This thesis utilizes Bolman and Deal’s Four Frames to analyze the confusion and miscommunication within the coffee company, Starbucks. This is a direct translation into the practice of a barista. Emphasizing the importance of explaining policies and communication between baristas. Revising training manuals and educating baristas through a more extensive training program would result in a better work environment and create a more consistent Starbucks experience between each retail store. An explanation of how the Starbucks retail store works and the dynamics of the bar position and steam wand are given. Ultimately, the Symbolic and Human Resource frames highlight Starbucks, however, the Structural frame does fall short. The political frame highlights a specific conflict that happens at the retails level. The analysis is based on all four of these existing frames presented in the text by Bolman and Deal as well as Starbucks-oriented literature evidence. Recommendations for the future of the Starbucks company include adjusting the training to incorporate a module based on understanding the reason specific tasks are done, making a chart to remind baristas of why certain tasks like sanitizing the steam wand are crucial to the success of the company. Overall, analyzing through the frames presented by Bolman and Deal it could potentially allow successful solutions to be established to encourage the advancement of the Starbucks company.

This thesis utilizes the four frames created by Bolman and Deal’s book, Reframing Organizations—structural, human resources, political, and symbolic—to analyze and provide potential solutions for the underlying issues at Starbucks Coffee Company. First, Starbucks is introduced by providing background information on the company itself, the structural hierarchy, and the history of unionization at Starbucks. Then, research on unions in general is given to provide more information about unions as a whole, and why it may not be the best answer for Starbucks. The slowing unionization movement is addressed. Next, is the presentation of the two main underlying issues. The two issues focused on throughout the thesis are the strict day-to-day task completion routines in the form of “Clean, Safe, Ready” Cards and the inadequate means of judging store success through a Customer Connection Score. Both issues are overarched by a feeling of disconnect between baristas and their leaders. For both topics individually, the four frames are used to describe where the frustration of the employees may be coming from and to describe solutions that may not only prevent future unionization but help to promote a more open dialogue in the workplace for future shortcomings. By using verbiage found in Reframing Organizations, this thesis intends to shed light on the daily frustrations that baristas and supervisors face at Starbucks to help explain what support they actually need. Support such as more creative freedom in determining what part of the day tasks are to be completed and a better way to judge their efforts in customer connections.

This thesis focuses on ethics and explains some of its features, specifically the concept of moral consideration, rights, and interests, through three leading ethical theories in the field, utilitarianism, virtue ethics, and duty ethics. In this framework, environmental ethics is explored through three popular theories in the community, anthropocentrism, non-anthropocentrism, and holism. Furthermore, organisational ethics is discussed in the context of environmental ethics through a case study of America’s famous coffee giant Starbucks. The coffee company is used to discuss business ethics and explores some of the practices already implemented, what works, what does not, what can be done, and the critical role its members play. Moreover, the thesis argues that environmental ethics is necessary to address and mitigate sustainability challenges and create models of business that consider the natural world in its entirety.

The Starbucks Workers United Movement emerged in late 2021 and quickly spread to 290 stores in at least 40 states. SBWU cuts against the decades-long trend of decline in the US labor movement, and many hope that it signals its revitalization. I conducted interviews in Arizona's first SBWU location to investigate why workers organized, why they chose to act now, and what obstacles lie ahead of the movement. I found that the movement is driven primarily by young workers (Gen Y and Z) motivated by factors other than pay like toxic management, scheduling concerns, and dignity at work. Findings indicate that the conditions which brought about SBWU will increase in a future of climate change and economic instability.