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加拿大商科论文代写:星巴克的团队

将这些理论和概念应用到星巴克的团队中,可以看到不同的操作环节需要不同的技能。对星巴克团队工作的整体观察显示了团队工作的力量。每个人都有一个明确的角色,他们专注于这个角色,以确保最大的效率和产出质量。例如,在任何一家星巴克门店,一个人专注于接受订单和付款,另一两个人(取决于门店的规模)专注于下单,另外一个团队成员则不断确保门店干净整洁,库存充足。可以认为,这需要高水平的团队沟通和协调,也需要高水平的信任,因为制作咖啡的咖啡师必须信任他们的同事给他们下达的命令。同样,因为两个咖啡师可以同时处理同一个订单,所以他们必须完全理解和统一订单生产流程,以便在任何时候交换角色。在塔克曼的模型下,很明显星巴克的一个团队至少处于模型的“规范”阶段,而且最有可能处于“表演”阶段。近年来,团队合作的概念在组织中越来越突出,这是有充分理由的,因为高效的团队更加高效和高效。此外,Armstrong还指出了在一个角色中授权团队成员的好处,这样他们就会觉得自己与组织的联系更加紧密,从而更加致力于为客户或客户提供尽可能好的体验。在星巴克,实现这一目标的一种方法是,确保每个团队成员都是完全跨职能的,并为他们制定有弹性的绩效目标,要求他们作为一个团队工作。完整的跨功能意味着每个团队成员都欣赏其他角色,因此他们更倾向于考虑结果。此外,对自己的结果负责的跨职能团队通常会找到更有效的方法来交付服务,以达到目标。

加拿大商科论文代写:星巴克的团队

When applying these theories and concepts to teams at Starbucks it can be observed that different skills are required for different parts of the operation. Holistic observation of a team working at Starbucks demonstrates the power of team working. Each person has a defined role which they focus upon in order to ensure maximum efficiency and quality of output. For example in any Starbucks outlet one person focuses on taking orders and payments, another one or two (depending on the size of the outlet) focus on making the orders and a further team members is constantly ensuring that the outlet is clean and tidy and well stocked. It can be suggested that this requires a high level of group communication and co-ordination and also a high level of trust as those baristas making the coffee must take on trust the orders given to them by their colleagues. Similarly because two Baristas can work on the same order simultaneously there must be complete understanding and uniformity to the order production process such that they can interchange their roles at any point. Under Tuckman’s model it is clear that a team in Starbucks is at the very least in the “norming” stage of the model and most probably at the “performing” stage. The concept of team work within organisations has gained increasing prominence in recent years and with good reason as highly effective teams are more efficient and productive. Furthermore, Armstrong identifies the benefits of empowering team members within a role so that they feel more engaged with the organisation and therefore more committed to delivering the best possible experience for the customer or client. At Starbucks one means of achieving this would be to ensure that every team member is fully cross-functional and that they are given stretch performance targets which require them to work as a team. Full cross-functionality means that each team member has an appreciation for other roles and therefore they tend to be more considerate of outcomes. Moreover, a cross -functional team which has accountability for its own results will typically find more effective means of delivering a service in order to reach targets.

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