Chapters 9-12 Analysis on Starbucks, Google, Microsoft môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

Chap 9 (Starbucks):
1. Psychological Contract: - Employees (baristas) expect:
+ A respectful work environment + Flexible working hours
+ Opportunities for advancement - Starbucks expects: + Friendly customer service
+ Adherence to quality standards + Positive attitude
→ When Starbucks keeps its unspoken promises (good training, clear benefits), employees are more committed.
→ If Starbucks abruptly cuts working hours → the psychological contract is violated, and
employees are more likely to quit.
2. Person–Job Fit:
- Starbucks hires baristas not just based on coffee-making skills. They prioritize: + Good communicators + Patience
+ Comfortable working under pressure
→ Extroverts and patient individuals → high suitability → perform well
→ Those who dislike communication → low person-job fit → stress, quitting
3. The nature of Individual Differences:
- Some baristas perform very well during peak hours. Some do well on the morning shift b poorly when it's busy.
→ Starbucks assigns shifts based on individual strengths, not expecting everyone to be good at everything.
4. Personality and Individual Behavior:
4-a. Big Five Personality Traits: Character
For example at Starbucks Agreeableness
The staff are friendly and easy to work with. Conscientiousness
Prepared according to the correct recipe, on time. Extraversion
Good communication with customers. Neuroticism
People who get stressed easily when there are many customers Openness Ready to learn the new menu
→ Starbucks prefers to hire agreeable, conscientious, and extroverted people.
4-b. Myers-Briggs (MBTI):
- Employee E (Extraversion) → suitable for serving customers
- Employee I (Introduction) → suitable for mixing drinks and preparing ingredients
4-c. Other Personality Traits: - Locus of Control:
+ Employees believe “I can improve my skills” → internal locus
+ Employees blame “difficult customers” → external locus
- Self-Efficacy: Baristas believe they can make the new drink → learn faster - Emotional Intelligence (EQ)
+ Employees know how to control their emotions when customers complain
+ Showing empathy → retain customers
→ Starbucks places special emphasis on EQ, not just IQ. 5.
Attitudes and Individual Behavior: 5-a. Attitudes:
- Employees enjoy the work environment → positive emotions
- Believing Starbucks is a good company → positive attitude
- Willingness to help colleagues → positive behavior
5-b. Job Satisfaction:
- Satisfied employees → lower turnover rate
- But some satisfied employees still perform at an average level.
5-c. Organizational Commitment:
- Starbucks calls its employees "partners."
- Offers stock options to long-term employees.
→ Employees with high commitment → long-term, reliable employment.
6. Perception and Individual Behavior:
6-a. Perception & Stereotyping:
- Managers think that students working part-time are irresponsible. → This could lead to
missing out on excellent employees.
- Starbucks trains managers to avoid stereotyping.
6-b Perception and Attribution: - Incorrect coffee order:
+ Personal attribution: “Careless employee.”
+ Situational attribution: “Overcrowded during peak hours.”
→ Starbucks encourages fair attribution to maintain employee morale. 7.
Stress and Individual Behavior:
7-a. Stress & GAS: Peak hours → Alarm
Getting used to it → Resistance
Prolonged overload → Exhaustion (burnout)
7-b. Type A vs Type B:
Type A: Fast-paced, easily stressed Type B: Calm, stable
→ Starbucks needs a balance of both types of people.
7-c. Managing Stress: - Starbucks implements: + Flexible working hours + Break times + Mental support for employees 8.
Creativity:
- Staff suggest seasonal drinks - Improve service methods
→ Starbucks encourages new ideas, doesn't penalize failure. 9.
Workplace Behavior:
9-a. Performance Behaviors:
- A barista demonstrates good performance when:
+ Preparing drinks according to the correct recipe
+ Serving according to the correct procedure + Completing orders on time
+ Adhering to hygiene regulations
→ If a barista fails to do the above → performance is low, even if their attitude is good.
9-b Withdraw Behaviors:
1. Employees feel disrespected 2. Stress increases
3. They start taking more time off
4. Poor service, lack of enthusiasm
5. Ultimately, quitting their jobs
→ Starbucks attempts to intervene early in steps 2–3.
9-c. Organizational Citizenship:
- A barista demonstrates OC when:
+ Proactively helping colleagues during busy periods
+ Staying a few extra minutes to clean the counter
+ Instructing new staff members
+ Maintaining a positive attitude even without supervision
→ These actions are not penalized if not done, but are highly valuable.
9-d. Dysfunctional Behaviors:
- Some examples of dysfunctional behaviors at Starbucks include:
+ Employees intentionally slow down when dissatisfied
+ Speaking negatively about management to colleagues
+ Serving impolitely when tired + Cheating on working hours - These behaviors:
+ Degrading the customer experience + Affecting team morale + Causing financial losses
Chap 10 (Google): 1. Motivation
& Performance:
- Google understands that Performance = Ability × Motivation × Opportunity.
- Ability: Recruiting talented engineers from top universities, Continuous training
- Opportunity: Providing: Current technology, Large-scale projects (Search, AI, Cloud)
- Motivation: Intellectual challenge projects, Celebrating creativity, Freedom of work environment
→ Google doesn't just recruit talented people, it activates their inner motivation.
- Employees: Not just “getting it done”, Proactively seeking better solutions
- Company: Above-standard performance, Continuous innovation → Outperforming competitors 2. Need-Based Theories: Maslow:
- High salary, free meals → physiological needs
- Long-term contract → security - Teamwork culture → social - Bonuses, prestige → esteem
- Freedom to create → self-actualization
→ Google focuses on high-level motivation, helping employees stay with the company long- term.
=> Google isn't just about money; it's focusing on the higher levels.
- Employees: Long-term commitment, Loyalty
- Company:Talent retention, Reduced recruitment costs
→ Stable and high-quality workforce ERG Theory: - A Google employee:
+ Wants both a good salary (Existence) + Wants teamwork (Relatedness)
+ Wants to learn new AI (Growth)
→ Google allows you to pursue multiple needs at the same time.
- Employees: Less frustrated, always motivated
- Company: Flexible, innovative
→ More sustainable motivation than traditional Maslow's method McClelland:
- People who enjoy challenges → assign difficult projects
- People who like power → become team leaders
- People who like relationships → act as a bridge between teams
→ Proper assignment → increased motivation.
- Employees: Working in their areas of expertise
- Company: High performance, minimal conflict → Optimized human resources 3. Process-Based Theories: Expectancy Theory: - Google guarantees:
+ Effort → Performance: clear training, full tools
+ Performance → Reward: transparent KPIs
+ Valuable rewards: bonuses, stock options
→ The employees believe that "effort will pay off."
- Less "going through the motions" attitude - High productivity - Strong commitment → Belief = motivation Equity Theory:
+ Employees compare salaries and opportunities
+ Google publicly discloses evaluation criteria
→ Reduced comparisons, Increased sense of fairness, Positive environment → Sustained long-term motivation Goal-setting:
- Google uses OKRs: Clear goals, Measurable, Challenges
→ Employees know what they need to do and why. - Focus resources - Minimize waste - Achieve high performance
→ Strategy translated into action 4. Reinforcement: + Reward innovative ideas
+ Do not punish creative failures
→ Encourage positive behavior.
- Employees: Dare to try, dare to make mistakes
- Company: Continuous innovation → Creativity becomes a habit
Conclusion: Google demonstrates that motivation isn't just about money, but also about the
meaning of the work and opportunities for growth
Chap 11 (Microsoft): 1. Group
& Team:
+ Group: programmers work on individual parts (one person writes backend, one person
writes frontend), There was little discussion about the product as a whole.
+ Team: shared responsibility for the product, Programmers, testers, designers, and product
managers work together, Success or failure → the whole team shares the burden.
→ Microsoft prioritizes teams over groups, especially in large-scale product development.
- Product: Fewer integration errors, Consistent user experience
- Organization: Reduced blame game, Increased collective responsibility
→ Higher product quality and more stable product launches 2. T
eam development: - A software development team:
+ Forming: New members introduced: Project objectives, Each person's role. Clear
management direction → Reduced initial confusion
+ Storming: Heated debate: How to write code, The technology to use. Microsoft doesn't
immediately quell the conflict → Allowing technical debate
+ Norming: Agreements: Coding standards, Code review process → Everyone understands how to work together
+ Performing: The team operates smoothly: Fast coding speed, Minimal personal conflicts → Product release
+ Adjourning: Project ends: Team disbanded then Members moved to other projects - Optimal technical solutions - Few defective products
- Employees learn from each other
- Conflict is used to improve quality 3. Cohesiveness:
Encourage: Cooperation, Mutual support But:
+ Always keep the team focused on clear goals
+ Evaluate based on results, not just harmony
→ Don't sacrifice performance for "harmony".
- Team: Ready to help each other when mistakes occur, Don't avoid problems
- Company: Avoid groupthink, High performance
→ Proper engagement = high efficiency 4. Norm
& Roles: - Norms
+ Responding to emails and Teams messages quickly + Reviewing code on time - Roles + Leader: coordinating + Developer: writing code + Tester: checking bugs
→ Everyone knows what they do and what is expected of them. - Fewer misunderstandings - Fewer personal conflicts - Smooth processes → Saves time and money 5. Decision Making:
- Encourage: Express differing opinions, Critiquing solutions
- Management: Ask counter-questions, Avoid "everyone agreeing too quickly"
→ Actively combat groupthink. - More options - Higher quality decisions - Fewer strategic mistakes
→ Decisions based on reason, not emotion 6. Confilct: Task conflict
- Debate: How to write code, Software architecture - Microsoft: Encourages it
→ Because it helps improve the product Relationship conflict - Emotional conflict - Personal attacks
- Microsoft: Early intervention, Setting communication rules → Maintain: Healthy debate Avoid: Toxic work environment
=> Be creative yet professional
Conclusion: Microsoft demonstrates that effective teams are not those without conflict, but
those that know how to use conflict effectively. As a result: Products are constantly
innovated, employees develop their skills, and the company maintains a competitive advantage.
Chap 12 (Apple): 1. Leadership
vs Management: - Steve Jobs as a Manager:
+ Strictly controlled product development progress (iPhone, Mac).
+ Demanded extremely clear deadlines, not accepting delays.
+ Reviewed products very thoroughly (from hardware to fonts). - Steve Jobs as a Leader:
+ Communicated the vision: "Apple doesn't sell computers – Apple changes the way people live and create."
+ Always emphasized: "We make insanely great products."
Told the story of how Apple was "different" from the rest of the world.
→ If you only manage → employees work mechanically
If you only inspire → lack of discipline Combine both:
+ Employees are both disciplined and intrinsically motivated
+ Products are delivered on time + are groundbreaking
+ Apple maintains consistently high quality
→ The iPhone launched at the right time, creating a market shock. 2. Trait
& Behavior: - Traits + Visionary + Extremely Confident + No Compromise on Quality
→ This is Jobs's nature, difficult to fully emulate. - Behavior + Task-Oriented
Setting Extremely High Standards: “If it’s not perfect, do it again”
Pushing the engineering team to revise repeatedly + People-Oriented Inspiring Through Storytelling
When giving presentations, always emphasizing the role of the creative team → Employees:
+ Working under high pressure but with pride
+ Feeling like they are creating something "for posterity" → Products:
+ Simplified, Distinctive Design + Superior User Experience
→ Apple built a premium and innovative image. 3. Situational
Leadership : For New Employees: - Detailed Guidance - Direct Intervention in Work - Fixing Small Details
Goal: Helping Employees Understand Apple Standards
For Experienced, Long-Term Employees: - Empowering Decision-Making
- Allowing Experimentation, Mistakes, and Corrections
- Only Intervening When Results Don't Meet Standards
Goal: Leveraging the Team's Deep Expertise
→ New Employees Integrate Quickly
Experienced Employees Are Not Restricted
Flexible Organization, Not Rigid
=> High Performance + Continuous Innovation 4.
Transformational Leadership :
1) Communicating a powerful vision - “Think Different”
- Don't follow the competition, create your own rules
2) Challenge old ways of thinking
- Eliminate physical keyboards → touchscreen iPhones
- Don't add unnecessary features, keep only the “essence” 3) Build trust
- Jobs believe their team can do what “no one else can do”
- This trust spreads to employees
→ Employees: Working beyond expectations, Willing to sacrifice personal time
→ Company: Continuously innovating, Leading technology trends
=> Apple has become an icon of innovation, not just a technology company. 5. Power
& Influence: - Expert Power
+ Deep understanding of: Technology, Design, User experience
→ Employees trust Jobs' decisions
- Referential Power: Distinctive style, Inspiring personal story, Admired as an icon of innovation
→ Employees follow him willingly, not out of fear.
Conclusion: Apple demonstrates how inspiring leadership can create breakthroughs.
Chap 14 (Netflix): 1. Or
ganizational Culture:
- No control over working hours
+ No time clock, no limits on days off.
+ Employees decide for themselves when to work and when to take time off. - Performance-based evaluation
+ No questions asked "How many hours do you work?"
+ Only "What value do you create?"
→ Responsibility is entirely individualized.
- Employees: Feeling trusted, Proactive in organizing work
- Organization: Reduced management costs, Faster decision-making, no waiting for approvals
→ Higher efficiency with fewer regulations 2. Strong Culture:
- Extremely rigorous recruitment
+ Not just professional expertise
+ Must accept high pressure and provide direct feedback - “Keeper Test”
+ Managers ask themselves: “If this person intends to leave, would I try to keep them?”
+ If the answer is “no” → let them go.
- Team: Small but extremely talented, Few conflicting values
- Culture: Uniform, clear, No need for many rules
→ A strong culture helps Netflix operate smoothly but effectively. 3. Managing Culture: - Leadership by example + Accepting open criticism
+ Being prepared to receive negative feedback - Transparent policies
+ Openly disclosing management philosophy + No "unwritten rules"
→ Culture practiced daily, not just spoken.
- Employees: Dare to speak frankly, Dare to debate with superiors
- Company: Detect problems early, Make more accurate decisions
→ Fewer strategic mistakes due to concealed information 4. Or
ganizatinal Change: - Dismantling the old model
+ DVD-by-mail is still profitable
+ But Netflix is proactively investing in streaming
- Accepting short-term sacrifices
+ Streaming is initially expensive + Risk of losing DVD viewers
→ Netflix is changing before the market forces it.
- Become: The leader in streaming, The new standard for the entertainment industry
- Avoid: The fate of Blockbuster → First-mover advantage 5. Resistance
to Change:
- New technology → failure to keep up
- Streaming → some DVD positions are no longer needed - Risk of job loss - Frank communication
+ No promises of "everyone is safe"
+ Clearly state: those who are suitable will be retained - Retraining
+ Supporting employees in transitioning skills
- Reduced: Internal rumors, Psychological confusion
- Increased: Trust, Commitment of remaining employees
→ Rapid change but little lasting resistance 6. Managing Change:
1) Continuous communication: Explaining “why change is necessary”
2) Providing practical support: Training and role adjustments
3) Clear direction: No half-hearted changes, No delay in difficult decisions
- Organization: Adapt quickly, Avoid being “stuck between two models”
- Culture: Flexible, Ready for future change
→ Change becomes a core competency
Conclusion: Netflix demonstrates that: A strong culture + proactive change management
helps businesses not only survive, but also lead the market in a volatile environment.