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

My role is the organization is stakeholder/shareholder. I have been a Partner

(employee) for over 5 years, holding roles such as Shift Supervisor, Barista and Barista

Trainer. Starbucks current situation includes, high employee turnover, supply chain issues,

low morale in Partners (employees) and faces the threat of more stores unionizing in the

wake of these organizations’ issues. What I will be evaluating over the course will be the

company’s strategy for their Reinvention Plan. This plan specifically includes: a roadmap

for accelerated EPS (earning per share) growth, Experiential convenience for customers,

Accelerating Starbucks leadership posing in international market (Starbucks Stories,

2022). This study will also include the transition in of New CEO Laxman Narasimham.

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

The structure of the organization has been shaky ground for Starbucks from the top

down. Midyear 2022, Kevin Johnson was replaced by former CEO and Starbucks front man

Howard

Schultz as interim CEO. Johnson had a strong financial run, but this was overshadowed by

employee issues gone public, such as working conditions, safety, low wages, and lack of
company support for Partners (employees). As a result, more than 100 Starbucks stores in more

than 25 states have filed for union elections (Creswell & Scheiber, 2022). Amongst the issues

leading to Howard’s return, a new CEO has been appointed and will take over from interim-

Schultz in early 2023. Passing the CEO torch 3 times in less than a year can bring on a large

number of changes and growing pains in an already turbulent time for the company.

Through this CEO exchange program, and a reinvention program in place, the company still

sees high turnover and threats of unionization from its stores. Currently there is a task force

creating surveys to gain insight into the Partners world. Taking in feedback on current policies,

wrok environment climate and general needs and wants for instore employees. These lines of

communication exist ONLY through tech and there is no face-to-face information being

exchanged. Management is seemingly a liaison of online surveys, and has little to no control

over

the outcome of the store’s issues (wages, unionization, product supply shortage).

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

When conflicts arise in store, there are policies and procedures that are in place. However

these are continuously overlooked till they grow from a partner problem to a store problem, then

management grief and so on. Following policy and procedure from a company to employee

perspective would give a stronger trust of the company. Currently the inability for Starbucks as a

company to deliver on supplies and products, employee safety and fair wages ($20 million a year

CEO salary (Contributor RTTNews.com RTTNews)), has rubbed Partners the wrong way.

Starbucks as an organization needs to create a new image of trust. To be trusted by Partners.

Those who are unionizing have not only lost faith, but they are willing to go the distance to
keep their job and are crying out for representation for their protection (unionization), something

they feel is not being supported in house. Management (in store) is experiencing the same issues,

of not being heard, creating a low morale, more distrust and chaotic in store experiences.

Boosting trust amongst employees, by sharing their handbook with them as a rewview, could

help create an environment of security. Knowing your rights as an employee and then because

you are in the handbook seeing the rewards and benefits that follow could be a re0inspiring

moment. To know that is there is dissatisfaction in the workplace, there is a chain to follow until

you can receive support.

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

Currently Starbucks is in the Evaluating Organizational Process. This Evaluating

Process can be defined in the four frames as: ways to distribute control performance,

feedback for learning and performance, opportunity to exercise power and occasion to

play roles in shared ritual (Bolman & Deal, 2021). Starbucks has deployed action in each

of these frames in ways of re-training company wide, feedback in the form of

companywide mandatory anonymous survey. Exercising power by shuffling store,

remodeling some and closing others and sharing in the ritual of the holidays with their

classic PSL and red cup release.

Though these surveys and rituals are standard Starbucks practices, they give no

word of support for the employees. District manager, regional managers could do

in store visits, drop ins. Possibly getting their hands dirty and working with the

employees. Showing that they share in our culture, that they are on our team, and

that they are part of the same “third place” that employees are expected to
provide. Currently a store drop in may look some paperwork shuffle and a couple

hours of talking to management. I have had three DM’s in my 6 years as a partner,

and not until our most recent DM have, they even bothered to ask my name.

I would also again suggest some sort of liaison, who explains, in detail the

policies and procedures. This can help ensure the partners that they are aware of

their rights and responsibilities as employees. This can also Segway into the

benefits and perks of being a partner. ANYONE from upper management who has

a relationship to the store should be involved in this, perhaps leading it,

introducing themselves, making their employees feel the that they hold any type

of value to this company.