Starbucks Organizational Diversity Analysis

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Starbucks Organizational Diversity
Diversity management in the workplace is a strategy to improve diversity and inclusion through policies, procedures, and programs (Cañas & Sondak, 2014). Starbucks is a corporation that sells coffee, tea, and food items within coffeehouses as well as in-store items. This paper will examine Starbucks Corporation’s diversity strategy and offer suggestions to improve the approach to increasing morale, revenue, and production.
Background
In 1971, Starbucks opened its doors as a small coffeehouse in Seattle, Washington (Ruzich, 2008). Howard Schultz purchased Starbucks in 1987 and began expanding his vision of neighborhood coffeehouses across American communities (Starbucks Corporation, 2015a). As of June 28,
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Senior leadership’s demographic is 26% female and 18% minorities (2015d). Even more, Starbucks aspires to increase female and minority senior leadership 50% by 2020 (2015d). Moreover, Starbucks offers an opportunity to attend Arizona State University (ASU) at minimal or no cost through the Starbucks College Achievement Plan to attract and retain a diverse workforce (Starbucks Corporation, 2014b). Schultz testifies “[Diversity is] critically important to our future and it’s critically important to the culture and values of what Starbucks is about” (Starbucks Coffee Company, …show more content…
Schultz’s response was clear, “Not every decision is an economic decision. The lens in which we are making that decision is through the lens of our people. We employ over 200,000 people in this company, and we want to embrace diversity. Of all kinds” (Allen, 2013, para. 3).
Starbucks Corporation and the leadership are advocates of diversity. Messages regarding diversity echo throughout corporate correspondence and reflect in the composition of partners. On account of Starbucks’ public message of ethical systems, the corporation can find it as the target of justifying business practices, which has led to some procedural adjustments (Reis, 2009). Although the changes in processes have more to do with resources and less to do with employment, the fact that corporate leaders recognize faults and make adjustments to correct deficiencies is

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