"Starbuck Returns To It's Roots"     You are probably use to seeing starbucks coffee shops everywhere that you might not realize that the company went from 11 stores in 1987 to 2,600 in the year of 2000. This incredibly rapid growth sprang form the company's ability to create a unique experience for customers who wanted to buy this dietint brand of lattes and mochas where ever they found themselves. At Starbucks' core, there was alo a culture of treating each customer as a valued guest who should feel comfortable relaxing and taking in the ambience of the stre. Whether toy were in the company;s founding location in Seattle, Washington, or at the other end of the country in Miami, Flordia, you knew what to espect when you went to a Starbucks. This uniform culture was truly put to the test in the face of massive expansion, however, and by 2006 Starbucks chairman and former CEO Howard Schultz knew something had gone wrong.  He noted that  "As I visit hundreds of Starbucks store in the cities around the world, the enterpreneurial merchant in me sensed that something intrinsic to Starbucks' brand was missing. An aura. A sprit. The stores were lacking a certain soul." Starbucks' performance has become lackluster, with hundreds of planned store opening being cnacled and hundreds more store being closed.     So, Schultz too the dramatic step of coming back as CEO and engaging ina companywide effort to chnage the corporate culture back to what it had been before its expansion. All 7,000 Starbucks store were closed for a single afternoon as part of training effort of 135,000 baristas. Quality control was a primany mission; baristas were instructed to pour every glass od espresso like honey from a spoon, to preserve the flavor. This emphasis on quality over speed ran counter to the principles of mass production, but it was just what the company needed to ensure ot could retain its culture. Espresso machines that obscured the customers' view were replaced with lower profile machines that allowed baristas to look directly at the guest while making beverages. And " assembly-line production," like making several drinks at once, was discouraged in favor of slowly making each drink for each customer.   Schultz is convinced his efforts to take culture back to its roots as a neighborhood coffee shop-one ebtrabced with the :romabce of coffee" and treating every customer as an old friend- has saved the company. Today, Starbucks earns more than $3.6 billion in quarterly revenue and operates more than 18,000 store in 60 countires around the globe.  Prompt: Respond to the following questions based on the case study “Incident One: Starbucks Returns to Its Roots,” in Chapter 18 of Organizational Behavior. a. What are the impacts of change to both the internal and external culture? b. As an organization such as Starbucks shifts from a pre-modern theoretical model where tasks are valued highly and people are viewed as small piece parts to the large wheel of progress .

1. "Starbuck Returns To It's Roots"
You are probably use to seeing starbucks coffee shops
everywhere that you might not realize that the
company went from 11 stores in 1987 to 2,600 in the year of
2000. This incredibly rapid growth sprang form the company's
ability to create a unique experience for customers who wanted
to buy this dietint brand of lattes and mochas where ever they
found themselves. At Starbucks' core, there was alo a culture of
treating each customer as a valued guest who should feel
comfortable relaxing and taking in the ambience of the stre.
Whether toy were in the company;s founding location in Seattle,
Washington, or at the other end of the country in Miami,
Flordia, you knew what to espect when you went to a Starbucks.
This uniform culture was truly put to the test in the face of
massive expansion, however, and by 2006 Starbucks chairman
and former CEO Howard Schultz knew something had gone
wrong. He noted that "As I visit hundreds of Starbucks store in
the cities around the world, the enterpreneurial merchant in me
sensed that something intrinsic to Starbucks' brand was missing.
An aura. A sprit. The stores were lacking a certain soul."
Starbucks' performance has become lackluster, with hundreds of
planned store opening being cnacled and hundreds more store
being closed.
So, Schultz too the dramatic step of coming back as CEO and
engaging ina companywide effort to chnage the corporate
culture back to what it had been before its expansion. All 7,000
Starbucks store were closed for a single afternoon as part of
training effort of 135,000 baristas. Quality control was a
primany mission; baristas were instructed to pour every glass od
espresso like honey from a spoon, to preserve the flavor. This
emphasis on quality over speed ran counter to the principles of
mass production, but it was just what the company needed to
ensure ot could retain its culture. Espresso machines that
obscured the customers' view were replaced with lower profile

2. machines that allowed baristas to look directly at the guest
while making beverages. And " assembly-line production," like
making several drinks at once, was discouraged in favor of
slowly making each drink for each customer.
Schultz is convinced his efforts to take culture back to its
roots as a neighborhood coffee shop-one ebtrabced with the
:romabce of coffee" and treating every customer as an old
friend- has saved the company. Today, Starbucks earns more
than $3.6 billion in quarterly revenue and operates more than
18,000 store in 60 countires around the globe.
Prompt: Respond to the following questions based on the case
study “Incident One: Starbucks Returns to Its Roots,” in
Chapter 18 of Organizational Behavior.
a. What are the impacts of change to both the internal and
external culture?
b. As an organization such as Starbucks shifts from a pre-
modern theoretical model where tasks are valued highly and
people are viewed as small piece parts to the large wheel of
progress to a post-modern theoretical model many
Organizational Behavior components become critical to a
successful outcome. For example, what behaviors and
perceptions (both internally and externally) have to change in
order to make this organizational shift from task-oriented to
people oriented? What did the CEO recognize in employee roles
and responsibilities as necessary adjustments in order to make
this shift?
c. What role did norms or dynamics play in the CEO’s reaction
to his visits?
d. What potential challenges (specific to organizational
behavior) can be identified through the norms, group dynamics,
or roles that seemed to exist prior to the implemented changes?
e. What potential opportunities (specific to organizational
behavior) can be recommended through the norms, group
dynamics, or roles that existed prior to the implemented

3. changes?
Format: This assignment should follow these formatting
guidelines: 250 words minimum to approximately 500 words,
double spacing, 12-point Times New Roman font, one-inch
margins, and citations in APA format