OGL 481 Pro-Seminar I:

PCA-Symbolic Frame Worksheet

Complete the following making sure to support your ideas and cite from the textbook and other
course materials per APA guidelines. After the peer review, you have a chance to update this and
format for your Electronic Portfolio due in Module 6.

1) Briefly restate your situation from Module 1 and your role.

When I first became a manager, I took over a store that was under performing in sales and

customer satisfaction. Apon arriving at this location, I quickly found that this location was

severely understaffed. I also discovered that there were no clear goals and system operations

were not clearly defined. I was given the goal to drive sales, increase customer satisfaction by

decreasing the customers time in the drive-thru. When having the first management meeting with

my shift team, I found that they did not get along and did not agree in each other’s leadership

style. I had John (fake name) and Ryan (fake name) who were more operations focus and were

more of a autocratic style of leadership. I had Megan (fake name) who was more of a servant

style type leadership and Henry (fake name) style of leadership was a bureaucratic style. Right

away I can see that the team was not on the same page with each other and did not respect each

others leadership styles. They did not see the benefit in others leadership style or try to work

together to make it work.

This created a negative work environment which created a lot of conflict and tension not just

with each other, but with the baristas that worked there. I can clearly see that the baristas did not

enjoy working at this location or actually understood what the goals were. There was so much

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tension and confusion from the management team, it made the work harder for the baristas which

created a negative culture and environment within the store. I felt that this was going to take a

while to help improve the culture and experience within the store.

There was major conflict between the morning shifts and the closing shifts. With a more

bureaucratic style leadership, Henry, as the opening morning shift manager, would begin his shift

upset already because the evening management did not set the store up as the standard. With

John and Ryan as the closing management, they closed the store the way they wanted and felt the

store should be closed. John and Ryan also did not agree with each other on how to close the

store. They would do closing tasks differently and the standards were different from one another.

This created confusion for the transitioning shifts and for all the baristas. The baristas would

have to adjust their standards with each of the different managers. This created a lot of tension.

Some baristas liked working with one but not the other, which created lack of respect for the

management team and as well for each other. There was constant questioning from the baristas

with the management team and their leadership. This created a very heavy and tense work

environment; this explained the high turnover rate and low hiring rate.

2) Describe how the symbols of the organization influenced the situation.

In this situation, there was a lack of awareness of the symbols of the organization. The

manager displayed a lack of ability to point out these symbols, which are important factors that

help to manage each store. Symbols are a resource as well as representing the identy of

Starbucks. Starbucks is built on symbols within the culture. Within the mission statement it is

evident. It is about people being valued and welcomed in a way in which they are recognized as

an individual. It is valued to actually be seeking out feedback and to be encouraging coaching

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(top/down as well as down/up). Their symbol is about being a partner and what being a partner

means is that each person within the organization is valued and encouraged, as well as

responsible, in the success of the organization. At this location, the lack of using these symbols,

or even recognizing them, made the employees at this location not feeling like partners.

“Symbols are a metaphoric expression of psychic energy. Their content is far from obvious;

it is expressed in unique and individual ways while embodying universal collective imagery

(Ghareman, 2003). These intangibles then shape thoughts, emotions, and actions,” (Bolman &

Deal). The concept of individualism within Starbucks is such a strong symbol. This

individualism shapes the culture of each store in a certain way, and it is celebrated. This manager

didn’t let that happen. He didn’t give the store it’s own individual culture. The partners didn’t

feel the need to let their individualism shine.

3) Recommend how you would use organizational symbols for an alternative course of
action regarding your case.

Starbucks uses a lot of symbols to create a culture where it supports management and

supports each employee to create an envoinrment that is positive and is always in a growth

mindset. Knowing this, it was often referring to the resources provided to create that culture of

warmth and belonging. Using the biggest symbol within the organization is that we call each

other partners versus employees/bosses/CEO. We consider each and every one of us a parter,

which symbolizes being a part of an organization that encourages feedback and input, which

creates a sense of ownership within the organization.

Knowing what Starbucks is about and what is symbolizes, it is pretty easy to just use the

mission statement and connect with all of the employees on what it means to be a partner. To

have them understand the meaning of being a partner and what rresponsbilities we have in taking

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ownership for our success. It is important to truly take the time to connect with each other and

make sure we all understand what it means to be a partner. “Joining a team involves more than a

rational decision. At best it is a mutal choice marked by some form of ritual,” (Bolman & Deal).

Being a partner is recognizing we all want to be a part of this team. Anyone can chose any job;

there is a reason people choose to work at Starbucks.

4) Reflect on what you would do or not do differently given what you have learned
about this frame.

What I learned in these chapters is about the importance of symbols within an organization as

well as recognizing the symbols and bringing awareness to them. I would not have done anything

different. The approach that I took when I took over this situation, to turn it around, was to rely

heavily on creating a culture that recognizes the organization’s symbols. This was to help

support me in accomplishing this goal.

The only thing that I would have done differently would be having an all store meeting to

talk about what it means to be a partner. I think this would have been very imactful. It is an

opportunity to just show the team that what is important. “Leaders serve a deeper and more

durable function if they recognize that team building at its heart is a spiritual undertaking. It is

both a search for the spirit within and creation of community of believers united by a shared faith

and shared culture,” (Bolman & Deal). It is our responsibility as partners to create the

environment and support one another in living the mission and values of Starbucks. The mission

and values all connect with everyone and their own morals and values. Connecting the

organizations symbols to what it means to them, would create a personal experience and personal

connection to the organization.

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 Reference
Bolman, L. G., & Deal, T. E. (2017). Reframing  organizations: Artistry, choice, and
leadership (6th ed.). San Francisco, CA: Jossey-Bass

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