第一组管理学作业.docVIP

海南大学 2020-2021 学年度第 2 学期期末考察 Principles of Management Case application Continuing case (Starbucks) Group： (1) Don’t touch fish Members： 杨骁，王曦悦，王希，吴康渝，彭楚骁 Class：20级酒店管理三班，20级酒店管理四班，20级酒店管理五班 Teacher： 陈镇 2021年 6 月 24 日 Starbucks case 1 Howard Schultz has the most important skill is to have foresight and gut feeling of what he thought was right and worthwhile to do; A Starbucks store manager should have the skill to communicate with the employees well and watch out of the income of this store and the quality of those coffee. All. Scientific/organizational/quantitative/systems approach. First-line managers: the long work hours and hectic schedules Middle managers: the ability to communicate Top managers: conceptual competence Interpersonal roles: He apologized to the staff for the decisions that had brought the company to this point. Informational roles: “I believed intuitively we could do it.” Making a warm, community experience in America. Decisional roles: In 2000 he stepped out of the job of the CEO job because he was a bit bored. Howard Schultz’s philosophy is that “We are not in the coffee business, serving people. We are in the people business, serving coffee.” He devoted himself to making a warm, community experience for the Americans to enrich an extension of people’s front porch. He is putting the people first no matter who, consumer or staff. Beilinda, Wong, The chairman and chief executive officer, Starbucks China. oversees Starbucks business in the Chinese mainland; driving performance through the lens of humanity; charting its long term journey towards a people, profit and planet positive future. Planning: I am charged with ensuring that stakeholders’ interests are appropriately balanced, protected and preserved Organizing: Her and her team make the Starbucks more digital and withstand the COVID19,etc. Leading: She focused the relationships with employees, leading her te