OGL 481 Pro-Seminar I:

PCA-Structural Frame Worksheet

Worksheet Objectives:
1. Describe the structural frame
2. Apply the structural frame to your personal case situation

Mark Bonney
24 JAN 2021
Pro-Seminar 1

Complete the following making sure to support your ideas and cite from the textbook and other
course materials per APA guidelines. After the peer review, you have a chance to update this and
format for your Electronic Portfolio due in Module 6.

1. Briefly restate your situation from Module 1 and your role.

In mid-march 2020, the novel roronavirus had hit the United States, and national leadership
advised that there be a two week lockdown of public areas and businesses in order to “flatten the
curve,” and give hospitals and healthcare workers time to prepare for the incoming COVID-19
patients. During this time of uncertainty my Store Manager was on a leave of absence due to
health reasons unrelated to the pandemic. Starbucks also offered the opportunity to take paid
leave during this time for those partners who were uncertain or uncomfortable working as the
nation grappled with how best to control the outbreak of the virus.

I continued to work at my store during this period. I am a shift supervisor and I made this
decision to continue working because I felt a sense of obligated to those in the community that
still had to work and also an obligation to my partners that still wanted and needed the safety and
normalcy that work provides. It was not an easy decision for me to make and I did not make it
lightly. I was personally conflicted because in the face of the unknown wouldn’t it be safer to
stay at home? The following is a transcript of the conversation that I had with my District
Manager because I was feeling uncertain about keeping my store open and continuing to work.

DM: “Starbucks provides sustenance to to it’s partners and customers.”

Me: “I know, but I’m worried that by staying open we are setting the wrong example to our
customers. If people shouldn’t be out and about I’m not sure we should reward them with lattes
and frappucinos.”

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DM: “ Very true. I guess my recommendation is to do what you think is best. Take the leave if
you need to do that but also think about the many first responders, healthcare workers, and
frontlines folks that can’t stay home. Lattes and frappucinos might be their only comfort duing
their day, and Starbucks is a third place – we want to be there for people.”

Me: “Well, I think I want to be there people. So, if its all the same to you then I think I’m going
to continue opening the store and working.”

DM: “Absolutely, but if that changes just know that its okay to take leave. Let me know if you
need anything.”

2. Describe how the structure of the organization influenced the situation.

The structure of the organization influenced this situation in a number of ways. As stated
above my store manager was out on a leave of absence. Several of my supervisor peers had taken
the COVID-19 paid time off but our store wasn’t closed and if enough people could work then
the store could remain open. Our district manager was covering for our absent store manager.
Under normal conditions I would talk directly to my store manager. In this instance my
communication was directly with my district manager.
Supervisors have the ability to open and close the store. Most day-to-day tasks are completely
by shift supervisors. Due to the pandemic all stores and all partners were given the ability to take
a paid live for two-weeks in order to stay home and stay safe in order to prevent a rapid spread of
the coronavirus. We were asked to wear masks, take temperatures, monitor for illness, and stay
home if we were sick. We had everything we needed to remain open. The only ambiguity that
remained was my own conscience. Since I was able to direcly talk with my district manager via
the technology of the store, and the relationships that have been built. I was at-ease with the
decision I made to stay open because I knew what the goal was and that the corporation had a
structure in place to limit the spread of the virus, remain safe, but also to take care of partners
and stores if necessary.

3. Recommend how you would use structure for an alternative course of action regarding
your case.

The decision was up to me whether or not I wanted to continue to work and support my store
or close the store and take a two-week paid leave. I could’ve used the structure in place to take a
different course of action by taking the two-week paid leave. My district manager had already
given us that option and let us know it was understandable if we wanted to take paid-leave, and
that it was supported by the organization.
Information was constantly being sent out by the corporate office and Starbucks leadership
about how the goal currently was to be as safe as possible and stay home if necessary in order to
prevent the spread. Based on that shift in goals from coffee sales and serving our customers to

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the health and safety of the community around us the decision to stay at home and not continue
to work would’ve been understood and supported. Due to the relationship that I had with my
superiors and partners then they also would have been understanding and supportive if I had
decided to make a different decision and stay at home on paid leave.

4. Reflect on what you would do or not do differently given what you have learned about
this frame.

I wouldn’t do anything differently. I feel that with the structures in place, the communication,
the technology, and the support that I had from Starbucks and my local leadership that I made the
appropriate decision for me. All of my partners had the option to stay home on paid leave as well
so I didn’t force them to continue work at the store. We took advantage of all the safety material
we were given – including, but not limited to masks, cleaners, soaps, and plexi glass protective
barriers. We all made the right decision for us and we were supported by the company.
In the textbook Reframing Organizations, it states that, “a chain of command is a heirachy of
managerial and supervisory stata, each with legitimate power to shape and direct the behavior of
those at lower levels. It works best when authority is both endorsed by subordinates and
authorized by superiors,” (Dornbusch and Scott, 1975). In my case the decisions that I had to
make in this scenario was authorized by more superiors and my subordinates approved and
supported the decision that I made to continue work. The structure of my company was sound
and supportive. Just what you would hope it would be during a pandemic.

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 Reference or References

Bolman, L. G. & Deal, T. E. (2017). /Reframing organizations: Artistry, choice, and leadership
(6th ed.)/. Hoboken, NJ: Jossey-Bass