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1. Main Motivational Methods:

Financial incentives (pay, stock options)

Career development and training

Recognition of achievements

Positive work environment

2. How Employees Are Motivated:

Performance-based rewards

Clear career growth opportunities

Inclusive culture and involvement

Benefits like tuition reimbursement and flexible hours

3. Main Stakeholders:

Employees

Management

Shareholders

Customers

4. Most Effective Method:
Career development is the most effective as it boosts skills, satisfaction, and loyalty, aligning employee goals with the company’s success.

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1) Main motivational methods mentioned:
BMW motivates employees mainly through training and development, nurturing individual talents, and long-term career opportunities.

2) How employees are motivated:
Employees are motivated by getting chances to learn new skills, develop their careers, and use their personal strengths. They feel valued because BMW invests in their growth.

3) Main stakeholders involved:
The key stakeholders are employees, BMW management/HR, and the company itself. Customers and shareholders benefit indirectly from better performance.

4) Most effective motivational method:
The most effective method is training and development, as it helps employees improve, feel capable, and stay committed to the company.

By: Saisha and Advika

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Case study: How the BMW Group trains employees, fostering their talents - SustainCase - Sustainability Magazine

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The BMW Group actively promotes long-term employee development by seeking out the right employees and making the most of their individual talents.

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Link to article:https://www.cleverism.com/google-way-motivating-employees/

1) What are the main motivational methods mentioned?

Google motivates its employees through autonomy (the right or condition of self-government), recognition, and a supportive work culture. It encourages creativity with its 20% time policy, it rewards innovation through both money and non-money incentives, and fosters growth with learning opportunities and open communication. Together, these methods create a motivated, collaborative, and high-performing workforce.

2) How are the employees motivated?

Employees at Google are motivated by a mix of freedom, recognition, and support. They’re given freedom to pursue their own ideas, rewarded for creativity and teamwork, and supported through a positive work environment with learning opportunities, open communication, and a strong company culture, which makes them perform well.

3) Who are the main stakeholders involved?

The main stakeholders in Google’s motivation strategies are employees, who benefit directly from the programs, and managers and HR leaders, who design and implement them. Executives and shareholders are also involved, as motivated employees boost productivity and innovation, leading to company growth.

4) Which motivational method do you think is most effective?

The most effective motivational method at Google is empowerment and freedom, especially through the 20% time policy. It allows employees to work on projects they’re passionate about, boosting creativity, ownership, and satisfaction leadiing to more inovation.

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When it comes to motivating their employees, it can be said without question that Google stands out from the rest. Google was named the 2014 "Best Company to Work For" by the Great Place to Work Institute and Fortune Magazine. The organization topped the list for the fifth time. True, in its short lifespan, Google has acquired for itself a huge and bright workforce (over 50,000 employees spread throughout the world) that serves millions of people all over the globe. However, what is even more exemplary is how Google heavily pampers its employees while still being able to extract one-of-a-kind and outstanding ideas and products from them.

This article will walk you through an 1) introduction to Google's work culture, 2) employee motivation the Google way, 3) work still gets done, 4) benefits of Google's way of employee motivation, 5) examples of Google products created by its employees within 20% of their "free time".

INTRODUCTION TO GOOGLE'S WORK CULTURE

Google's model of motivation and leadership topples traditional leadership theory which focuses more on results than on the people who deliver those results. The company's work culture is true to its philosophy:

"To create the happiest, most productive workplace in the world."

These words from the Vice President of people development at Google only serve to support that fact:

"It's less about the aspiration to be No. 1 in the world, and more that we want our employees and future employees to love it here, because that's what's going to make us successful."

While the company was in its early days, its co-founders Larry Page and Sergey Brin went looking out for organizations that were known to care for people, develop truly amazing brands and trigger extraordinary innovation. The objective of this search was to be able to draw and keep great talent. In their search, they found the SAS institute (which was then ranked No. 1 on the Great Place to Work Institute's list of best multinational companies to work for) as one company that was worth modeling. Interactions with SAS executives led the Google founders to understand that people were really successful in their jobs and loyal too when they felt truly valued and thoroughly supported. The result was the Google work culture as we know it now with huge and plentiful perks, unconventional (or weird) office designs, and amazing freedom, flexibility and transparency, among other things.

EMPLOYEE MOTIVATION THE GOOGLE WAY

Uncommon Yet Affordable, Amazing Perks and Benefits

Just like other companies, Google offers the usual extrinsic benefits such as flex spending accounts, no-cost health and dental benefits, insurance, 401K plans, vacation packages and tuition reimbursements. However, Google is better known for some really distinctive and "more than just attractive" perks and benefits which just serve to show the very extreme lengths the company goes to to make its employees consistently happy. What follows are some examples of these remarkable perks and benefits.

Reimbursement of up to $5000 to employees for legal expenses

Maternity benefits of a maximum of 18 weeks off at about 100 percent pay. The father and mother of the newborn are given expenses of a maximum of $500 for take-out meals in the initial 3 months they spend at home with the baby (Take-Out Benefits).

Financial support for adopting a child (Google's Adoption Assistance)

On-site car wash, oil change, bike repair, dry cleaning, gym, massage therapy and hair stylist are available at the company's headquarters in Mountain View

At the Googleplex, there's an onsite doctor and free fitness center and trainer and facility to wash clothes among other benefits

Lunch and dinner is available free of charge, In addition, an assortment of delicious but healthy meals are available every day, prepared by gourmet chefs.

Voice and Value

At Google, democracy prevails with employees given a considerable voice. Here are some ways how.

The company hosts employee forums on all Fridays where there is an examination of the 20 most asked questions.

Employees can make use of any of a number of channels of expression to communicate their ideas and thoughts. Channels include Google+ conversations, a wide variety of surveys, Fixits (24 hour sprints wholly dedicated to fixing a specific problem), TGIF and even direct emails to any of the Google leaders.

Googlegeist, the company's biggest survey seeks feedback on hundreds of issues and then employs volunteer employee teams all over the company to resolve the major problems.

Employees are regularly surveyed about their managers. The results of the survey are used to publicly acknowledge the best managers and make them role models or teachers for the next year. The worst managers are provided with vigorous support and coaching, with the help of which 75 percent improve within a quarter.

Transparency

As Google is a company that considers its people to be its biggest asset, everything that can be shared, is shared. In this way, they are able to show their employees that they trust them with confidentiality and trust their judgement.

After the first few weeks of every quarter, Google's Executive Chairman shares with all Googlers, practically the same material that Google shared with their Board of Directors at their most recent meeting. The material includes launch plans and product roadmaps in addition to team and employee OKRs (quarterly goals) so that all Googlers are aware of what fellow Googlers are working on.

Following annual surveys of employees in which 90 percent of them participate, not only do the employees see the results of their own group, they also see those of all the other groups (privacy is protected). In addition, when the company takes action on the collective feedback from their employees, the action(s) taken is also shared with everyone.

30 minutes of a weekly all-hands meeting hosted by Google's co-founders and called TGIF are devoted to a Q and A session where almost anything can be debated or questioned from the founder's attire to whether the company is proceeding along the right direction.

Freedom over How and When Work is Completed

One of Google's strongly held beliefs is that they can get amazing output from people by giving them freedom. Indeed, research by Sir Michael Marmot, Professor of Epidemiology and Public Health at the University College, London is proof of that fact. From research that he carried out over a period of 4 decades into the health of government workers in Great Britain, he found out the highest mortality and poorest well-being were consistently associated with employees who had the smallest degree of control over their work lives.

Google's employees are allowed greater discretion on their hours of work and also on when they can go and have some fun whether it involves getting a massage, heading to the gym or just indulging in volleyball. In addition, the firm allows each of its employees to give 20 percent of his time (1 day every week) to doing anything they like. This can range from assisting with another project to even just sleeping. Anything that is ethical and lawful is okay with Google.

Flexibility

In this flat hierarchy organization, engineers have plenty of flexibility when it comes to selecting the projects they work on. The organization also encourages its staff to pursue company-associated interests. In addition, instead of being trained by top management on the protocol for tasks, employees can approach tasks in their own unique ways. For example, employees are allowed to express themselves by scrawling on the walls. They can also arrive for work at any time they like, wear pajamas if they want or even bring their dog along. The relaxed, creative and fun environment psychologically benefits Google's employees while giving Google the benefit of a more motivated, dedicated and productive workforce.

Inspiring Work

One of the reasons why people don't feel motivated at their jobs is that the work assigned to them is frequently deficient in variety or challenge. The monotonous nature of the work with no growth in sight dulls employee enthusiasm.

At Google, things are different with the organization putting in effort to make sure its employees have inspiring work. The 20 percent allowance for projects of their own interest is one step in this direction. One Google engineer by the name of Chade-Ment Tan appears to have really benefited from this 80-20 rule. He had a desire to make world peace a reality in his lifetime. Though this may have seemed an impossible and strange dream to many, Google didn't discourage him. Eventually Tan designed a very successful course on mindfulness with the assistance of a Stanford University professor, Daniel Goleman (author of Emotional Intelligence) and other leading lights in the business industry. Tan's course is a great hit in his company. Tan is additionally credited with authorship of the New York Times best seller entitled " Inside Yourself."

Fun is a Regular Aspect of Work

In keeping with Google's philosophy, life at Google is not all work. There are plenty of opportunities for fun which help Googlers get out of their office and even interact more with each other. The opportunities include frequent breaks, facilities for wall climbing, beach volleyball or bowling; and personal creative sessions. In addition, there are pajama days, dress up days and a Halloween costume party. Every April Fool's Day, Googlers are permitted to plan and implement some major gags and tricks to the world. Google's office design too incorporates some fun with one example being that employees can literally slide down to the next floor with the help of a slide-type construction. Similar to that is a ladder in the Mountain View California office which employees must scurry up to get between floors.

Food is Pretty Easy to Get - 150 Feet from Food Rule

Wherever they are, Googlers don't have to go far to get access to food. With respect to Google's East Coast headquarters, not even a single area of the office is situated at a distance exceeding 150 feet, from sources of food, whether it is a restaurant, a micro-kitchen or a huge cafeteria. The convenience obviously makes it possible for Google's employees to snack frequently and possibly even find their co-workers from other teams there.

Googlers benefit from free food and a great variety of food types to choose from. Food stocked in open kitchen areas includes waters, beverages, snacks and candy. The healthier options are more easily visible than their non-healthy counterparts showing how much Google cares about their employees' health. For example, while sodas are somewhat hidden behind translucent glass, various kinds of waters and juices are visible straight away. Healthier snacks (such as almonds and dried banana chips) occupy transparent glass jars while the non-healthier kinds (such as Life Savers and M&Ms) occupy opaque ceramic jars with conspicuous nutritional labels.

Unconventional Office Designs

Google is known for its unusual and often wild office designs. The designs are done to serve several purposes including casual collisions for creative people and engineers to come together, idea generation and the triggering of maximum creativity while also ensuring employee happiness. Thus, rooms for Googlers include a meeting room that resembles a pub, in Dublin; ski gondolas in the Zurich office, and a sidewalk café in Istanbul.

If one were to take the organization's Mountain View, California campus as an example, conversation areas resemble vintage subway cars. In addition, there are conference rooms which are Broadway-themed with velvet drapes, and a labyrinth of play areas.

Google permits its software engineers to design their own work stations or desks out of what look like huge Tinker toys. While some of the engineers have standing desks, a few others additionally have attached treadmills that enable them to walk while working.

To create the perfect workspaces, everything from ceilings and floors to the impact of different colors of paint are analyzed.

Google - New York

WORK STILL GETS DONE

With all the fun, flexibility, freedom and perks that seem to be an employee's heaven, one can't help wondering if any work really gets done at Google. The truth is that not only does work get done but, Googlers usually surpass management expectations for delivering brilliant work. In the first place, Google is very choosing when it comes to the people it hires. The organization intentionally employs ambitious people with established track records of elevated achievement. In addition, Google is able to make sure that its employees do not get carried away with all the perks and fun by way of a two-year deadline that it institutes on every project. At the close of each week, Googlers are reminded of their being 1 percent nearer to the deadline.

With Google having such a distinctly and exceptionally employee-friendly workplace environment, Googlers usually feel like arriving for work and performing their responsibilities industriously.

BENEFITS OF GOOGLE WAY OF EMPLOYEE MOTIVATION

More Innovative Products

Google's work culture and environment is such that it triggers maximum creativity. The organization knows well that great ideas cannot be forced. Strategies such as accidental meetings between creative people and engineers, the freedom to explore, tailored work stations to help them feel more relaxed and a heavy dose of independent time are all fuel for the creative process and ultimately, for more innovative products.

Employees Become More Entrepreneurial (Hence More Productive)

Google's workplace culture and environment is proof of how strongly it believes that innovation and invention cannot be planned. All one can do is hope to be lucky by hard work and trying to be in the right place. Google organizes its entire firm to support and cultivate unplanned entrepreneurship and innovation. The efforts in this direction include the "20 percent policy," powerful, open development environments, a data-driven and flat organizational structure, tools and services that assist with launching, testing and acquiring user feedback at the earliest; and liberal recognition and rewards for successful innovation.

The result of this entrepreneurial environment that enables engineers to practically run rampant, is increased productivity.

Less Company Risk

As mentioned earlier, Google provides its employees with 20% of their work time to be spent on their own projects. Google employees test their different business models (and there are hundreds of them). Google owns those projects and has the potential to decide which projects to scale. So this means, less risk for Google in terms of failed projects.

EXAMPLES OF GOOGLE PRODUCTS CREATED BY ITS EMPLOYEES WITHIN 20% OF "FREE TIME"

Google's allowance of 20 percent of free time is responsible for the introduction of some of Google's innovative and brilliant products. In fact, by 2009, half of all the tech giant's products had had their origins from the 20 percent program. Two examples of Google's products that resulted from the 20 percent of free time are given below:

Gmail

Who hasn't heard of Google's no-cost advertising supported email service? As of June 2012, Gmail was the most extensively used email provider, with its number of active global users exceeding 425 million. This project was initiated by a Google developer by the name of Paul Buchheit. When asked to create a kind of email or personalization product, he came up with the initial version of Gmail within a single day, reusing the code from Google Groups. Paul Buccheit had already investigated the concept of web-based email in the 1990s, when he was a college student and engaged with a personal email software project. That was before the launch of Hotmail. Gmail was introduced to the public in 2004.

Google Suggest

Google Suggest is the term used for Google's auto complete function. The credit for creating this product goes to Kevin Gibbs, a Stanford graduate whose job at Google was to work on the system's infrastructure that assisted the company with running its data centers. Gibbs used his 20 percent time for some fun which to him was working on a project that combined some of the time's great geeky developer stuff - JavaScript, big data and high-speed internet. The result was Google Suggest.

In one of his shuttle trips from San Francisco to Google's Mountain View headquarters, Gibbs built the URL predictor. So, when a person began typing a URL into a browser, the browser would auto complete the URL by studying Google's considerable corpus of web content. A co-worker said to Gibbs "That's cool. What if you did it for search?" and that is how Google Suggest was born. The name "Google Suggest" was contributed by Marissa Mayer, an executive at the time. The product was introduced to the public in December 2004.

With Google's very successful formula for employee motivation, it is no wonder that the employee rating for Google on a prominent company review website is 4.1 out of 5 stars and that 95 percent of Googlers approve of their CEO.

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When it comes to motivating their employees, it can be said without question that Google stands out from the rest. Google was named the 2014 "Best Company to Work For" by the Great Place to Work Institute and Fortune Magazine. The organization topped the list for the fifth time.

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The most common methods companies use to motivate employees today are recognition and rewards, providing purpose, autonomy, and fostering team support.

Employees are motivated by receiving praise, bonuses, growth opportunities, and having work that feels meaningful.

Main stakeholders include managers, HR teams, executive leaders, and the employees themselves.

Recognition and specific rewards are widely considered the most effective, especially when paired with opportunities for growth and autonomy.

https://www.deloitte.com/us/en/insights/topics/talent/human-capital-trends/2025/employee-personalization.html

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Act on individual motivations by identifying use cases and selecting a hyper-personalized approach

Insights into what makes an individual tick can be applied to a variety of different use cases, from tailored communications and improved work performance to accelerated career development. In choosing where to start, organizations and workers should collaborate to identify the areas where strategies to motivate at the unit of one will have the greatest impact in improving business and human outcomes.

In addition to prioritizing what outcomes to prioritize and why, organizations will also need to decide how to hyper-personalize based on one or a combination of different approaches, each of which has various trade-offs. It is important to recognize that none of these approaches can stand on their own, but rather need to be part of a systematic framework focused on understanding and harnessing worker motivation.
Manager-driven approaches
Manager-driven approaches empower managers to hyper-personalize their interactions with individuals based on specific motivations. Johnson & Johnson's whole-person approach, described in the sidebar, is an example of a manager-driven approach.

Another organization using this approach is Unilever, where managers support workers as they develop an individualized "Future-fit Plan" that charts the worker's desired path for the next 18 months, potentially including destinations outside Unilever. To develop their plan, workers discuss their motivations and aspirations with managers in one-on-one conversations. Managers then help connect workers with personalized learning, coaching, mentoring, and networking opportunities via Unilever's online learning hub and with access to relevant work opportunities via the company's Flex Experiences Program. This approach has led to a more motivated workforce: 92% of workers with a Future-fit Plan report having jobs that inspire them to go the extra mile, compared with only 33% of those without.

Manager-driven approaches require little or no investment, but they are dependent on the ability of managers to be effective people developers. Variation in this capability among different managers within the same organization may cause fairness concerns for workers.
Modular approaches
Modular approaches provide workers with a set of options to choose from based on their personal motivations. These approaches are common in consumer marketing. Consider, for example, how some coffee shops offer a variety of modular components-syrups, milk types, and espresso shots-that can be combined to meet customers' desire for personalization and self-expression, all while enabling them to manage customization at scale.

Organizations adopting a modular approach to compensation, for example, empower employees to customize their rewards to create hyper-personalized packages based on unique personal motivations. Some offer flexibility in choosing between cash, stock options, or restricted stock units with different vesting schedules. Others let employees decide between a lower salary with a potential for a higher bonus, or a higher salary with a smaller bonus possibility. These customizable options can help ensure that compensation packages align with individual preferences and aspirations, fostering a more motivated and satisfied workforce.

Modular choice can be applied to a wide range of other workforce practices as well. For instance, talent marketplaces can empower workers by offering them a selection of discrete projects that align with their motivations, allowing them to supplement their core duties with modular assignments. One global insurer created an internal marketplace for data scientists, where they could be flexibly assigned to modular projects across the organization based on their interests, motivations, skills, and capacity, eliminating the need for traditional core jobs altogether.

Modular approaches can transform time management, too. In Japan, Panasonic offers four-day work weeks, allowing workers to choose how they use the fifth day based on their unique motivations-be it for rest, personal appointments, hobbies, reskilling, side jobs, community service, or deep-thinking work. Similarly, Land O'Lakes offers workers a choice between standard full-time work or flex roles in which they set their own shift schedules and total hours. Previously, all workers had to complete 12-hour shifts to support 24-hour production. Though this modular approach requires more time for scheduling and has led to hiring additional staff, it has significantly boosted employee retention and attraction.

Modular approaches can provide greater organizational control than other approaches and are often seen as fairer, since all workers are given the same choices. However, they are also less personalized, and the options on offer may be too limited to be relevant to some workers.

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What moves your people? Tapping into motivation at the unit of one.

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Organizations may be missing out on opportunities to unleash the potential of their people through employee personalization and personalized work experiences.

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by wanika https://mcd1020adidas.wordpress.com/category/motivation/

Main Motivational Methods:

Financial:

competitive salaries

profit sharing plans for senior management

cash bonuses

Non-Financial:

career developing and learning programs

sports psychology

work life balance

community involvement

open workspaces

feedback and recognition

How Employees Are Motivated

Financially: Employees are encouraged through fair pay and performance-based incentives like bonuses and profit-sharing rewards

Non-financially: Adidas fosters motivation through personal growth, mental well-being (sports psychology), and a positive workplace culture (open spaces, feedback, and recognition).

Stakeholders:

Employees:

- Receive motivation and benefits directly.

Management/Senior Leadership:

- benefit from profit-sharing.

Shareholders:

- Benefit from improved productivity and company performance.

Most Effective: The financial motivation methods are the most effective for Adidas.
This is because money is a direct and measurable reward that appeals to most employees and encourages productivity. High salaries and performance based bonuses push workers to meet targets and improve efficiency.

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The main motivational methods mentioned in similar BBC or business leadership articles usually include both financial and non-financial approaches. Financial incentives, such as bonuses, performance pay, and profit-sharing, are commonly used to reward hard work and achievement. However, non-financial methods are just as important—these include recognition through praise, awards, or public acknowledgment.

Employees are often motivated through a mix of rewards, trust, and personal development. They feel encouraged when their achievements are recognized through bonuses, praise, or other forms of acknowledgment. Motivation also grows when employees are trusted with responsibility and autonomy, allowing them to take ownership of their work. Clear goals and a shared sense of purpose help them feel part of something meaningful, while positive relationships with managers and coworkers create a supportive atmosphere.

The main stakeholders involved in workplace motivation are the employees, managers, owners, and sometimes even customers and the wider community. Employees are the ones being motivated, while managers and leaders play a key role in designing and implementing motivational strategies. Owners or shareholders are also important stakeholders, as they have a vested interest in improved productivity and company performance. Customers benefit indirectly because motivated employees tend to provide better service and uphold the company’s reputation.

In my opinion, non-financial motivators are the most effective in the long run. While money can provide a short-term boost, its impact often fades over time. What truly keeps people motivated is feeling trusted, respected, and appreciated. Autonomy—having control over one’s work—gives employees a sense of ownership, while opportunities for growth and development help them feel valued. Recognition and meaningful work also play a big role; when employees believe their efforts contribute to something bigger, they’re more likely to stay engaged and committed.

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Starbucks has said it will cut about 900 US jobs and close its worst performing stores there, as well as shutting some UK stores as part of a cost-saving move.

Most of the stores earmarked for closure are in North America and its chief executive said the revamp would reduce wait times and help revive sales.

It comes after the coffee chain announced in February it was axing 1,100 jobs and simplifying its US menu to help flagging sales in its home market.

"This is a more significant action that we understand will impact partners and customers," chief executive Brian Niccol said, although the firm said it was still "on track" to open 80 new stores in the UK.

"While the EMEA [Europe, Middle East and Africa] business is on track to meet its commitment to open 80 new stores in the UK and 150 across EMEA this financial year, some stores in the UK, Switzerland and Austria will close as a result of this portfolio review", Starbucks said.

Mr Niccol said in a letter to employees that the stores marked for closure were "unable to create the physical environment our customers and partners expect, or where we don't see a path to financial performance".

Starbucks said the US jobs set to be cut would be support staff roles.

In July, the coffee chain reported its sixth consecutive quarterly drop in sales at stores open at least a year in the US - its biggest and most important market. The company's shares have fallen more than 8% so far this year.

Mr Niccol joined Starbucks as its chief executive last year, on the heels of a six-year stint at at the helm of Chipotle Mexican Grill. During his tenure there, the fast-casual burrito chain nearly doubled its sales.

The latest store closures and layoffs at Starbucks are part of Mr Niccol's wide-ranging turnaround strategy in his first year at the company, as the chain tries to lure back dissatisfied customers. His efforts have included remodelling stores to revamp seating and bringing back self-service condiment bars.

Analysts at TD Cowen said in a research note on Thursday that despite Starbucks taking "aggressive actions" to boost the business, its US sales faced mounting competition from drive-through coffee shops.

They also pointed to a deteriorating perception of the chain compared with its rivals.

The company is also facing a unionisation campaign among baristas atits US stores.

Workers United - which is part of the Service Employees International Union and said it represents workers at more than 600 of Starbucks' company-owned US stores - is fighting for a contract agreement with the company.

The union has voiced concerns about under-staffing at stores and overwhelmed baristas, among other issues.

In response to the company's restructuring announcement on Thursday, Workers United said it was a sign that "things are only going backwards at Starbucks under Brian Niccol's leadership".

"Yet again, we're experiencing new policies and major decisions being made with zero barista input," the union said in a statement, adding that it was sending a formal request for information to Starbucks about the planned closures.

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Starbucks to close some US and UK stores

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The coffee chain is restructuring to save money by closing its worst performing stores.

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Main Motivational Methods: Salaries, offer original advantages, e.t.c.

How Employees Are Motivated: Taking a culture of empowerment, a strong sense of mission, and knowing the company's impact.

The Main Stakeholders: Mark Zuckerburg, Higher Up Employees, and more.

Most Effective Method: I think that the original idea advantage is the best method as employees can get higher salary due to their originality.

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Case Study: How Facebook Motivates Their Millennial Employees

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We dissect how and why Facebook empowers and motivates their millennial employees, to get a high performance workforce.

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Main Methods - Open Mindedness, Creativity and Respect

Employee Motivation-

Pixar Prides themselves about being open minded and trusting their teams. They trust their teams with full creative freedom over ideas, allowing them to make their own choices. They encourage employees to look at things from different viewpoints and challenges what they know and their confirmation bias. They encourage their employees not to be afraid of failure. They use many methods to give their employees a sense of freedom in their work which keeps them motivated as its all up to them.

Stakeholders -

Internally the stakeholders are the employees, owners and manages aswell as things like directors and animators for the movies. Externally, Its things like the people who enjoy their movies.

Which Motivational Method is the most effective -

I think the most effective way to keep employees motivated is their sense of freedom and exploration. Allowing employees to explore means that they have a lot more opportunities to work effectively and to their liking.

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Hands up who has not at least seen one Pixar movie in their life? There probably isn't a lot of hands up as with worldwide box office totals approaching 10 billion dollars. Most of us have been touched by the creativity, imagination and heart that is at the core of each of these films.

Behind these movies lies one of the most creative and focused companies out there. In the book Creativity Inc by co-founder Ed Catmull you get the inside look at what goes behind creating a successful, creative and inspired team.

Here are 4 examples from Pixar to help if you lead a team of any sort or to stay motivated and inspired:

1. Trusting those around you

Pixar's approach to the team aspect is to trust in a great team. Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better.

If you have a team that works for you whether it's in a company aspect, a sport, volunteers or anything where people have to work together, you have to trust in the people you've assembled and let them do what they were chosen for. Micromanaging and always breathing down the neck of people is the quickest way to kill motivation and productivity. The team member's new approach becomes that of avoiding workplace stress as opposed to being productive and creative.

"Trust is the lubrication that makes it possible for organizations to work." - Warren Bennis

2. Preventing risk is not always a good thing

When leading a good team that team should have a sense of freedom to take chances and not have to worry about the potential negative outcomes. Great ideas need to come from thinking outside the box and that is a key fundamental in the success of Pixar.

Those who manage a team shouldn't always try to prevent risk. The manager should be creating an environment to make it safe for others to take risks. The fruit is at the end of the branch and you can't get out to grab it without having to take that risk. Sometimes you need to go out on that limb and a safe environment needs to be created in order for those around us to reach their best potential.

3. Always be open to listen

Another concept that is at the core of Pixar's success is their willingness to listen to all employees, no matter how far down the totem pole they are. This creates a culture where they can learn what is working and quickly eliminate what is not.

In my own experience working with a team in a fitness/gym setting, I found that the best way to keep things moving forward is to listen to what is working well as far as creating training programs and more importantly, remove things that are preventing people from getting results. When you create an open dialog you get a much better picture of what is happening on a day to day basis instead of getting caught up in the big picture all the time. It's that day to day dynamic that is key in making true progress with any sort of group.

"If you make listening and observation your occupation, you will gain much more than you can by talking." - Robert Baden-Powell

4. Honor the viewpoints of others

This piggybacks off of point 3 in that you really need to hear what the people around you are saying and Catmull admits this is one of the hardest things to put into practice throughout a company. When people see things or ideas that challenge our accustomed way of thinking we not only tend to resist them but, completely ignore them!

This is called " confirmation bias" and it is what happens when people favor information, true or not, that confirms what they already believed. It is very important to realize how different the experiences and perspectives of others are than our own. So learning to ignore our own bias and see the viewpoint of others is crucial in enriching and progressing a team and creating great work.

Wrapping it up

There is a lot more to Pixar than just Woody and Buzz. Their success is by no accident but, a carefully developed plan of attack that is always evolving and improving. By taking some of these key lessons we can apply them to any team dynamic, whether you run a Fortune 500 company or coach a little league team.

The ability to inspire and motivate is a great gift but one that needs to be constantly honed and sharpened. When you have the ability to bring the best out of others it leads to a successful team but brings the best out of yourself as well.

Thank you for reading my article! What inspires you most about Pixar?

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4 Unexpected Things Pixar Can Teach Us About Inspiring Others - Addicted 2 Success

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Hands up who has not at least seen one Pixar movie in their life? There probably isn't a lot of hands up as with worldwide box office totals approaching 10 billion dollars. Most of us have been touched by the creativity, imagination and heart that is at the core of each of these films. Behind these [...]

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1) Main Motivational Methods

Encouragement of creativity

Employees are given challenging work that is meaningful and encourages skill development and growth

Rewards such as discounts on apple products, bonuses, public recognition

Original vision of apple, employees have a shared commitment

2) Methods of Employee Motivation

Systems that reward good performance

Assigning tasks that are challenging and tailored to a person's strengths

3) Main Stakeholders

Employees

HR

Managers

Shareholders

4) Most Effective Motivational Method

The most effective methods are encouragement of creativity and how the work given challenges the individual and is tailored to them. It boosts motivation and makes work less boring.

Zoya

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Motivation at Apple Inc | PDF | Motivation | Motivational

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Apple motivates employees intrinsically through challenging jobs that allow employees to improve their skills and feel respected. Extrinsic motivations include product discounts, bonuses, and recognition. Managers inspire hard work through motivation to create a high-performance culture. Maslow’s hierarchy is applied to fulfill employees’ needs for physiological factors, safety, social belonging, esteem, and self-actualization.

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Main motivational methods:

include programs like “talent carousel,” which fosters employees with the most potential through international rotations.

Gives continuous feedback instead of just annual reviews

Stock purchase plans, family friendly policies (for example on site daycare) and wellness initiates

How employees are motivated:

- Employees receive regular, personalized feedback that clarifies goals and promotes growth.

- Career development through leadership programs and learning opportunities increases engagement.

- Comprehensive benefits, including work-life balance supports like childcare and flexible work, encourage well-being.

Main stakeholders:

Employees at all levels, including retail, corporate staff, and leadership.

Senior leadership guiding culture and strategic talent development.

Human resources and talent management teams taking care of programs.

Employee families benefiting from family-friendly policies.

Most effective:

The mybest performance management system feels more effective because it doesn’t trap people in once-a-year reviews that usually feel stressful. Instead, it focuses on ongoing conversations between managers and employees. That means feedback and support happen in real time, not months later when the moment has already passed.

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Talent Management at Adidas: Fostering a Culture of Growth and Performance

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Adidas has established robust talent management strategies focusing on attraction, development, engagement and diversity to develop a high-performance culture

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1) What are the main motivational methods mentioned?

Weekly phone calls to employees

Daily mood tracking

Personal leadership development

2) How are the employees motivated?

They enjoy the phone calls because the CEO asks them about their week and it allows for personal engagment

Tracking the employees mood allows them to express themself

Personal leadership development allows the employees to experience being a leader

3) Who are the main stakeholders involved?

Employees

Managment

Shareholders

Customers

4) Which motivational method do you think is most effective?

Personal phone calls because the CEO is activly engageing with the employees making them more motivated to work

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Verizon CEO shares his weekly strategy to motivate people around him—it involves actually picking up the phone

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Motivating others in the workplace can be as simple as picking up the phone, says Verizon Communications CEO Hans Vestberg. Here’s why it works for him.