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Organisational Culture, Politics, Power, and Motivation in Starbucks
Introduction
Organisational behaviour encompasses the study of how individuals and groups act within an organisation. Factors such as culture, politics, and power significantly shape workplace behaviour and performance. Similarly, the application of motivational theories determines the effectiveness and productivity of staff. This article examines Starbucks, the global coffeehouse chain, to explore how these elements interact to influence organisational performance. Starbucks was chosen because of its globally recognised corporate culture, innovative employee engagement practices, and structured management approach, which provide clear examples for analysis.
Organisational Culture: Handy’s Model
Charles Handy’s model identifies four cultural types: power, role, task, and person cultures. Starbucks exhibits a task culture, focused on teams and problem-solving, particularly in store operations and corporate projects. Teamwork is central to achieving operational excellence, fostering collaboration among baristas, shift supervisors, and managers.
Additionally, elements of a person culture are evident in Starbucks’ emphasis on individual development and employee empowerment. Staff are encouraged to suggest improvements, participate in decision-making, and take responsibility for delivering high-quality customer experiences. This balance between task-driven collaboration and personal autonomy reflects a dynamic culture that supports both innovation and service consistency.
Politics and Power in Organisational Life
Organisational politics refers to informal strategies employees use to influence decision-making, while power is the ability to enforce influence. At Starbucks, formal authority resides with managers, but informal power emerges through senior baristas and experienced staff who mentor peers and shape store practices.
Politics and power can influence performance positively when used to share knowledge or coordinate team efforts. However, negative politics, such as favouritism or territorial disputes over responsibilities, can hinder team cohesion. For instance, in stores with unclear reporting structures, tension between shift supervisors and new employees has been reported, occasionally affecting service speed and morale. Starbucks mitigates these risks through transparent communication channels, clear role definitions, and leadership training programs, which align informal power with organisational goals.
Motivation: Content and Process Theories
Content Theories
Starbucks utilises several content-based motivation strategies. Maslow’s Hierarchy of Needs is applied via competitive wages (physiological and safety needs), recognition programs (esteem needs), and career development opportunities (self-actualisation). Similarly, Herzberg’s Two-Factor Theory is reflected in Starbucks’ focus on hygiene factors (job security, working conditions) and motivators (responsibility, advancement, achievement). Employees often cite opportunities for promotion from barista to store manager as a key motivator.
Process Theories
Process theories like Vroom’s Expectancy Theory and Adams’ Equity Theory are apparent in Starbucks’ approach to performance-based incentives. Employees understand that effort (preparation, customer engagement) leads to performance (sales targets, customer satisfaction), which in turn results in rewards (bonuses, recognition). Starbucks also encourages fairness through transparent scheduling, peer feedback, and equitable access to benefits, promoting motivation and commitment.
Impact on Organisational Performance
The integration of culture, politics, power, and motivation at Starbucks positively affects performance. Task culture and empowerment enhance teamwork and problem-solving efficiency. Effective use of power and politics ensures experienced staff influence new employees constructively. Motivational strategies increase retention, engagement, and service quality, supporting the achievement of business goals such as consistent customer satisfaction, operational efficiency, and innovation in store offerings.
However, challenges persist. High staff turnover in certain regions can disrupt team cohesion, and informal politics can occasionally cause tension if not aligned with formal processes.
Recommendations for Improvement
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Enhanced Communication Training: Implement workshops for all staff to strengthen conflict resolution and negotiation skills, reducing negative political behaviour.
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Structured Mentorship Programs: Pairing new employees with experienced mentors will formalise knowledge transfer and reduce dependency on informal power structures.
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Expanded Recognition Programs: Introduce peer-to-peer recognition alongside managerial awards to reinforce collaboration and motivation.
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Regular Culture Audits: Conduct annual evaluations using employee surveys to ensure that task and person culture elements are balanced and continue to promote engagement and innovation.
These measures can enhance performance by reinforcing positive culture, minimising the negative impact of politics, and sustaining motivation across teams.
