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

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.

Starbucks has had a continual change in their training programs over the last few decades. I
often reminisce about the training method I went through when I first started in 2006. While
the training has adapted to the innovations that have become Starbucks norms, I feel as
though there has been a detachment from the personal aspect of the training and learning
process within the company. While there is a constant effort to reform and or adapt, the
human aspect and adaptability for each individual is lacking and is reflected in not only the
quality of the product but the quality of service. Team morale may also be impacted by this
impersonal teaching method.

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

The structure of the organization plays an impressive role in the training dilemma discussed
above. Starbucks resembles a machine bureaucracy; that is, corporate heads create the agenda
and everyone in store simply follows it. For instance, the onboarding process for every
barista is very cut and dry with no sort of flexibility to meet them where they are at. Barista
trainers are expected to follow a very rigid outline prepared for them courtesy of Starbucks
headquarters. “Top executives rely more on generic and abstract information. Their decisions
are influenced by company-wide concerns. As a result, a solution from the top may not meet
the needs of individual units” (Bolman & Deal, 2021). The outline that trainers are expected
to use goes over roles and routines for every position throughout a two-week period, after
that there are no consistent check-ins nor follow up with the trainee. After this incubation
period, new baristas are thrown into the storm that is peak (busiest time of day) and expected
to have retained everything, a kind of shock therapy. They no longer get to reap the benefits
of having a trainer to shadow such as having that person’s undivided time and attention.
Instead, they are encouraged to ask their fellow peers around them for help even though they
are almost always preoccupied. In the face of call outs, poor scheduling, and unexpected

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 waves of foot traffic, new baristas are really spread thin as their perception of the job starts to
turn more sinister. Ultimately, trainers do not stay with their trainees long enough.

While store managers might be aware of this disconnect, they are expected to ensure the
training process is protected by following it to a tee. The problem is, managers often fail to
create a long-term plan with store supervisors in order to ensure new partners are continuing
to develop their skills outside of the initial training period. The issue is that there is a greater
focus on numbers than there is on growth and development. Supervisors are expected to hit
window times of 44 seconds; that is, the time it takes for a car in the drive thru to get their
order once they have placed it at the speaker box. These times are already difficult to achieve
even with a seasoned crew, throw a new partner into the mix, and the complexity behind
success dramatically increases. Hence, these new partners almost always end up getting
placed at register. Every. Single. Time. This is the least destructive position in terms of
creating a bottleneck, therefore it is the easiest position to put them in. After two weeks of
attempting to master every position just to be exiled to the register for months defeats the
purpose of even investing in a training strategy to begin with. All the training goes out the
window. “As size and complexity grow, organizations need more sophisticated- and more
costly- coordination strategies” (Bolman & Deal, 2021). While long-term training might be a
complex issue, Starbucks has the means to create better strategies in the long run if they wish
to build and sustain capabilities within their stores.

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

I would use structure for two major courses of action. First, I would implore corporate heads
to reconsider their entire approach when it comes to training new baristas. The process is
numbing with no attempt to make it more personal for the barista on the receiving end. In
addition, there is no system in place to sustain the barista’s knowledge and newfound skills. I
would suggest that corporate invent a new program entirely. There should be a “training
only” location that is shut down to the public once a month for all new baristas to gather and
showcase their proficiency with each routine. Highly seasoned supervisors will be carefully
selected to mentor these baristas and lead their pods every month at the training location.
Being a monthly experience, new baristas will have a consistent outlet to perfect their craft
and express their concerns, ideas, etc. without feeling as though they might be a burden. This
is a structural course of action as it includes every level of authority in the change.

Next, I would suggest that managers be responsible for creating a long-term training plan for
every new partner before they even start their onboarding process. Managers should include
their store supervisors in this plan and validate that everyone is committed to the
development of the new partner. For example, after the new partner’s two-week training
period, supervisors should have the go ahead from managers to put these baristas in
challenging roles more consistently. Rotating new baristas appropriately and consistently not

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 only refines the skills learned in their first couple weeks, but it shows them that we are
invested in their long-term success. In addition, this alternative course of action really
bridges the gap of communication between managers and supervisors and improves the
barista experience because of it. Too often, supervisors are left out of critical conversations
all at the expense of the baristas.

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

Given what I have learned about this frame, I am going to start including my team in my
decision-making process more often because it is important to me that they do not feel as
though my approach is at all out of touch with the realities of their job. All baristas, new and
seasoned alike, should feel as though their development is an ongoing priority. This looks
like checking in with each barista at the start of their shift and asking them about a role they
maybe struggle with and if they would be down to challenge themselves in that role more
often. I have seen complacency dictate how other supervisors set up the floor- they
continually put baristas in familiar positions simply because it is most convenient for them to
do so. I am committing to rotating my baristas more often and putting them in challenging
roles with the intention of coaching them through any challenges.

Moving forward, I also want to make more of an effort to connect with barista trainers at the
end of their sessions to see if there is anything I can be doing differently in my role to better
support them. I think it is crucial that the trainers have an open line of communication with
the supervisor as this will increase the likelihood that the new barista will also feel
comfortable enough to openly engage in conversations with me. New baristas do not have
very in-depth interactions with store supervisors during their first two weeks because their
training is very centric to the trainer’s agenda. I want to challenge myself to be more
involved with trainers so that trainees have a better understanding of my role from the
beginning.

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 Reference or References
(Choose appropriate Title if Applicable and Delete the Rest)

Bolman, L. G., & Deal, T. E. (2021). Reframing organizations: Artistry, choice, and leadership
(7 th ed.). San Francisco, CA: Jossey-Bass (ASU Bookstore Automatic Purchase-Perusall
Version Only)