Reference no: EM132800504

Keeping organisational communication flowing in all directions is important to Starbucks. And that commitment starts at the top. Howard Schultz tries to visit at least 30 to 40 stores a week. Not only does this give him an upfront view of what's happening out in the field, it gives partners a chance to talk with the top guy in the company. The CEO also likes to "get out in the field" by visiting the stores and roasting facilities. For instance, when Starbucks was first moving into the China market, Schultz spent time in Beijing with more than 1,200 Starbucks partners and their parents and family members. The event recognised the special role Chinese families' play and highlighted Starbucks' commitment to its partners.

Despite these efforts by the top executives, partners have indicated on past employee surveys that communication needed improvement. Managers listened and made some changes. Describe THREE (3) communication barriers (any 3 out of filtering, defensiveness, information overload, emotion and language) that might have happened in Starbuck and TWO (2) methods to overcome the communication barriers.