Organisational Structure of The Coca-Cola Company -
February 3rd, 2011
The Coca-Cola Company (NYSE: KO) is a beverage retailer, manufacturer and marketer of non-alcoholic beverage concentrates and syrups. The company is best known for its flagship product Coca-Cola, invented by pharmacist John Stith Pemberton in 1886. The Coca-Cola formula and brand was bought in 1889 by Asa Candler who incorporated The Coca-Cola Company in 1892. Besides its namesake Coca-Cola beverage, Coca-Cola currently offers more than 500 brands in over 200 countries or territories and serves 1.6 billion servings each day.
The company operates a franchised distribution system dating from 1889 where The Coca-Cola Company only produces syrup concentrate which is then sold to various bottlers throughout the world who hold an exclusive territory. The Coca-Cola Company owns its anchor bottler in North America, Coca-Cola Refreshments.
The Coca-Cola Company is headquartered in Atlanta, Georgia. Its stock is listed on the NYSE and is part of DJIA, S&P 500 Index, the Russell 1000 Index and the Russell 1000 Growth Stock Index. Its current chairman and CEO is Muhtar Kent.
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The concern as to whether or not the organisational strategy has dominance over organisational culture seems to be more of a conundrum than an authentic investigation of the facts. The arguments and observations above indicate that each idea is very important for any organisation in their own individual rights. The studies mentioned above point out the requirement for flexibility as the market will constantly find means to wobble the very core of trade. To address this demanding temperament of the market, organisations like Rubber Inc must strike a balance involving the internal and external settings of the company. The observations above have projected a method to attain this objective. The discussions maintain the significance of use of recognizing the organizational behavior and culture in the company.
Personally, the task assignment has given me a glimpse of the practical elements involved in the operations of the organization. Particularly, I have found out the specific reasons why a particular business unit tends to reject development. This could be because of the fact that they will be veering away from what is comfortable. The problem is that in reality change is constant. This is needed to maintain the possibility of organizational development. It is then up to the managers and those that hold strategic positions in the organization to serve as change agents. It is their job to usher the company to a safe transition so as to ensure continuity as it was indicated above.
It also dawned upon me that the uncooperative employee will always be present. This verifies the classical theory of Theory X and Theory Y. However, the current model of cognitive dissonance allows managers such as that of the COO to prevail over the problem by inducing certain elements to make the employees conform. With the possibility of recession in our midst, the importance of employment could not be stressed enough. There have been reports that certain companies have taken the plunge and submitted to the toll of the economic slump. Companies like Rubber Inc are very fortunate that they are still in operation. This fact should be stressed on the employees as a whole. If they are to stay uncooperative then they will face adverse consequences. However, this should only be acquired as a last resort. This should only be taken after all the means towards conciliation and collaboration has been exhausted.
Last edited by netrashetty; February 3rd, 2011 at 11:25 AM..