Starbucks Aims at Inspiring and Nurturing the

Starbucks aims at inspiring and nurturing the human spirit. With this in mind, learning and growth are part of human inspiration and nurture. Starbucks has engaged diverse objectives that add to organizational learning and growth. However, this paper tackles three objectives. The performance measure, level of performance and a new program or action will be included. This will highlight ways of making improvements on the existing objectives. The first objective is to bring diversity (Starbucks, 2013a). Starbucks aims at creating in its workforce, suppliers, customers, and products.

It embraces the diverse cultural values while respecting and including them. In order to enhance learning and growth in this objective, the organization can use the feedback. This is usually conveyed via reports from the auditors and other external entities. Feedback from customers and employees is also relevant. The feedback received from the community as a whole is equally relevant. The company should attain positive feedback by 80% and over (Michelli, 2007). The suggested action plan includes interchanging the employees within the Starbucks organization.

The employees or suppliers in London may introduce a new idea in Australia. Additionally, the coffee accompaniment made in Australia may be highly appreciated in the U.S. The other objective includes creating a connection (Starbucks, 2013b). This connection should be present within all stakeholders in an organization. The employee should connect with the customer as the manager connects with the supplier, employee, and customers. The board of directors should connect with the shareholders. This connection should be present within the environment inherent in the organization.

For example, the coffee farmer should feel connected to the Starbucks as Starbucks acts accordingly. The organization uses annual reports to measure this connection. Additionally, employee feedback is regularly assessed in order to estimate customer satisfaction. Customers who feel connected to the organization are more satisfied than those who are not connected, hence customer loyalty (Michelli, 2007). The organization may include such entities as research entities in order to assess the actual perception of suppliers, employees and the general community including farmers.

This is essential in bolstering the company's success from the positive relationship created. This also ensures that the company can survive during tough economic times (Starbucks, 2013a). The third objective entails making Starbucks the 'third place' (Michelli, 2007). Mainly, people perceive the first two places to be home and workplace/school. Starbucks aims at making the stores as the third place to be in order to complete the cycle. In order to achieve this objective, the company has created spaces that can be used for social activities.

These spaces can also be used for formal activities. Customers may opt to conduct their formal and social events at any time of the day including the morning session because its quality freshly brewed coffees. Starbucks uses various performance metrics to ensure that it embraces learning and growth. As is with the case with other objectives, the company uses feedback from employees, customers and other relevant entities (Starbucks, 2013a). Additionally, quarterly and annual reports give an overview of the auditor's perception of the same.

The organization may embrace a strategy that compares how the performance of a company was translated into revenues attained or lost. Although.