defined to have a loose-knit social network, meaning that individuals are
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- Jaronda is a member of a dance team. As a fundraiser, she and the other members of the team decide that she will use the team's money to buy flowers in bulk, sell the flowers individually to students with her school's permission, and return the team's money plus any profits she makes, What is the MOST accurate name for aronda's role? O A. project manager © B. network facilitator O C data manager O D. systems operatorarrow_forwardWith the rise of e-commerce and m-commerce, this conflict is likely to continue, as more and more companies are finding ways of making their products accessible online and on mobile apps. How insurance companies can manage this conflict? What startegies they should have, except One strategy to manage this conflict is to follow in Allstate’s footsteps by pairing local agents with each online transaction (Stackpole, 2001). Even if the agent’s interaction in the process is minimal, they are still afforded the commission (Stackpole, 2001). This strategy is a win-win situation: customers have the option of purchasing insurance online and enjoying the ease with which that can occur while insurance agents will still receive their commission. Another strategy to manage this conflict could be to use exclusive offerings. Kawasaki chose to sell only accessories on its website, so as not to impede business at its retailers (Stackpole, 2001). Insurance companies could employ a similar strategy by…arrow_forwardThe Organization of Outback Steakhouse Chris T. Sullivan, Bob Basham, Trudy Cooper, and Tim Gannon—co-founders of the Outback Steakhouse concept—began their restaurant careers as a busser, dishwasher, server, and chef’s assistant, respectively. So how did they manage to build one of the all-time most successful restaurant concepts? Their careers may have had humble beginnings, but they had the money to excel. Sullivan and Basham met at Bennigan’s. They honed their management skills under the mentorship of industry legend Norman Brinker, who later financed Sullivan and Basham’s franchised chain of Chili’s restaurants in Georgia and Florida. They later sold the Chili’s restaurants back to Brinker for $3 million. This seed money allowed them to develop a restaurant concept with which they had been toying. The concept was for a casual-themed steakhouse. Because the partners did not want to do a Western theme (it had already been done by others) and because at the time there was a lot of…arrow_forward
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