1. Leo Bosco Kujur MBA22217
Albert Lepcha MBA22188
Vivek Lakra MBA22255
Shailesh Tirkey MBA22240
Pijush Mandal MBA22226
Group no - 14
2. STARBUCKS’
ORGANIZATIONAL
STRUCTURE
Starbucks follows a matrix
organizational structure with a
combination of vertical and
horizontal structures. It is
characterized by multiple,
overlapping chains of
command and divisions.
4. ELEMENTS
Geographic
Divisions
Functional
Hierarchy
Product Divisions
Starbucks optimizes its
structure so that it
accounts for the many
geographies in which it
operates.
Departments are
grouped according
to business
functions.
Starbucks has many
product-based divisions
that include
merchandise, etc
Teams
Teams are
invariably found in
Starbucks in every
Starbucks café.
5. WHY ??
The matrix structure followed by Starbucks has advantages of all other organizational
structures that come under it. First, the geographic divisions make it possible for the firm to
meet the specialized needs of different customers in different countries.
For example, people in some countries like strong coffee while those in other countries like
the lighter version. Secondly, team working makes employees motivated and more
productive as they get a sense of ownership and belonging. Third, the product-based division
makes it possible for each division to focus on their product and work on their development
and innovation.
The functional divisions make the working smoother, faster and reliable, as specialists
people are doing the jobs, and the chances of them making errors are minimal. Finally, the
matrix structure allows the firm to utilize its human resources efficiently by hiring them for
more than one tasks.
6. APPLE INC.
Believing that conventional management
had stifled innovation, Jobs, in his first year
returning as CEO, laid off the general
managers of all the business units (in a single
day), put the entire company under one P&L,
and combined the disparate functional
departments of the business units into one
functional organization.
8. FUNCTIONAL ORGANIZATION
Apple’s main purpose is to create products that enrich people’s daily lives. That
involves not only developing entirely new product categories such as the iPhone
and the Apple Watch, but also continually innovating within those categories.
Perhaps no product feature better reflects Apple’s commitment to continuous
innovation than the iPhone camera.
Apple leaders need deep expertise, immersion in details, and collaborative debate.
To create innovations, Apple relies on a structure that centres on functional
expertise. Its fundamental belief is that those with the most expertise and experience
in a domain should have decision rights for that domain.
Why functional organizational?
