Starbuck Case Study

Involves people and other duties that are symbolic in nature . Schultz, as a figurehead, can be the greeting visitor, signing legal documents. He would attend ribbon cutting ceremonies for new plants. He could be a leader responsible for motivating subordinates and staffing, training. He could also coordinate activities of various project works.

INFORMATIONAL ROLES: Schultz can perform this role by monitoring reports, holdinginformational meetings, making phone calls to rely information, holding board meetings, giving information to media

DECISIONAL ROLES: Roles that revolve around making decisions and choices.Schultz could organize strategies and review sessions to develop new programs. Develop new ideas for innovation. He could be responsible for representing the organization on major negotiations. Be involved in allocation of resources of all kinds .

NTERPERSONAL ROLES

Interpersonal roles are roles that involve interacting with other people inside and outside the organization. Management jobs are people-intensive: Research suggests that managers spend somewhere between 66 and 80 percent of their time in the company of others. 20 Seldom do managers work alone for long periods without outside communication. As Linda Hill noted, managers get things done through their network of interpersonal relationships. Mintzberg identified three types of interpersonal roles: a figurehead role, a leader role, and a liaison role.

Managers at all levels are figureheads . They greet visitors, represent the company at community events, serve as spokespeople, and function as emissaries for the organization. For example, when Atlanta-based Chick-fil-A opens a new restaurant, it gives a year’s worth of free meal coupons to the first 100 customers. This incentive draws big crowds, who camp outside the restaurant before opening day in the hope of being among the first 100 customers.

The chain’s president, Dan Cathy, joins them, camping outside the night before the opening,...