Professional Documents
Culture Documents
The organization I am using for my PCA is Starbucks Coffee Company. “We like to say
that we are not in the coffee business serving people, but in the people business serving coffee”
(starbucks.com). Starbucks is not just a coffee company but an organization that puts partners
(employees) and customers at the center of its operations. Starbucks recently celebrated its
50th anniversary and found itself in over 80 markets serving many communities in different
capacities. Among the many levels of Starbucks is the retail level, which works most directly
with the customer base and has a face-to-face connection between the company and its
consumers. While the organization is large and has created immense brand recognition, it stays
true to its mission and values, which are the heartbeat of the company.
My role within Starbucks has evolved over time. Currently, I am a shift supervisor at a
location in north-central Washington State. At the time of the situation for my PCA, I was a
barista trainer. I am a tenured partner and sometimes share my time between two stores. My role
is at the ground level, connecting with customers, serving them coffee, managing baristas, and
3) Describe the situation. (see the Canvas instructions for details, especially
about how your situation will be analyzed from five different perspectives over the
next five modules)
The situation occurred recently and culminated in several weeks of issues and
conversations before this connection. In my role as a shift supervisor, I work closing shifts at my
store, and I am the acting manager for the majority of the week because the store manager is not
in the store. Navigating the change from barista to shift supervisor while also moving the time of
day I work and having store management change, too, has been difficult. I have a barista that has
not been living the mission and values of Starbucks. The mission and values are the company's
backbone, and every partner (employee) agrees to adhere to them when they are at the store. The
barista, Anna, was having attitude issues, was involved in social loafing, and was letting our
peers do her work for her. I first approached Anna on a Wednesday after the store manager
The connect (meeting) I planned to have after we closed so we could speak uninterrupted
happened the next day. I pulled Anna aside and raised my concerns about her behavior and not
living our mission and values. I made sure she knew I understood that she was going through
some rough personal situations but that when she was at work around our peers and customers,
she needed to live our store's purpose. I let her know she could come to me to be upset, and I
would be open if she needed someone to listen. Anna told me she wanted me to approach her
first and not speak to our manager in the future. I listened to her concerns but explained that I
still need to follow the proper communication channels and go to management when we have
serious issues like this. The conversation ended because Anna was upset, and I felt it did not go
well.
The next time I worked, I heard from our store manager that Anna had apologized for her
behavior and that she felt our conversation went well, and she was going to work on her attitude
and approach at work. This meeting was critical for the night team's morale and has helped to fix
the gap in our communication and improve attitude and team drive.
Reference or References
Bolman, L. G., & Deal, T. E. (2021). Reframing organizations: Artistry, choice, and leadership
https://www.starbucks.com/