Full Performance Strategy Analysis, management homework help

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Business Finance

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Use the same company you did in Week 2. This assignment is a spin-off of the work you did with your team. So, refer to the work you did with your team and to your text. Please refer to the resources below to assist with the assignment.

Assignment Steps

Resources: Human Resource Management; Supplemental Resources.

Develop a 1,225-word Full Performance Strategy Analysis including:

  • Describe the overview of the performance management process.
  • Include a flowchart of the performance management process.
  • Explain the job analysis.
  • Examine the skills gap analysis and performance evaluation.
  • Determine ways to measure employee performance.
  • Assess counseling for exceptional or performance that needs improvement.
  • Attach an appendix of the resources needed to create a comprehensive performance analysis.

Format your assignment consistent with APA guidelines.

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1 Change Management at Starbucks William O'Donnell HRM/531 June 14, 2017 Mary Ann Wangemann 2 Change Management at Starbucks Change is unavoidable for any organization operating in a dynamic environment. The competitive pressures require firms to be flexible rather than rigid if they are to remain relevant and survive in their industries. Organization change is the adoption of new behaviors and way of doing things by an entity (Blanca & Ramona, 2016). As companies seek to adjust to their changing environment both within and outside, they may have to change its technologies, strategies, culture, business process, structure and much more. Starbucks Coffee had been a leading and recognized brand before the departure of Howard Schultz in 2000, who was running the organization as a CEO. The company was set on a trajectory growth that was intended to expand the market presence of the brand. The revenue streams were increasing, and the company's growth was inevitable. The subsequent eight years since the departure of Howard as the CEO became detrimental for the business. The company failed in many ways. Everything changed, right from the leadership and the organization's culture. The customer traffic had fallen in most of the coffee outlets, and the stock prices had equally gone steeply. The 2006 stock price for Starbucks was as high as $46 but was hammered down to $14 (Adi, 2010). The fall scared away investors from the company. Due to the reduced number of clients, visiting the Starbucks the revenues were significantly affected leading to reduced profit. Starbucks coffee faced intense competition from McDonald's and Dunkin' Donuts who introduced coffee to their product lines at lower prices (Adi, 2010). The price competition led to many customers opting for the competitor’s coffee especially during the economic crisis. One of the major things that contributed to the fallen performance of Starbucks was the aggressive opening of stores. For instance, in Manhattan, there were 185 coffee outlets, eight per square mile. The stores focused on the grab-and-go customers and valued speed in service 3 delivery rather than having a client relation that enhanced interaction. During the days of Howard, baristas would have a chat with their customers to get to know if they were satisfied with the quality of the drink (Adi, 2010). The coffee house had moved from its service culture. Starbucks vision from the onset was to remain small, local and maintain customer intimacy. People Involved in the Change Process The change management process needed the presence of a visionary to restore back Starbucks back to its feet. There was no better person than Howard Schultz, the former CEO who had initially started the outlets and led the enterprise on a trajectory success path. Howard was re-appointed as the company's CEO eight years since his departure. He would now be involved in the day-to-day operations of the enterprise. He was to be the overall team leader for the change management process that was to take effect at Starbucks. The change process at Starbucks was not a one-person business but involved every individual in the organization. Howard Schultz stated that the leadership had failed including himself who had stepped down from the day-to-day operations as the CEO to become the Chairman of the Board of Directors. The Change Implementation Methods Change of Culture The success of an organization lies within its culture. Culture determines employee behavior (Piderit, 2012). Howard Schultz believes that the success of Starbucks does not result from the coffee it offers its customers but from the employees in the organization. The CEO's first approach to implementing the change management process at Starbucks was closing stores for three and a half hours during normal day operations to re-train employees. The exercise was imperative because the company had long lost its direction and an understanding of what the company stands for in its endeavors. As much as the shareholders found this to be an insane 4 move, the CEO found this quite relevant in taking back the organization into developing a clear sense of commitment to the quality of their services (Adi, 2010). The culture in the organization also had to change to make the workplace a much friendly and interactive environment through changing how employees viewed each other by titles to view each other as partners. Employees at Starbucks now refer each other as partners and see each other as equals in the organization. The effort was to make every employee understand that they play a significant role in shaping the organization's success and their efforts combined is the only way to achieve outstanding performance. Additionally, Starbucks had to adopt" a participative decision-making process that ensured zero confinement to employee's opinion. A participative decision-making process ensures that the employees feel valued within the organization and become free to share ideas that can contribute to business growth" (Sofat, Kiran & Kaushik, 2015). Starbucks also opted to avoid debt financing and allocate dividends to its employees with a free script issue. The move is aimed at motivating employees when they have a sense of stake in the organization. Communication and Employee Engagement Starbucks has developed a well-developed system to eliminate bureaucracy where employees regardless of their work positions consider each other as partners. Reducing bureaucracy needed the company to have first line collaboration to avoid distances that are caused by the diversity of status. To further enhance employee closeness and connection the coffee outlets hire not more than six employees in one store. The supervisors and directors give equal priority to suggestions and complaints raised by their staff. Budget, Timelines, and Measures of Success 5 Starbucks set up funds for expansion to increase the number of outlets. In the 2010 fiscal year, Starbucks estimated to increase its coffee stores to 300. The development strategy targets to increase the revenue growth in the fiscal year and raise competition. The timelines for the opening of the 300 stores were set to take place in the year of 2010. Performance measurement is essential to track the progress of implementing the change management process (Piderit, 2012). Key performance indicators and standards of performance are set before the implementation phase to form the basis of measuring progress. Starbucks success measurement was reviewed by analyzing the both results and process metrics. The company success is evaluated on four key performance indicators, which include economic, environmental, labor practices and workplace safety, human rights and society, and lastly product responsibility indicators (Starbucks Global Responsibility Report, 2012). The company conducts quarterly reviews for the goals set to establish any deviations and take corrective actions. Recommended Follow-up Plan The recommendation is that Starbucks makes follow-up using customer satisfaction surveys to obtain feedback on the quality of their service and what needs improvements. Additionally, the company needs to conduct employee satisfaction surveys, which are essential to understanding the employee's needs. Lastly, Starbucks should also evaluate their expansion strategies based on the projected profits to see the viability of the plans. 6 Starbucks Change Management Plan Establish need for change Poor change Performance Excellent change Performance Reward successful change process Develop a change program Develop long and Short-term goals Communicate the vision Evaluate Empower Performance employees 7 References Adi, I. (2010). The HBR interview: “We had to own the mistakes.” Retrieved from https://hbr.org/2010/07/the-hbr-interview-we-had-to-own-the-mistakes Blanca, G. & Ramona, T. (2016). Change, resistance to change and organizational cynicism. Studies in Business and Economics, 11(3), 47-54. Piderit, S. K. (2012). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783–794. Sofat, K., Kiran, R. & Kaushik, S. (2015). Management of Organizational Change and its Impact on Commitment: A Study of Select Indian IT Companies. Global Business and Management Research: An International Journal, 7 (3), 69-86. Starbucks Global Responsibility Report. (2012). “Global reporting initiative performance indicators.” Retrieved from https://www.starbucks.com/assets/79decb3b5f814b8086ebfc6f137aadd1.pdf
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Attached.

Full Performance Strategy Analysis - Outline
Full Performance Strategy Analysis
A. Starbucks Performance Management Process
B. Job Analysis
C. Skills Gap Analysis and Performance Evaluation
D. Ways to Measure Employee Performance
E. Counseling for Performance that needs Improvement


Running head: FULL STRATEGY PERFORMANCE ANALYSIS

Full Strategy Performance Analysis
Name
Institution

1

FULL STRATEGY PERFORMANCE ANALYSIS

2

Full Strategy Performance Analysis
Starbucks Performance Management Process
The performance management process at Starbucks intends to monitor and track the
performance of employees to ensure that they are continually working towards attaining the
company's business goals. Performance management can be performed using various methods.
At Starbucks, performance appraisals are used to measure employee contribution to the
organization. Before measuring, performance targets are set which are then appraised at given
time frames. While working for a large company like Starbucks, an employee may not
understand their role in contributing to the firm's success or if they are performing as desired.
Performance appraisal becomes the tool that ensures employees understand their roles and set
targets with their managers for future evaluation and obtain feedback on their performance and
areas of improvement. At Starbucks, the performance appraisal process is considered a vital tool
for making decisions regarding promotion, compensation, and training (Devina, 2013). A
company with weak performance management system is bound to encounter challenges in
employee productivity either due to unclear roles and targets or laxity in performing tasks.
There are two important considerations when implementing a performance management
system in an organization namely, measuring job performance and the providing feedback. A
customer comment card is used at Starbucks to measure employee job performance (Devina,
2013). The card is issued to customers who visit the shops and are requested to fill in the surv...


Anonymous
Excellent resource! Really helped me get the gist of things.

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