Organizational Behavior Addressing the Team's Problems

Document Type:Thesis

Subject Area:Business

Document 1

Over the course of the company history, its strategic structuring at an international level was characterized by flexibility in order to fit and comply with the sensitivity of the market within the specific region of operation. This involved the overall managerial and operational system not only being based on internal factors but as well as integrating external factors that focused mainly on the relationship to the company subordinates located in bottling facilities around the world. One of the most appealing approaches applied by the company was how it ran operations on a well-developed and clear direction known as the COCA-COLA SYSTEM. It involved identification that the key role of the company included the production of ingredients – syrups and concentrates which were sold and supplied to the authorized bottling subordinates who are mandated in production, marketing and distribution operations.

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The external relationship underlying this system was the key source of strength and growth for the company since it was able to establish a close and healthy relationship with bottling subordinates to maintain and adhere to quality and services requirements. This contributed as well to the establishment of trust which was essential to every relationship within and outside the company operations. In return, the customers were able to put their relationship on the brand and its products to be of high quality and satisfactory to their needs. With a relationship defined by trust, the company bottling subordinates around the world were able to operate in the assurance that the company had the best interest of the system in place which allowed them to raise their voice and be heard by the top management.

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To sustain the relationship, Coca-Cola Company maintained a free and open information exchange by organizing meetings, brief sessions and conducting frequent surveys to gather employee complains and suggestions. In conclusion, Coca-Cola Company had an effective management that understood situations of risks and uncertainties for a multinational organization was inevitable. From the case study above, organizational culture encompasses expectations and philosophy as well as the experiences that are crucial guidelines to how each person behaves, interacts both from internal and external of the organization. In relation to this case, organizational culture is a vital strength to an organization when it is more about having shared customs and beliefs. From the case study, explain how the concept identified is implemented effectively and successfully in the organization.

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Coca-Cola Company has a unique organizational culture which firstly enhances brand recognition through its organizational structuring. The company success is driven by its flexible structure that requires paying more attention towards the market in the area of operation rather than having one homogenous system that could backfire in some areas. If you were consulted by the organization to offer a comprehensive plan on how to implement the concept. What would you recommend? For a multinational organization like Coca-Cola its decision-making process may be inclusive but inadequate since the final decisions are made by the few – board members. Despite operating on decentralized strategy which cannot match with any other global organization, I would recommend, first, that decision-making process to have frequent changes of its directors to handle most essential and relevant tasks.

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