Description
The Coca-Cola Company consists of just a three layers of flat hierarchy. Due to this the top level management has the duty of setting the goals and objectives of the company. Planning is also done by the upper level managers. In most of the companies the strategic goals are made for long term but Coca-Cola Company's goals are set for only three years, they change their strategies after every three years.
BMGT 500 GMB/NE/0645/05/14
BMGT 500 – Principles of Management
Management styles & Leadership practices at Coca-Cola.
Report sumitte! to
Prof. Chepkilot
"n partial fulfillment for t#e a$ar! of t#e !egree of
MASTER OF BS!"ESS A#M!"!STRAT!O" $MBA%
B%
&esse G' Mun%ua
GMB/NE/0645/05/14
Kabarak University Nakuru Town Campus
Ta&le o' Contents
1'0 "ntro!uction'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(
('0 )istor% of t#e *ompan%''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(
Management styles & Leadership practices at Coca-Cola. (
M+TG 510
GMB/NE/0645/05/14
,'0 Mission an! -ision''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''',
4'0 *ulture an! .alues''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''5
5'0 /rgani0ational 1esign''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''6
6'0 /rgani0ation 2tructure''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''3
4'0 /rgani0ational goals'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''5
3'0 6ea!ers#ip 2t%le'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''10
3'1 *ore *apailities'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''11
5'0 Management 2t%les'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1(
5'1 1emocratic''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1(
5'( 7utocratic''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1,
5', 6aisse08faire management st%le''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''14
5'4 *onsultati.e !emocratic''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''14
5'5 Team 9or:''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''15
5'6 Emplo%ee Engagement''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''16
10'0 Management ;unctions of *oca8*ola *ompan%''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''16
10'1 Planning''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''16
10'1'1 2trategic Goals''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''14
10'1'( Tactic Goals''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''14
10'1', /perational Goals'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''14
10'1'4 1ecision Ma:ing'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''13
10'( /rgani0ing'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''13
10'('1 1epartmentali0ation''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''15
10'('( 9or: 2peciali0ation''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(0
10'(', 1elegation an! 7ccountailit%'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(0
10'('4 Resource 7llocation''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(0
10'('5 /rgani0ing t#e )uman Resources''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(0
10', 6ea!ing''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(1
10','1 Moti.ation'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(1
10','( *ommunication'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''((
10',', *orporate *ulture'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''((
10'4 *ontrolling''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''((
1
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
10'4'1 2ales Person<s Reporting 2%stem''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''((
10'4'( 2ales Person E.aluating 2%stem'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(,
Reference'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(4
(
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
(.) !ntrod*ction
T#e *oca8*ola *ompan%= a retailer= manufacturer an! mar:eter of non8alco#olic
e.erages= is a mar:et lea!er in its in!ustr% currentl% offering more t#an 500 ran!s in o.er (00
countries or territories' T#e compan% operates a franc#ise! !istriution s%stem !ating from 1335
$#ere t#e *oca8*ola *ompan% onl% pro!uces s%rup concentrate $#ic# is t#en sol! to .arious
ottlers t#roug#out t#e $orl! $#o #ol! an e>clusi.e territor%' T#e *oca8*ola *ompan%
#ea!?uartere! in 7tlanta= Georgia o$ns its anc#or ottler in Nort# 7merica= *oca8*ola
Refres#ments'
T#is e#emot# #as manage! to maintain its position as a mar:et lea!er for o.er a #un!re! %ears
an! is still going strong' T#is paper e>plores t#e #istor%= mission= .ision= an! organi0ational
structure an! management functions of t#e *oca8*ola *ompan% an! tries to e>plain lea!ers#ip
an! some management st%les applie! % t#e compan%'
+.) ,istory o' the Company
*oca8*ola is a multinational compan% $#o starte! its usiness on Ma% 1336 in 7tlanta as
a e.erage @formal !rin:A in!ustr%' 1r' &o#n 2t%t# Pemerton ma!e a coug# s%rup $#ic# #e
name! Bco:eC on 3
t#
ma% 1336' "ts price $as 5 cent per glass an! $as a.ailale at t#e largest
p#armac% of 7tlanta :no$n % t#e name of &aco<s P#armac%' 6ater on it $as purc#ase! % a
$ell8:no$n usinessman 7sa Griggs *an!ler $#o intro!uce! it as a Bcaronate! soft !rin:C in
t#e mar:et an! #i! mar:eting tactics le! co:e to *oca8*ola an! it !ominate! t#e mar:et of
caronate! soft !rin:s t#roug#out t#e t$entiet# centur%'
"n 1355 t#e compan% starte! to sell t#eir pro!uct co:e in ottles $#ic# $as a strateg% of t#e
compan% to e recogni0e! $ell in t#e "nternational mar:et' T#eir strateg% $or:e! an! t#e ottle!
form of co:e $as successfull% recogni0e! all o.er t#e $orl! in t#e eginning of 1356' No$ a
!a%<s *oca8*ola is t#e most famous an! #ig#l% consume! ran! in all o.er t#e $orl!
@9i:ipe!ia= (014A'
,
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
-.) Mission and .ision
T#e compan% is facing a #uge numers of c#allenges from all o.er t#e $orl!' *ompetitors are
coming up $it# ran! ne$ strategies t#at t#reaten *oca8*ola' T#e compan%<s mission is to
continue t#ri.ing as a usiness o.er t#e ne>t ten %ears an! e%on!' T#e compan% is loo:ing
a#ea!= un!erstan!ing t#e tren!s an! forces t#at $ill s#ape its usiness in t#e future an! mo.ing
s$iftl% to prepare for $#atDs to come' T#atDs $#at t#e compan%<s (0(0 -ision is all aout' "t
creates a long8term !estination for t#e usiness an! pro.i!es it $it# a ERoa!mapE for $inning
toget#er $it# its ottling partners'
Mission
B/ur Roa!map starts $it# of our mission= $#ic# is en!uring' "t !eclares our purpose as a
compan% an! ser.es as a stan!ar! against $#ic# $e $eig# our actions an! !ecisions'
a' To refres# t#e $orl!'
' To inspire moments of optimism an! #appiness'
c' To create .alue an! ma:e !ifference'C
*oca8*ola #as use! t#e $or! Broa!mapC $#ic# in!icates t#at t#eir mission statement is positi.e
an! optimistic ecause t#e%<re sa%ing t#ere<s a future to loo: for$ar! to' T#eir mission is a
stan!ar! to $#ic# t#e% create .alues an! ma:e !ifferences in communities too poor to affor!
e.en asic necessities' 2o *oca8*ola !eci!es to fun! t#ese communities an! in turn t#e% create a
ne$ place to generate profits @T#e *oca8*ola *ompan%= (014A'
.ision
B/ur .ision ser.es as t#e frame$or: for our Roa!map an! gui!es e.er% aspect of our usiness
% !escriing $#at $e nee! to accomplis# in or!er to continue ac#ie.ing sustainale ?ualit%
gro$t#'
a' /eople0 Be a great place to $or: $#ere people are inspire! to e t#e est t#e% can e'
' /ort'olio0 Bring to t#e $orl! a portfolio of ?ualit% e.erage ran!s t#at anticipate an!
satisf% people !esires an! nee!s'
c' /artners0 Nurture a $ining net$or: of consumers an! suppliers= toget#er $e create
mutual= en!uring .alue'
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Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
!' /lanet0 Be a responsile citi0en t#at ma:es a !ifference % #elping uil! an! support
sustainale communities'
e' /ro'it0 Ma>imi0e long term return to s#areo$ners $#ile eing min!ful of our o.erall
responsiilities'
f' /rod*cti1ity0 Be a #ig#l% effecti.e= lean an! fast mo.ing organi0ation'C @T#e *oca8*ola
*ompan%= (014A'
O&2ecti1es
T#e main oFecti.es for t#e *oca8*ola *ompan% are to e gloall% :no$n as a usiness t#at
con!ucts usiness responsiilit% an! et#icall% an! to accelerate sustainale gro$t# to operate in
tomorro$Ds $orl!' B% #a.ing t#ese oFecti.es= it forms t#e foun!ation for companies in t#e
!ecision ma:ing process @T#e *oca8*ola *ompan%= (014A'
B% #a.ing oFecti.es= t#e *oca8*ola *ompan% can stri.e to$ar!s a goal an! create ne$ !rin:s'
9it# oFecti.es= t#e% can continue to plan for t#e ne>t fi.e to ten %ears' *oca8*ola can spen!
more time in creating ne$ $a%s to commerciali0e t#eir pro!uct e.er%$#ere' 2uc# as #elping
local communities an! supporting t#em financiall% so t#e% can create more usinesses an!
ma>imi0e profit'
Strategies and Tactics
T#e *oca8*ola *ompan% aims to e gloall% :no$n= t#e% !o t#is % targeting !ifferent areas
across t#e gloe $it# !ifferent pro!ucts= gaining t#eir ran! name an! popularit%' 7ll t#e ottling
partners $or: closel% $it# t#eir customers suc# as con.enience stores= grocer% stores= mo.ie
t#eaters an! street .en!ors to create an! use locali0e! strategies !e.elope! in partners#ip $it#
t#e *ompan%' T#eir competition $it# ot#er e.erage companies are also narro$e! !o$n as t#e%
o$n .arious ran!s t#at coul! e possile competition' ;or e>ample= t#e compan% sells *o:e
$it#out t#e competition of ot#er popular soft !rin: ran!s li:e 2prite an! ;anta ecause t#e
compan% o$ns t#ose ran!s as $ell' T#e compan% often re.ie$s an! e.aluates t#eir usiness
plans an! performance to impro.e t#eir earnings an! anal%0e t#eir competiti.e position in t#e
mar:et' T#e% ma:e !ecisions in realigning t#eir usiness mo!els to matc# t#e oFecti.es of t#e
compan% % using strategies an! tactics in t#e anal%sis of t#eir performance @T#e *oca8*ola
*ompan%= (014A'
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Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
3.) C*lt*re and 1al*es
E.er% usiness is ma!e up of !ifferent cultures an! t#e cultures t#at are present $it#in t#e
usiness !epen! on t#e management st%le an! t#e organi0ational structures t#at are use!' T#e
!ifferent t%pes of structures areG
? Role *ulture8 T#is is est suite! to a #ierarc#% organi0ational structure' T#is t%pe of
culture $or:s est % e.er% emplo%ee pla%ing t#e role t#at #e or s#e #as een
pre!etermine! an! correspon!s $it# t#e rules an! regulations of t#e usiness
? Tas: *ulture8 T#is culture encourages people to $or: as a teamH t#is $or:s est in a
star structure'
? Po$er *ulture8 T#is $or:s $ell in a matri> structure' "t is ase! aroun! one !ominant
in!i.i!ual/lea!er'
? Person *ulture8 t#is culture focuses on pro.i!ing a!ministrati.e #elp an! support an!
close attention to one person in t#e organi0ation @9i:ipe!ia= (014A
Role culture is t#e culture t#at *oca8*ola a!opts' T#is is $#ere all memers #a.e a !efine! Fo
or role to carr% out' Role culture is normall% split up into a numer of functions t#at are
organi0e! in a #ierarc#ical $a%' *oca8*ola $oul! !i.i!e t#emsel.es into .arious functions li:e
accounts= mar:eting an! pro!uction' T#ese also #a.e #ierarc#ical or!ering of office e>amples of
t#ese are pro!uction !irector= pro!uction managers= super.isors= tec#nicians= operati.es etc' T#is
t%pe of culture $or:s % logic an! rationalit%' Role culture is mainl% use! in large organi0ation'
"n t#is culture position in t#e main source of po$er an! rules an! proce!ures are t#e main source
of influence'
.al*es
*oca8*ola<s .alues ser.e as a compass for its actions an! !escrie #o$ it e#a.es in t#e $orl!'
T#ese .alues inclu!eG
? B6ea!ers#ipG T#e courage to s#ape a etter future
? *ollaorationG 6e.erage collecti.e genius
? "ntegrit%G Be real
? 7ccountailit%G "f it is to e= itDs up to me
? PassionG *ommitte! in #eart an! min!
? 1i.ersit%G 7s inclusi.e as our ran!s
? Iualit%G 9#at $e !o= $e !o $ellC @T#e *oca8*ola *ompan%= (014A'
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Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
Foc*s on the Mar4et
? B;ocus on nee!s of its consumers= customers an! franc#ise partners
? Get out into t#e mar:et an! listen= oser.e an! learn
? Possess a $orl! .ie$
? ;ocus on e>ecution in t#e mar:etplace e.er% !a%
? Be insatial% curiousC @T#e *oca8*ola *ompan%= (014A'
5or4 Smart
? B7ct $it# urgenc%
? Remain responsi.e to c#ange
? )a.e t#e courage to c#ange course $#en nee!e!
? Remain constructi.el% !iscontent
? 9or: efficientl%C @T#e *oca8*ola *ompan%= (014A'
Act Li4e O6ners
? BBe accountale for our actions an! inactions
? 2te$ar! s%stem assets an! focus on uil!ing .alue
? Re$ar! our people for ta:ing ris:s an! fin!ing etter $a%s to sol.e prolems
? 6earn from our outcomes 88 $#at $or:e! an! $#at !i!n<tC @T#e *oca8*ola *ompan%=
(014A'
Be the Brand
B"nspire creati.it%= passion= optimism an! fun'C @T#e *oca8*ola *ompan%= (014A'
7.) Organi8ational #esign
Before t#e nineties t#e *oca8*ola compan% $as #a.ing a centrali0e s%stem of control= ut after
sometime t#e% reali0e! t#at if t#e% #a! to meet t#e !eman!s of t#e customers t#e% s#oul! a!opt a
!ecentrali0e! s%stem in $#ic# t#e aut#orit% of !ecision ma:ing is !istriute! et$een !ifferent
managers so t#at e.er% sector can e manage! effecti.el%' T#is s%stem $as implemente! in t#e
nineties % t#e compan%<s oar! of !irectors @Gil#ul%= (014A' No$ t#e organi0ation is #a.ing t$o
groups $#o are responsile for operatingG
? Bottling "n.estments
? *orporate
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Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
/perating groups are also !i.i!e! % !ifferent regions i'e' 7frica= 7sia= Mi!!le East= European
Jnion= 6atin 7merica= Nort# 7merica etc' 7ll t#e !i.isions are furt#er !i.i!e! into geograp#ical
regions' T#is allo$s t#e local mar:et to in.ol.e in !ecision ma:ing= !ue to t#is t#e organi0ation
respon!s ?uic: to t#e c#anging !eman!s of t#e mar:et= t#is #elps t#e upper le.el managers to
concentrate on t#e long term planning of t#e organi0ation'
T#e compan%<s corporate !i.ision is fille! $it# !ifferent !epartments $#ic# are as follo$G
? ;inance 1epartment
? )uman Resource 1epartment
? Mar:eting 1epartment
? "nno.ation 1epartment
? Planning 1epartment
2ome of t#e ao.e mentione! !epartments are in t#e lo$er le.els in t#e regions of t#e compan%=
t#e !ecision ma:ing Fo is most of t#e times !one % t#e top le.el management'
2#aring t#e latest information $it# eac# ot#er is .er% fast % all t#e !epartments an! % suc#
acti.ities t#e organi0ation appears to e !oing t#eir Fo effecti.el% % alancing stan!ar!i0ation
an! mutual a!Fustment' T#e organi0ation #as ma!e t#e *o!e of con!uct $#ic# is a gui!eoo: for
t#e emplo%ees on #o$ t#e% s#oul! actK T#e !isciplinar% actions are t#e main suFects of t#e co!e
of con!uct @T#e *oca8*ola *ompan%= (014A'
T#e larger role in t#e organi0ation<s success is pla%e! % t#e mutual a!Fustments !ue to t#e
c#anges roug#t upon % t#e *E/ an! *#airman of t#e compan% (004= Ne.ile "s!ell' T#e
turno.er #as een re!uce! ecause t#e emplo%ees feel more engage! in t#e $or:' T#e
organi0ation<s gro$t# rates increase! an! t#e return of e?uit% for stoc:#ol!ers $ent from a
negati.e return to a (0 percent return' T#e c#anges roug#t % "s!ell pro.e! to e goo! for t#e
organi0ation an! t#e emplo%ees $ere also #app% $it# t#e c#ange $#ic# is reflecte! % t#e en!
results of t#e compan% @Gil#ul%= (014A'
2uc# alances are in!ispensile ecause !ue to t#em t#e emplo%ees feel some fle>iilit% an! it
also gi.es some time to t#e organi0ation to forecast t#eir future plans aout t#e organi0ation' T#e
structure of t#e *oca8*ola *ompan% is ma!e up of ot# BMec#anistic L /rganicC mo!els' T#e
*oca8*ola Be.erage *ompan% mainl% focuses on t#e responsi.eness @Gil#ul%= (014A'
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Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
7ll t#e comple> integrating mec#anisms are t#e c#aracteristics of t#e organic structure' T#e
compan% uses sur.e% an! inter.ie$s for t#e flo$ of information from ottom to up= latterl% t#e
information is e>c#ange! o.er t#e intranet' T#e sur.e%s #a.e ma!e t#e *oca8*ola *ompan% to
elie.e of simplification an! stan!ar!i0ation' *entrali0ation an! stan!ar!i0ation are associate!
$it# mec#anistic structure @Gil#ul%= (014A'
T#e mi> of t#e t$o structures loo:s to e i!eal for t#e organi0ation' 9#en organi0ation $ants to
appeal to a #uge in!epen!ent mar:et= on one #an! it re?uires to e fle>ile an! on t#e ot#er #an!
to e more efficient in pro!uction' *oor!ination is eas% for t#e compan% $#en it uses comple>
integrating mec#anisms' 1ue to centrali0ation t#e organi0ation goals an! organi0ational c#oices
are :ept align' No$ t#at t#e information in t#e compan% is flo$ing .er% easil%= t#e top le.el of
management $ill recei.e t#e information muc# faster !ue to t#e organi0ation<s fle>iilit% an!
responsi.eness'
Recentl% t#ere $as a s#ift in t#e organi0ation to ma:e it more !ecentrali0e! an! organic $#ic#
correspon!e! $it# ?uite uncertaint% $it# organi0ation'
9.) Organi8ation Str*ct*re
*oca8*ola is BTallC in terms of organi0ational comple>it%' *oca8*ola is controlle! t#roug# a
.ertical #ierarc#%= $it# !ecision8ma:ing aut#orit% resi!ing $it# t#e compan%<s upper
management' 1ail% an! routine !ecisions are ma!e % t#e line managers at t#e mi!!le le.el
@Nara%an= (010A'
*oca8*ola #as more t#an 400=000 s%stem emplo%ees= inclu!ing t#eir ottling partners' T#e
compan%<s operations reac# o.er (00 countries $orl!$i!e= $it# si> geograp#ic operating
segments' *oca8*ola<s #ea! office is responsile for pro.i!ing t#e compan% $it# an o.erall
!irection an! support to t#e regional structure' T#e compan%<s E>ecuti.e *ommittee ma:es :e%
strategic !ecisions for t#e compan%' T#e *#air of t#e E>ecuti.e *ommittee acts as a figure#ea!
for t#e compan% an! c#airs t#e oar! meetings' )e is also t#e *E/ an! is t#e senior !ecision
ma:er @Nara%an= (010A'
Eac# !i.ision of t#e compan% #as a mar:eting manager= pulic affairs !irector= finance !irector=
etc' 9#en one of t#ese !i.isions is planning to !o somet#ing= an a!.ertising campaign for
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e>ample= t#e !i.ision #as to communicate $it# t#eir superiors to get appro.al' 2ince t#e
compan%<s #ierarc#% is so tall= communication #as to tra.el ac: to corporate #ea!?uarters in t#e
J'2= $#ere t#e E>ecuti.e *ommittee #as t#e final !ecision ma:ing po$er for acti.ities t#e
!i.isions #a.e propose!' Belo$ is an organi0ational c#art of t#e compan% @Gil#ul%= (014A'
:.) Organi8ational goals
*oca8*ola is ot# effecti.e an! efficient= as t#e% #a.e ma!e it t#eir oFecti.e to succee! in t#ese
areas' *oca8*ola is more focuse! on efficienc% t#an effecti.eness= ut t#e% still ac#ie.e in ot#'
Regar!less of $#at t#e% speciali0e in= t#eir organi0ational goal is to ma>imi0e profits for
s#are#ol!ers % selling *oca8*ola pro!ucts $orl!$i!e to a $i!e range of customers' T#e% are
ale to !o t#is % #a.ing a .er% .erticall% #ierarc#ical organi0ation t#at allo$s t#em to ta:e
a!.antage of a lo$ cost strateg%= limiting e>penses an! increasing re.enues'
;.) Leadership Style
;or effecti.e lea!ers#ip= t#ere can e no sustitute for strategic t#in:ing an! tireless= relentless
e>ecution' T#ere can e no alternati.e for attracting an! retaining t#e asolute est people to lea!
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an! creating a !%namic en.ironment for t#em' 7n! t#ere can e no Fo more important t#an
communicating effecti.el% $it# %our customers an! all %our :e% sta:e#ol!ers' *oca8*ola
ac#ie.es t#is % formulating a clear an! compelling .ision= getting t#eir s%stem aligne! e#in! it=
e>ecuting an! constantl% communicating intentions'
6etDs face itH .ision $it#out e>ecution is merel% !a%!reaming' 7n! e>ecution $it#out .ision is
li:e running in t#e !ar: 8 %ouDre mo.ing ut proal% not in t#e rig#t !irection' *oca8*ola
un!erstan!s t#at capturing ne$ opportunities is going to re?uire ot# .ision an! e>ecution across
t#e compan% an! its $on!erful s%stem of ottling partners' T#atDs $#ere t#e compan%<s .ision
$#ic# t#e% call -ision (0(0 comes into pla%' "tDs a loo: at $#ere t#e compan% an! its ottling
partners nee! to e #ea!ing in t#e future' T#e .ision is centere! on capturing unprece!ente!
opportunities emerging in future $it#in t#e gloal non8alco#olic e.erage in!ustr% @T#e *oca8
*ola *ompan%= (014A'
T#e compan%<s .ision is to #arness ne$ $ealt#= ne$ e.erage re?uirements an! ne$ inno.ations
to accelerate gro$t# an! create t#e $orl!Ds most respecte! consumer goo!s s%stem' 6ea!ers at
*oca8*ola #a.e create! a clear an! compelling .ision for t#eir organi0ation= an! $or: to inspire
t#eir people to ac#ie.e t#at .ision' E?uall% important is getting t#e ottling s%stem lea!ers#ip
an! compan% emplo%ees aligne! e#in! t#e .ision'
Mu#tar +ent is *#airman of t#e Boar! an! *#ief E>ecuti.e /fficer of T#e *oca8*ola *ompan%'
Mr' +ent Foine! T#e *oca8*ola *ompan% in 7tlanta in 1543 an! #as #el! a .ariet% of mar:eting
an! operations roles t#roug#out #is career' "n 1535= #e $as appointe! General Manager of *oca8
*ola Tur:e% an! *entral 7sia' ;rom 1535 to 1555= #e ser.e! as Presi!ent of t#e *ompan%Ds East
*entral Europe 1i.ision an! 2enior -ice Presi!ent of *oca8*ola "nternational= $it#
responsiilit% for (, countries' Bet$een 1555 an! 1553= Mr' +ent ser.e! as Managing 1irector
of *oca8*ola 7matil8Europe= co.ering ottling operations in 1( countries @T#e *oca8*ola
*ompan%= (014A'
"n an inter.ie$ $it# Management Para!ise'com= t#e *E/ states= Bm% Fo is to create a climate of
success for our people an! inspire t#em to ac#ie.e t#e .ision $e #a.e create! for our usiness'
T#atDs reall% t#e true essence of lea!ers#ipC' 7t t#e en! of t#e !a%= it all comes !o$n to
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e>ecution' ;or T#e *oca8*ola *ompan%= e>ecution in.ol.es focusing on t#ree core capailities
ofG
• *onsumer mar:eting 8 $#ic# generates t#at on! an! emotional connection $it#
consumers'
• *ommercial lea!ers#ip 8 $#ic# in.ol.es all t#e strategic actions ta:en $it# o.er (0
million retail customers $#o sell *oca8*ola ran!s aroun! t#e $orl! eac# !a%'
• 7n! franc#ise lea!ers#ip 8 $#ic# is $or:ing $it# its ,00 ottling partners aroun! t#e
$orl! to create greater s%stem alignment @2#ett%= (011A'
3'1 *ore *apailities
Cons*mer Mar4eting
Mar:eting in.estments are !esigne! to en#ance consumer a$areness of an! increase consumer
preference for *oca8*ola ran!s' T#is pro!uces long8term gro$t# in unit case .olume= per capita
consumption an! t#e compan%<s s#are of $orl!$i!e nonalco#olic e.erage sales' T#roug#
relations#ips $it# ottling partners an! t#ose $#o sell *oca8*ola pro!ucts in t#e mar:etplace=
t#e compan% creates an! implements integrate! mar:eting programs= ot# gloall% an! locall%=
t#at are !esigne! to #eig#ten consumer a$areness of an! pro!uct appeal for ran!s'
Commercial Leadership
T#e *oca8*ola s%stem #as millions of customers aroun! t#e $orl! $#o sell or ser.e t#eir
pro!ucts !irectl% to consumers' T#e compan% focuses on en#ancing .alue for t#ese customers
an! pro.i!ing solutions to gro$ t#eir e.erage usinesses' *oca8*ola<s approac# inclu!es
un!erstan!ing eac# customerDs usiness an! nee!s= $#et#er t#at customer is a sop#isticate!
retailer in a !e.elope! mar:et or a :ios: o$ner in an emerging mar:et' 9e focus on ensuring
t#at our customers #a.e t#e rig#t pro!uct an! pac:age offerings an! t#e rig#t promotional tools
to !eli.er en#ance! .alue to t#emsel.es an! t#e *ompan%'
Franchise Leadership
T#e *oca8*ola *ompan% must continue to impro.e its franc#ise lea!ers#ip capailities to gi.e
t#e compan% an! its ottling partners t#e ailit% to gro$ toget#er t#roug# s#are! .alues= aligne!
incenti.es an! a sense of urgenc% an! fle>iilit% t#at supports consumersD al$a%s c#anging nee!s
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an! tastes' T#e financial #ealt# an! success of ottling partners are critical components of t#e
*ompan%Ds success' T#e compan% $or:s $it# t#e ottling partners to i!entif% s%stem
re?uirements t#at enale t#em to ?uic:l% ac#ie.e scale an! efficiencies= an! t#e compan% s#ares
est practices t#roug#out t#e ottling s%stem' *oca8*ola<s s%stem lea!ers#ip allo$s it to
le.erage ac?uisitions to e>pan! its .olume ase an! en#ance margins @J22E*= (005A'
Jn!er t#e lea!ers#ip of Mu#tar +ent= its !%namic *#airman an! *E/= *o:e #as ma!e a strong
commitment to inclusi.eness' 2ince Mu#tar +ent too: t#e #elm of *oca8*ola= in &ul% (003= #e
#as set a course for amitious= long8term gro$t# $it# t#e goal of !ouling re.enue % (0(0'
+ent #as trie! to reFu.enate an in$ar!8loo:ing= BarrogantC corporate culture an! #as rein.este!
cost8cutting !i.i!en!s in ran! !e.elopment'
<.) Management Styles
7 management st%le is an o.erall met#o! of lea!ers#ip use! % t#e manager' T#e success t#at t#e
management team at *oca8*ola #as in moti.ating its emplo%ees to meet t#eir oFecti.es is ase!
on t#e management st%le t#e% a!opt' T#ere are t#ree main management st%les !emocratic=
autocratic an! t#e laisse08faire st%le'
T#e *oca8*ola *ompan% uses t#e follo$ing management st%les= ut eac# one in !ifferent
!epartments' T#ere are t#ree main t%pes of management st%les use! in usinessesG
5'1 1emocratic
T#e !emocratic lea!ers#ip st%le consists of t#e lea!er= s#aring t#e !ecision ma:ing ailities $it#
t#e group memers % promoting t#e interests of t#e group memers an! % practicing social
e?ualit%'
T#is emp#asi0es on group agreements to generate ne$ i!eas' T#ere are t$o t%pes of !emocratic
management st%lesH !emocratic an! consultati.e !emocratic' 1emocratic is $#ere all t#e
managers= Funior managers an! emplo%ees are in.ol.e! in t#e i!eas an! final !ecision process'
/ut of all t#e $or:ers= no8one #as a #ig#er le.el t#an t#e ot#ers in t#is management st%le'
1emocratic st%le is t#e management st%le t#at *oca8*ola a!opts' T#is sort of management st%le
in.ol.es empo$erment' "n t#is management st%le in!i.i!uals an! teams are gi.en
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responsiilities an! !ecisions to ma:e= usuall% $it#in a gi.en frame$or:' "f an%t#ing $rong
#appens t#en t#e in!i.i!uals an! teams are t#en #el! responsile for t#e !ecisions t#at are
c#osen' 9it# t#is t%pe of management st%le it allo$s t#e manager to feel comfortale $it# ot#er
people in t#e organi0ation ma:ing some of t#e !ecisions' 1emocratic managers $ill often $ant
fee!ac: from t#eir emplo%ees on !ecisions eing ma!e' 1emocratic lea!ers listen an! act on
t#e opinions of t#e group' T#is t%pe of management is goo! as it ma:es t#e emplo%ees #app% an!
pro!ucti.it% is #ig#' T#is is a .er% goo! met#o! ecause emplo%eeDs t#oug#ts an! suggestions
are listene! to % t#e usiness' T#is ma:es t#e emplo%ees seem as if t#e% are respecte! an! t#at
t#eir t#oug#ts are .ali!'
;ee!ac:s from managers at *oca8*ola<s ottling s%stem across t#e gloe pro.i!e .ital
information t#at is incorporate! in t#eir strategies'
5'( 7utocratic
T#e aut#oritarian lea!ers#ip st%le or autocratic lea!er :eeps strict= close control o.er t#e
follo$ers % :eeping close regulation of t#e policies an! proce!ures gi.en to t#e follo$ers' To
:eep main emp#asis on t#e !istinction of t#e aut#oritarian lea!er an! t#eir follo$ers= t#ese t%pes
of t#e lea!ers ma:e sure to onl% create a !istinct professional relations#ip'
9#ere t#e lea!er ma:es all t#e !ecisions= t#ere is no negotiation an! is .er% prescripti.e an!
t#ere is little Fo satisfaction' )o$e.er= t#e Fo gets !one ?uic:l% an! t#ere is less conflict
et$een !ifferent i!eas' T#is st%le is #ar!l% use! among t#e compan% as t#e% elie.e t#at t#e
lac: of input coul! lea! to poor results' 7utocratic !oes sa.e a lot of time as ?uic: !ecisions can
e ma!e an! t#ere is no time $aste! on !iscussion resulting in t#e usiness sa.ing time an!
mone%'
/n t#e factor% floor at *oca8*ola= t#ere is an autocratic s%stem of management $#ere t#e
emplo%ees are controlle! % t#e managers an! follo$ t#eir proce!ures'
5', 6aisse08faire management st%le
T#e *oca8*ola *ompan% #as a culture t#at is run in t#e laisse08faire st%le meaning t#e M#an!s
off< approac#' T#e laisse0 faire st%le is sometimes !escrie! as t#e E#an!s offE lea!ers#ip st%le
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ecause t#e lea!er !elegates tas:s to t#eir follo$ers= $#ile pro.i!ing little or no !irection to t#e
follo$ers'
"f t#e $or:ers are meeting t#eir +e% Business "n!icators= t#en t#e managers an! t#e !irectors of
t#e compan% ta:e t#is rela>e! st%le of coor!inating t#eir usiness' T#e% #a.e a .ision to Mrefres#
e.er%one e.er%!a% <an! t#e .alues Mto ta:e pri!e in t#eir $or: = to e #onest = fair an!
!etermine! to $in an! #a.e a passion for t#eir actions<'
5'4 *onsultati.e !emocratic
T#is is $#ere t#e managers allo$ t#e emplo%ees to ma:e t#e i!eas ut t#e i!eas are for$ar!e! to
t#e e>ecuti.eDs or t#e manager consults t#eir team to ma:e t#e final !ecision' *oca8*ola applies
consultati.e management st%le to t#e compan% more as t#ere can e less conflict for $#at t#e
final !ecision is' T#e a!.antage of t#is is t#at it #elps to moti.ate staff as t#e% are a$are t#at t#e%
#a.e a sa% in t#e compan% to some e>tent' T#e !isa!.antages of t#is t#at t#e process is .er% time
consuming an! effort $ill e nee!e! % a manager to !o t#is'
Management encourages emplo%ees to set goals in line $it#in t#e organi0ation aims' T#ere are
re.ie$e! regularl% in performance appraisals' T#e a!.antages of t#is st%le are t#at it $ill
increase efficienc% of in!i.i!uals an! #elp to moti.ate t#em an! train t#em so t#e% are
pro!ucti.e'
T#e $orl!Ds premier mar:eter an! e.erage in!ustr% lea!er for more t#an 113 %ears= *oca8*ola
are focuse! on t#e strategic $or
lace programs t#at #elp assure t#e success of t#eir
commitment to emracing t#e similarities an! !ifferences of t#e people= cultures an! i!eas' T#e
strategies *oca8*ola uses to ac#ie.e t#ese oFecti.es inclu!e t#e use of certain mec#anisms t#at
facilitate suc# communication to ta:e place' T#ese mec#anisms inclu!e t#e use ofG
#i1ersity Ad1isory Co*ncil
T#e *ompan%<s corporate 1i.ersit% 7!.isor% *ouncil consists of t#e representati.e group of
emplo%ees from all t#e le.els= functions an! usiness units of t#e organi0ation' T#e *ouncil
!e.elops recommen!ations for all t#e senior management on a!.ancing t#e compan%Ds efforts=
to$ar!s ac#ie.ing its !i.ersit% oFecti.es'
Employee For*ms
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*oca8*ola elie.es t#at t#e sense of communit% en#ances t#eir ailit% to attract= retain an!
!e.elop !i.erse talent an! i!eas as t#e source of competiti.e usiness a!.antage' T#roug#
emplo%ee forums= t#e emplo%ees can connect $it# t#eir colleagues $#o s#are similar interests
an! ac:groun!s'
"n t#ese forums an! else$#ere= t#e emplo%ees support eac# ot#erDs personal an! t#e professional
gro$t# an! en#ance t#eir in!i.i!ual an! collecti.e ailit% to contriute to t#e compan%' T#e
success at *oca8*ola is !ue to t#eir laisse08faire culture an! t#e culture is important ecause it
can affect t#e people an! t#e t#ings to !o $it# t#e usiness'
T#e compan%<s culture is generall% in.iting an! managers get along $ell $it# t#e staff' 2taff
memers #a.e less stress to !eal $it# an! a frien!l% en.ironment to $or: in= t#us $or: is !one
more efficientl%'
5'5 Team 9or:
Team $or: is a su culture $it#in t#e *oca8*ola *ompan%' Teams are accountale for acti.ities
li:eG
? Iualit%
? Jtili0ation an!
? Niel!
9it#in t#e s%stem= t#ere nee!s to e a alance of Jtili0ation= spee! t#e factor% $or:s at= an! t#e
Niel!' 9or:ing toget#er in teams pro.i!es t#e cooperation necessar% to ac#ie.e t#is smoot#l%'
5'6 Emplo%ee Engagement
7not#er part of t#e culture an! t#e management st%le at t#e *oca8*ola *ompan% is its emplo%ee
engagement' Emplo%ee engagement consists of t#e follo$ing fi.e pointsG
? Reali0ations t#at !eli.er% of t#e #ar! stuff is simpl% not enoug#'
? /penl% ac:no$le!ging t#is to t#e $or:force'
? 1oing $#at it ta:es to engage e.er% emplo%ee in t#e space of 16 !a%s'
? "n.ol.ing e.er%one in t#e !esign of t#e management st%le consistent $it# .ision an! t#e
.alues'
? "!entif%ing talente! in!i.i!uals across t#e operation to act as t#e internal facilitators to
train out t#e ne$ e#a.ioral stan!ar!s @T#e *oca8*ola *ompan%= (014A'
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().) Management F*nctions o' Coca-Cola Company
T#ere are four maFor functions of management of t#e *oca8*ola *ompan% $#ic# are as follo$G
1' Planning
(' /rgani0ing
,' 6ea!ing
4' *ontrolling
10'1 Planning
T#e *oca8*ola *ompan% consists of Fust a t#ree la%ers of flat #ierarc#%' 1ue to t#is t#e top le.el
management #as t#e !ut% of setting t#e goals an! oFecti.es of t#e compan%' Planning is also
!one % t#e upper le.el managers'
().(.( Strategic =oals
"n most of t#e companies t#e strategic goals are ma!e for long term ut *oca8*ola *ompan%<s
goals are set for onl% t#ree %ears= t#e% c#ange t#eir strategies after e.er% t#ree %ears' T#e goals
are set % t#e Managing 1irectors of t#e compan% after getting t#e clearance from t#e
#ea!?uarters' E.er% %ear in t#e annual meeting t#e% #a.e a re.ie$ of t#eir strateg% to ma:e sure
t#e% are mo.ing $it# t#e c#anging en.ironment in t#e mar:et'
T#e follo$ing are t#e strategic goals of *oca8*ola *ompan%G
B
? To continue to e an organi0ation pro.i!ing t#e ?ualit% pro!ucts to t#e .aluale
customers'
? To select an! retain t#e professional people for t#e organi0ation'
? To proFect an outstan!ing corporate image'
? To satisf% t#e customer t#roug# e>tra or!inar% ser.ice an! an e>cellent ser.ice
? 7 along $it# t#e complete tactical an! operational support'C @T#e *oca8*ola
*ompan%= (014A'
().(.+ Tactic =oals
Tactic goals are set at t#e en! of t#e %ear at annual asis' T#e top le.el management !eci!es
t#ese goals $it# t#e consultation of t#e lo$er le.el emplo%ees' T#e follo$ing are t#e tactic goals
of t#e compan%G
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Management styles & Leadership practices at Coca-Cola.
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C
? To increase t#e re.enues % (0O as compare! to last %ear'
? To increase t#e total retail customers % aroun! 10O
? To increase t#e mar:et s#are % 5O
? To reacti.ate t#e !iscontinue! customers % ,0OC @T#e *oca8*ola *ompan%=
(014A'
().(.- Operational =oals
T#e operational goals are also set % t#e Managing 1irector of t#e compan%' Before
implementing t#ese goals t#e manager consult t#em $it# lo$er le.el emplo%ees an! after
con.incing t#em t#e% implement t#e goals officiall%' "n t#is t%pe of goals t#e compan% uses
Management % oFecti.es @MB/A' E.er% emplo%ee assigne! is tol! aout $#at t#e organi0ation
is e>pecting from #im/#er an! t#en #is e.aluation is !one on t#e asis of organi0ation<s rules an!
regulations @T#e *oca8*ola *ompan%= (014A'
().(.3 #ecision Ma4ing
1ecision ma:ing process is centrali0e! in t#e compan%' T#e classical mo!el is use!= t#e top le.el
managers ta:e t#eir time in ma:ing t#e !ecisions an! all t#e possile alternati.es are :ept in
min! efore going for t#e rationall% economic solution'
T#e top le.el managers !on<t consult $it# an% emplo%ee in case of programme! !ecision
ma:ing' T#e or!inar% routine !ecisions are ma!e % t#e line managers of t#e mi!!le le.el
management after getting t#e permission from t#e general manager'
T#e follo$ing are t#e !ecisions $#ic# are ta:en % t#e top le.el of management in t#e *oca8
*ola *ompan%G
B
? T#e pac:age positioning
? Tra!e !iscounts
? 7!.ertisements
? Price re!uctions
? 1istriution'C
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"n recruitment of ne$ emplo%ees t#e top le.el management appro.es t#e .acancies an! t#e
)uman *apital 1epartment is as:e! to con!uct a $ritten test suc# :in! of tests are con!ucte! for
t#e emplo%ees of lo$er le.el' T#e prospecti.e applicants are s#ot liste! t#roug# t#e inter.ie$
process' 7fter ta:ing t#e inter.ie$ of t#e applicant t#e operation manager an! t#e general
manager ma:e t#e final !ecision of selection of t#e emplo%ee @T#e *oca8*ola *ompan%= (014A'
10'( /rgani0ing
/rgani0ing is t#e secon! management function' T#e follo$ing steps are ta:en % t#e *oca8*ola
*ompan% in organi0ing t#eir goals an! oFecti.esG
? 1epartmentali0ation
? 9or: 2peciali0ation
? 1elegation an! 7ccountailit%
? Resource 7llocation
? /rgani0ing t#e )uman Resources
7ll t#e steps are !iscusse! elo$ in !etailG
().+.( #epartmentali8ation
/n t#e asis of functional approac# t#e *oca8*ola *ompan% is !i.i!e! into !ifferent
!epartments' Grouping of emplo%ees is !one on t#e asis of t#eir common s:ills an! $or:
acti.ities' 2uc# :in! of approac# #elps t#e compan% in sol.ing t#eir prolems an! it also ma:e
t#e less t#e nee! of training t#e emplo%ees speciall%' T#e general manger is #ea! of all t#e
!epartments all t#e !epartment #a.e to report to t#e general manager in t#e *oca8*ola *ompan%'
T#ere are fi.e maFor !epartments in t#e compan% $#ic# are as follo$G
? Pro!uction 1epartment
? "n!ustrial Relations 1epartment
? 2ales an! Mar:eting 1epartment
? )uman *apital 1epartment
? ;inance 1epartment
/rod*ction #epartment0 T#is !epartment loo:s aroun! all t#e pro!uction of t#e compan%' 7ll
plants in t#e countr% are in un!er its control'
15
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
!nd*strial Relation #epartment0 T#is !epartment !eals $it# t#e prolems of t#e emplo%ees'
T#e !epartment listen t#e prolems of t#e emplo%ees an! sen! t#em to t#e #ig# aut#orities for
settling t#em up an! stop t#em from ecoming a #ur!le in t#e $or: progress of t#e compan%'
Sales and Mar4eting department0 T#is !epartment ma:es sure t#at t#e pro!uct is easil%
a.ailale in t#e mar:et for t#e customers to u% an! !eals $it# t#e issues of a!.ertisement=
promotion= an! !istriution of t#e pro!uct'
,*man Capital #epartment0 T#is !epartment ta:es care of t#e efficient $or:ers of t#e
compan%= t#e% select some efficient $or:ers of in t#e compan% recommen! t#eir names for
promotion in Fo so t#at t#e $or:ers remain #app% an! !on<t lea.e t#e compan%' Management
le.el emplo%ees are !ealt % t#e !epartment'
Finance #epartment0 T#e !epartment is concerne! $it# cost an! price of t#e pro!ucts
pro!uce! % t#e compan%' "t also tac:les $it# import relate! issues of t#e compan%' ;inance
!epartment is assiste! % t#e sales an! mar:eting !epartment in ma:ing in.oices an! pa%roll
entries @T#e *oca8*ola *ompan%= (014A'
().+.+ 5or4 Speciali8ation
T#ere is a #ig# percentage of $or: speciali0ation in t#e *oca8*ola *ompan% ecause e.er%
manager is appointe! in t#e function in $#ic# #e is e>pert so t#ere is no ore!om or monoton%'
7ll t#e promotions of t#e emplo%ees are ase! on t#eir performances' No fa.oritism is allo$e!
in t#e compan% @T#e *oca8*ola *ompan%= (014A'
().+.- #elegation and Acco*nta&ility
T#ere is a #ig# percentage of !elegation in t#e compan%' T#e $or: is !one $it# proper aut#orit%
an! responsiilit%' E.er% manager is ma!e accountale for t#e actions of #is suor!inates' 7ll t#e
suor!inates are gui!e! .er% :eenl% % t#eir respecti.e managers at t#e time of accomplis#ing
some goal' +eeping t#e !elegation process on t#e ot#er si!e t#e managers also moti.ate t#eir
suor!inates to oost up t#eir energ% an! ma:e t#em more effecti.e % using !ifferent met#o!s'
T#e% ma:e t#eir suor!inate! t#in: t#at t#e% #a.e to gi.e t#eir est to t#eir managers $#ic#
increases t#eir performance= ?ualit% of $or: an! satisfaction of t#e customers @T#e *oca8*ola
*ompan%= (014A'
(0
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
().+.3 Reso*rce Allocation
9#en t#e issue of resource allocation comes into action t#e *oca8*ola *ompan% #as gi.en t#e
aut#orit% to managers to use t#e resources of t#e compan% $#ere e.er an! $#ene.er t#e% are
nee!e!' /nl% t#e% are re?uire! to get t#e appro.al from t#e manager if t#ose assets elong to #is
!epartment' T#e resources can e capital= laor= mac#iner% or an%t#ing else @T#e *oca8*ola
*ompan%= (014A'
().+.7 Organi8ing the ,*man Reso*rces
T#e compan% !oes t#e recruitment process $#en t#ere is a position empt% an! t#e recruitment is
al$a%s !one on permanent asis in *oca8*ola *ompan%'
Recruitment is !one $#en t#e manger nee!s t#e emplo%ee un!er #im an! #e sen! t#e re?uest to
t#e general manager an! after t#e appro.al of t#e general manager t#e re?uest is sent to t#e
)uman Resource 1epartment'
"n *oca8*ola firstl% all t#e .acancies are announce! $it#in t#e organi0ation so t#at if t#ere is
someone $#o can fulfill t#e re?uirements can get #im/#erself promote! or can refer someone of
#is relati.e to Foin if #e is capale of t#at Fo' "f t#ere are no suitale persons t#an t#e compan%
searc#es its an: $#ere t#ere are #uge amount of application of t#e applicants' "f t#ere also t#e%
fin! no person suitale for t#e Fo t#en at last t#e% gi.e t#e a!.ertisement in t#e ne$spaper etc'
@T#e *oca8*ola *ompan%= (014A'
10', 6ea!ing
T#e t#ir! management function is Blea!ingC' T#e follo$ing maFor steps are ta:en % t#e *oca8
*ola *ompan% in t#e lea!ing functionG
? Moti.ation
? *ommunication
? *orporate *ulture
().-.( Moti1ation
*oca8*ola *ompan% gi.es #ig# attention to t#e moti.ation of t#e emplo%ees' Promotions of
#ar!$or:ing emplo%ees are a part of t#e compan%<s polic%' Promotions of emplo%ees are !one
(1
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
on t#e performance asis $#ic# is a great moti.ation for t#e emplo%ee t#at #ig#er #is
performance t#ere is more c#ance of #is promotion'
Besi!e from promotion strateg% t#e *oca8*ola *ompan% also uses t#e compensation strateg% to
moti.ate t#e emplo%eeH *oca8*ola is pa%ing in!ustrial a.erage in compensation' Not onl% t#is
!ifferent campaigns an! competitions et$een t#e emplo%ees itself are also use! to moti.ate t#e
emplo%ees'
Managers pla% a .er% important role in t#e moti.ation of t#e emplo%ees in *oca8*ola *ompan%'
T#e% #elp t#em in all t#eir prolems eit#er t#e% are personnel or professional' T#e% gi.e t#em
fee!ac: on t#eir performance $#ic# ma:es t#e emplo%ee feel goo!' 9or:ing en.ironment an!
a c#allenging milestone are a maFor factor in emplo%ee moti.ation in t#e compan% @T#e *oca8
*ola *ompan%= (014A'
().-.+ Comm*nication
T#ere is an open en.ironment in t#e *oca8*ola *ompan% $#ic# allo$s t#e emplo%ees to
communicate $it# eac# ot#er an! it allo$s t#e information to flo$ insi!e t#e compan% an!
!iscourages t#e arriers et$een memers to s#are information' Before ma:ing t#e !ecisions t#e
top le.el managers !iscuss it $it# t#e mi!!le le.el managers an! efore !ecision ma:ing it is
s#are! till t#e en! of t#e #ierarc#%' T#e *oca8*ola *ompan% allo$s t#e emplo%ees t#at an%one
of t#em can meet t#e general manager if #e/s#e is facing an% :in! of !ifficult%'
"nter!epartmental communication is !one in t#e form of formal an! informal manners' To get t#e
fee!ac: of t#e emplo%ees an! get t#e .ie$ of t#e emplo%ee aout t#e manager t#e grape.ine is
use! @T#e *oca8*ola *ompan%= (014A'
().-.- Corporate C*lt*re
T#e top management of t#e *oca8*ola tries to follo$ t#e prescrie! culture of t#e organi0ation'
*oca8*ola #as formal an! !ocumente! .alues t#at are communicate! to all t#e emplo%ees' T#e
top le.el manager acts as role mo!els to ma:e sure t#at t#e rules an! regulations are een applie!
in t#e compan% an! closel% a!ministrator re.ie$ t#eir emplo%ee<s e#a.ior'
10'4 *ontrolling
((
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
T#e last an! t#e most crucial function of management are B*ontrollingC' "n t#is function t#e
compan% e.aluates t#at eit#er t#e% #a.e ac#ie.e! t#e goals $#ic# t#e% #a! set efore' "f t#e
ans$er is B%esC t#en t#e emplo%ees an! managers are re$ar!e! $it# onuses an! ot#er $a%s an!
.ice .ersa' "n t#e follo$ing $e<ll come to :no$ t#at #o$ t#e *oca8*ola *ompan% performs its
controlling functionK
().3.( Sales /erson>s Reporting System
2ales person #a! to report to t#e mar:et !e.eloper area e.er% !a% aout #is acti.ities' )e gi.e
#im recor! of t#e per !a% sales an! #e can get an% :in! of assistance % t#e area mar:et
!e.eloper an%time on an% matter'
7tten!ance of t#e sales person is ta:en $it# t#e punc# car! s%stem= $it# t#e #elp of $#ic# t#e
entr% an! e>it time of t#e sales person is recor!e!'
E.er% sales person is gi.en a route car! in $#ic# t#ere are !etails of t#e .isit of t#e outlets= #o$
muc# time #e spent on t#e outlets= numer of sales ma!e on t#e outlets= t#e time ta:en !uring
tra.elling from one outlet to t#e ot#er= name of t#e loa!er an! sales person an! t#e entr% an! e>it
time of t#e .e#icle'
7part from t#is t#e sales person is also gi.en a forum to fill up for t#e or!ers of t#e ne>t !a% to
e loa!e! in t#e truc:' T#is ma:es t#e managers :no$ t#at #o$ muc# sales of $#ic# ran! an!
t#e si0e of t#e pro!uct are een !one % t#e sales person' T#e information is useful for t#e #uman
resource !epartment ecause t#e% #a.e to e.aluate t#e total performance an! calculate t#e total
salar% of t#e sales person @T#e *oca8*ola *ompan%= (014A'
().3.+ Sales /erson E1al*ating System
E.aluation of all t#e sales person is !one on ?uarterl% asis' E.aluation #elps in t#e promotion of
t#e people to #ig#er le.els in t#e organi0ation' T#e e.aluation is a great moti.ator for t#e sales
person ecause !ue to t#is #e $or:s #ar! to get promotion or at least t#e monetar% re$ar!'
Monetar% re$ar!s are not onl% gi.en to t#e est sales person= t#e% are also gi.en to t#e est
mar:et !e.eloper an! t#e est sales manager of t#e %ear'
Performance !e.elopment plan is :ept as ase to e.aluate t#e performance of t#e emplo%ee' T#e
measurement of performance is !one on t#e asis of ac#ie.ement of targets $#ic# $ere set an!
(,
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
communicate! at t#e start of t#e %ear in front of eac# sales manager= eac# ?uarter to mar:et
!e.eloper an! mont#l% to e.er salesperson'
T#is performance !e.elop plan e.aluates t#e sales ma!e % t#e salespersons on t#e asis of call
slips= route calls= call completion= effecti.e an! pro!ucti.e call= atten!ance of t#e salespersons=
gro$t# in sales !one % t#e sales man= mar:et !e.elopment an! t#e punctualit% of t#e sales
person @T#e *oca8*ola *ompan%= (014A'
(4
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
Re'erence
T#e *oca8*ola *ompan%G @(014A' Mission= -ision L -alues' Retrie.e! &ul% 16= (014 fromG
#ttpG//$$$'coca8colacompan%'com/our8compan%/mission8.ision8.alues'
T#e *oca8*ola *ompan%G @-ision (0(0A'Roa! for $inning toget#erG T*** L aour ottling
patners' Retrie.e! on 14 &ul%= from #ttpG//assets'coca8
colacompan%'com/((/4/a44631f4(0fe45(3c4,e,a113/(0(0P.ision'p!f
T#e *oca8*ola *ompan%G @7pril= (005A' *o!e of *on!uctG 7cting $it# "ntegrit% 7roun! t#e
Gloe' Retrie.e! on 14 &ul%= (014 from #ttpG//assets'coca8
colacompan%'com/45/55/f35!5,a34ec554f44c45400,450c/*/B*PEnglis#'p!f
T#e *oca8*ola *ompan%G @(014A' *#airman of t#e Boar! an! *#ief E>ecuti.e /fficerG Mu#tar
+ent' Retrie.e! &ul% 16= (014 fromG#ttpG//$$$'coca8colacompan%'com/our8compan%/oar!8of8
!irectors8mu#tar8:ent
Gil#ul%= &' @(014= Marc# 1stA' *oca8*ola /rgani0ational *omple>it%' Retrie.e! &ul% 16= (014
from #ttpG//Fuliegil#ul%'$or!press'com/(014/0,/01/coca8cola8organi0ational8comple>it%/
-ic:%= N' @(010A' T#e *oca8*ola *ompan% (010G /rgani0ational 2tructure of T#e *oca8*ola
*ompan%' Retrie.e! &ul% 16= (014 from #ttpG//$$$'scri!'com/!oc/,443,46(//rgani0ational8
2tructure8of8T#e8*oca8*ola8*ompan%
2#ett%= N' @Ma% 4t#= (011A' 6ea!ers#ip 2t%le at *oca8*ola *ompan%' Retrie.e! &ul% 16= (014
from #ttpG//$$$'managementpara!ise'com/forums/foun!ation8#uman8s:ills8f8#8s/((10568
lea!ers#ip8st%le8coca8cola8compan%'#tmlQpost45,051
J22E* @(005A' 7nnual report pursuant to section 1, or 15@!A of t#e securities e>c#ange act of
15,4' Retrie.e! 14 &ul%= (014 from #ttpG//$$$'$i:in.est'com/stoc:/*oca8*olaP*ompan%P
O(3+/O(5/;iling/108+/(010/;464,3151
T#e *oca8*ola *ompan%G @(014A' 7s "nclusi.e 7s /ur Bran!sG (005 J'2' 1i.ersit% 2te$ar!s#ip
Report' Retrie.e! from #ttpG//assets'coca8
colacompan%'com/51/a/c5!!c((646ca5660ee4!3f,05c01/(005P1i.ersit%PReport'p!f
(5
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
9i:ipe!ia' @(014A' /rgani0ational culture' Retrie.e! on 14 &ul%= (014 from
#ttpG//en'$i:ipe!ia'org/$i:i//rgani0ationalPculture
T#e *oca8*ola *ompan%G @(014A' T#e *oca8*ola 2%stem' Retrie.e! 14t# &ul%= (014 from
#ttpG//$$$'coca8colacompan%'com/our8compan%/t#e8coca8cola8s%stem
(6
Management styles & Leadership practices at Coca-Cola.
doc_340271393.docx
The Coca-Cola Company consists of just a three layers of flat hierarchy. Due to this the top level management has the duty of setting the goals and objectives of the company. Planning is also done by the upper level managers. In most of the companies the strategic goals are made for long term but Coca-Cola Company's goals are set for only three years, they change their strategies after every three years.
BMGT 500 GMB/NE/0645/05/14
BMGT 500 – Principles of Management
Management styles & Leadership practices at Coca-Cola.
Report sumitte! to
Prof. Chepkilot
"n partial fulfillment for t#e a$ar! of t#e !egree of
MASTER OF BS!"ESS A#M!"!STRAT!O" $MBA%
B%
&esse G' Mun%ua
GMB/NE/0645/05/14
Kabarak University Nakuru Town Campus
Ta&le o' Contents
1'0 "ntro!uction'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(
('0 )istor% of t#e *ompan%''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(
Management styles & Leadership practices at Coca-Cola. (
M+TG 510
GMB/NE/0645/05/14
,'0 Mission an! -ision''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''',
4'0 *ulture an! .alues''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''5
5'0 /rgani0ational 1esign''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''6
6'0 /rgani0ation 2tructure''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''3
4'0 /rgani0ational goals'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''5
3'0 6ea!ers#ip 2t%le'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''10
3'1 *ore *apailities'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''11
5'0 Management 2t%les'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1(
5'1 1emocratic''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1(
5'( 7utocratic''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''1,
5', 6aisse08faire management st%le''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''14
5'4 *onsultati.e !emocratic''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''14
5'5 Team 9or:''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''15
5'6 Emplo%ee Engagement''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''16
10'0 Management ;unctions of *oca8*ola *ompan%''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''16
10'1 Planning''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''16
10'1'1 2trategic Goals''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''14
10'1'( Tactic Goals''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''14
10'1', /perational Goals'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''14
10'1'4 1ecision Ma:ing'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''13
10'( /rgani0ing'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''13
10'('1 1epartmentali0ation''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''15
10'('( 9or: 2peciali0ation''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(0
10'(', 1elegation an! 7ccountailit%'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(0
10'('4 Resource 7llocation''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(0
10'('5 /rgani0ing t#e )uman Resources''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(0
10', 6ea!ing''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(1
10','1 Moti.ation'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(1
10','( *ommunication'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''((
10',', *orporate *ulture'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''((
10'4 *ontrolling''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''((
1
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
10'4'1 2ales Person<s Reporting 2%stem''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''((
10'4'( 2ales Person E.aluating 2%stem'''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''(,
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(
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
(.) !ntrod*ction
T#e *oca8*ola *ompan%= a retailer= manufacturer an! mar:eter of non8alco#olic
e.erages= is a mar:et lea!er in its in!ustr% currentl% offering more t#an 500 ran!s in o.er (00
countries or territories' T#e compan% operates a franc#ise! !istriution s%stem !ating from 1335
$#ere t#e *oca8*ola *ompan% onl% pro!uces s%rup concentrate $#ic# is t#en sol! to .arious
ottlers t#roug#out t#e $orl! $#o #ol! an e>clusi.e territor%' T#e *oca8*ola *ompan%
#ea!?uartere! in 7tlanta= Georgia o$ns its anc#or ottler in Nort# 7merica= *oca8*ola
Refres#ments'
T#is e#emot# #as manage! to maintain its position as a mar:et lea!er for o.er a #un!re! %ears
an! is still going strong' T#is paper e>plores t#e #istor%= mission= .ision= an! organi0ational
structure an! management functions of t#e *oca8*ola *ompan% an! tries to e>plain lea!ers#ip
an! some management st%les applie! % t#e compan%'
+.) ,istory o' the Company
*oca8*ola is a multinational compan% $#o starte! its usiness on Ma% 1336 in 7tlanta as
a e.erage @formal !rin:A in!ustr%' 1r' &o#n 2t%t# Pemerton ma!e a coug# s%rup $#ic# #e
name! Bco:eC on 3
t#
ma% 1336' "ts price $as 5 cent per glass an! $as a.ailale at t#e largest
p#armac% of 7tlanta :no$n % t#e name of &aco<s P#armac%' 6ater on it $as purc#ase! % a
$ell8:no$n usinessman 7sa Griggs *an!ler $#o intro!uce! it as a Bcaronate! soft !rin:C in
t#e mar:et an! #i! mar:eting tactics le! co:e to *oca8*ola an! it !ominate! t#e mar:et of
caronate! soft !rin:s t#roug#out t#e t$entiet# centur%'
"n 1355 t#e compan% starte! to sell t#eir pro!uct co:e in ottles $#ic# $as a strateg% of t#e
compan% to e recogni0e! $ell in t#e "nternational mar:et' T#eir strateg% $or:e! an! t#e ottle!
form of co:e $as successfull% recogni0e! all o.er t#e $orl! in t#e eginning of 1356' No$ a
!a%<s *oca8*ola is t#e most famous an! #ig#l% consume! ran! in all o.er t#e $orl!
@9i:ipe!ia= (014A'
,
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
-.) Mission and .ision
T#e compan% is facing a #uge numers of c#allenges from all o.er t#e $orl!' *ompetitors are
coming up $it# ran! ne$ strategies t#at t#reaten *oca8*ola' T#e compan%<s mission is to
continue t#ri.ing as a usiness o.er t#e ne>t ten %ears an! e%on!' T#e compan% is loo:ing
a#ea!= un!erstan!ing t#e tren!s an! forces t#at $ill s#ape its usiness in t#e future an! mo.ing
s$iftl% to prepare for $#atDs to come' T#atDs $#at t#e compan%<s (0(0 -ision is all aout' "t
creates a long8term !estination for t#e usiness an! pro.i!es it $it# a ERoa!mapE for $inning
toget#er $it# its ottling partners'
Mission
B/ur Roa!map starts $it# of our mission= $#ic# is en!uring' "t !eclares our purpose as a
compan% an! ser.es as a stan!ar! against $#ic# $e $eig# our actions an! !ecisions'
a' To refres# t#e $orl!'
' To inspire moments of optimism an! #appiness'
c' To create .alue an! ma:e !ifference'C
*oca8*ola #as use! t#e $or! Broa!mapC $#ic# in!icates t#at t#eir mission statement is positi.e
an! optimistic ecause t#e%<re sa%ing t#ere<s a future to loo: for$ar! to' T#eir mission is a
stan!ar! to $#ic# t#e% create .alues an! ma:e !ifferences in communities too poor to affor!
e.en asic necessities' 2o *oca8*ola !eci!es to fun! t#ese communities an! in turn t#e% create a
ne$ place to generate profits @T#e *oca8*ola *ompan%= (014A'
.ision
B/ur .ision ser.es as t#e frame$or: for our Roa!map an! gui!es e.er% aspect of our usiness
% !escriing $#at $e nee! to accomplis# in or!er to continue ac#ie.ing sustainale ?ualit%
gro$t#'
a' /eople0 Be a great place to $or: $#ere people are inspire! to e t#e est t#e% can e'
' /ort'olio0 Bring to t#e $orl! a portfolio of ?ualit% e.erage ran!s t#at anticipate an!
satisf% people !esires an! nee!s'
c' /artners0 Nurture a $ining net$or: of consumers an! suppliers= toget#er $e create
mutual= en!uring .alue'
4
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
!' /lanet0 Be a responsile citi0en t#at ma:es a !ifference % #elping uil! an! support
sustainale communities'
e' /ro'it0 Ma>imi0e long term return to s#areo$ners $#ile eing min!ful of our o.erall
responsiilities'
f' /rod*cti1ity0 Be a #ig#l% effecti.e= lean an! fast mo.ing organi0ation'C @T#e *oca8*ola
*ompan%= (014A'
O&2ecti1es
T#e main oFecti.es for t#e *oca8*ola *ompan% are to e gloall% :no$n as a usiness t#at
con!ucts usiness responsiilit% an! et#icall% an! to accelerate sustainale gro$t# to operate in
tomorro$Ds $orl!' B% #a.ing t#ese oFecti.es= it forms t#e foun!ation for companies in t#e
!ecision ma:ing process @T#e *oca8*ola *ompan%= (014A'
B% #a.ing oFecti.es= t#e *oca8*ola *ompan% can stri.e to$ar!s a goal an! create ne$ !rin:s'
9it# oFecti.es= t#e% can continue to plan for t#e ne>t fi.e to ten %ears' *oca8*ola can spen!
more time in creating ne$ $a%s to commerciali0e t#eir pro!uct e.er%$#ere' 2uc# as #elping
local communities an! supporting t#em financiall% so t#e% can create more usinesses an!
ma>imi0e profit'
Strategies and Tactics
T#e *oca8*ola *ompan% aims to e gloall% :no$n= t#e% !o t#is % targeting !ifferent areas
across t#e gloe $it# !ifferent pro!ucts= gaining t#eir ran! name an! popularit%' 7ll t#e ottling
partners $or: closel% $it# t#eir customers suc# as con.enience stores= grocer% stores= mo.ie
t#eaters an! street .en!ors to create an! use locali0e! strategies !e.elope! in partners#ip $it#
t#e *ompan%' T#eir competition $it# ot#er e.erage companies are also narro$e! !o$n as t#e%
o$n .arious ran!s t#at coul! e possile competition' ;or e>ample= t#e compan% sells *o:e
$it#out t#e competition of ot#er popular soft !rin: ran!s li:e 2prite an! ;anta ecause t#e
compan% o$ns t#ose ran!s as $ell' T#e compan% often re.ie$s an! e.aluates t#eir usiness
plans an! performance to impro.e t#eir earnings an! anal%0e t#eir competiti.e position in t#e
mar:et' T#e% ma:e !ecisions in realigning t#eir usiness mo!els to matc# t#e oFecti.es of t#e
compan% % using strategies an! tactics in t#e anal%sis of t#eir performance @T#e *oca8*ola
*ompan%= (014A'
5
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
3.) C*lt*re and 1al*es
E.er% usiness is ma!e up of !ifferent cultures an! t#e cultures t#at are present $it#in t#e
usiness !epen! on t#e management st%le an! t#e organi0ational structures t#at are use!' T#e
!ifferent t%pes of structures areG
? Role *ulture8 T#is is est suite! to a #ierarc#% organi0ational structure' T#is t%pe of
culture $or:s est % e.er% emplo%ee pla%ing t#e role t#at #e or s#e #as een
pre!etermine! an! correspon!s $it# t#e rules an! regulations of t#e usiness
? Tas: *ulture8 T#is culture encourages people to $or: as a teamH t#is $or:s est in a
star structure'
? Po$er *ulture8 T#is $or:s $ell in a matri> structure' "t is ase! aroun! one !ominant
in!i.i!ual/lea!er'
? Person *ulture8 t#is culture focuses on pro.i!ing a!ministrati.e #elp an! support an!
close attention to one person in t#e organi0ation @9i:ipe!ia= (014A
Role culture is t#e culture t#at *oca8*ola a!opts' T#is is $#ere all memers #a.e a !efine! Fo
or role to carr% out' Role culture is normall% split up into a numer of functions t#at are
organi0e! in a #ierarc#ical $a%' *oca8*ola $oul! !i.i!e t#emsel.es into .arious functions li:e
accounts= mar:eting an! pro!uction' T#ese also #a.e #ierarc#ical or!ering of office e>amples of
t#ese are pro!uction !irector= pro!uction managers= super.isors= tec#nicians= operati.es etc' T#is
t%pe of culture $or:s % logic an! rationalit%' Role culture is mainl% use! in large organi0ation'
"n t#is culture position in t#e main source of po$er an! rules an! proce!ures are t#e main source
of influence'
.al*es
*oca8*ola<s .alues ser.e as a compass for its actions an! !escrie #o$ it e#a.es in t#e $orl!'
T#ese .alues inclu!eG
? B6ea!ers#ipG T#e courage to s#ape a etter future
? *ollaorationG 6e.erage collecti.e genius
? "ntegrit%G Be real
? 7ccountailit%G "f it is to e= itDs up to me
? PassionG *ommitte! in #eart an! min!
? 1i.ersit%G 7s inclusi.e as our ran!s
? Iualit%G 9#at $e !o= $e !o $ellC @T#e *oca8*ola *ompan%= (014A'
6
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
Foc*s on the Mar4et
? B;ocus on nee!s of its consumers= customers an! franc#ise partners
? Get out into t#e mar:et an! listen= oser.e an! learn
? Possess a $orl! .ie$
? ;ocus on e>ecution in t#e mar:etplace e.er% !a%
? Be insatial% curiousC @T#e *oca8*ola *ompan%= (014A'
5or4 Smart
? B7ct $it# urgenc%
? Remain responsi.e to c#ange
? )a.e t#e courage to c#ange course $#en nee!e!
? Remain constructi.el% !iscontent
? 9or: efficientl%C @T#e *oca8*ola *ompan%= (014A'
Act Li4e O6ners
? BBe accountale for our actions an! inactions
? 2te$ar! s%stem assets an! focus on uil!ing .alue
? Re$ar! our people for ta:ing ris:s an! fin!ing etter $a%s to sol.e prolems
? 6earn from our outcomes 88 $#at $or:e! an! $#at !i!n<tC @T#e *oca8*ola *ompan%=
(014A'
Be the Brand
B"nspire creati.it%= passion= optimism an! fun'C @T#e *oca8*ola *ompan%= (014A'
7.) Organi8ational #esign
Before t#e nineties t#e *oca8*ola compan% $as #a.ing a centrali0e s%stem of control= ut after
sometime t#e% reali0e! t#at if t#e% #a! to meet t#e !eman!s of t#e customers t#e% s#oul! a!opt a
!ecentrali0e! s%stem in $#ic# t#e aut#orit% of !ecision ma:ing is !istriute! et$een !ifferent
managers so t#at e.er% sector can e manage! effecti.el%' T#is s%stem $as implemente! in t#e
nineties % t#e compan%<s oar! of !irectors @Gil#ul%= (014A' No$ t#e organi0ation is #a.ing t$o
groups $#o are responsile for operatingG
? Bottling "n.estments
? *orporate
4
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
/perating groups are also !i.i!e! % !ifferent regions i'e' 7frica= 7sia= Mi!!le East= European
Jnion= 6atin 7merica= Nort# 7merica etc' 7ll t#e !i.isions are furt#er !i.i!e! into geograp#ical
regions' T#is allo$s t#e local mar:et to in.ol.e in !ecision ma:ing= !ue to t#is t#e organi0ation
respon!s ?uic: to t#e c#anging !eman!s of t#e mar:et= t#is #elps t#e upper le.el managers to
concentrate on t#e long term planning of t#e organi0ation'
T#e compan%<s corporate !i.ision is fille! $it# !ifferent !epartments $#ic# are as follo$G
? ;inance 1epartment
? )uman Resource 1epartment
? Mar:eting 1epartment
? "nno.ation 1epartment
? Planning 1epartment
2ome of t#e ao.e mentione! !epartments are in t#e lo$er le.els in t#e regions of t#e compan%=
t#e !ecision ma:ing Fo is most of t#e times !one % t#e top le.el management'
2#aring t#e latest information $it# eac# ot#er is .er% fast % all t#e !epartments an! % suc#
acti.ities t#e organi0ation appears to e !oing t#eir Fo effecti.el% % alancing stan!ar!i0ation
an! mutual a!Fustment' T#e organi0ation #as ma!e t#e *o!e of con!uct $#ic# is a gui!eoo: for
t#e emplo%ees on #o$ t#e% s#oul! actK T#e !isciplinar% actions are t#e main suFects of t#e co!e
of con!uct @T#e *oca8*ola *ompan%= (014A'
T#e larger role in t#e organi0ation<s success is pla%e! % t#e mutual a!Fustments !ue to t#e
c#anges roug#t upon % t#e *E/ an! *#airman of t#e compan% (004= Ne.ile "s!ell' T#e
turno.er #as een re!uce! ecause t#e emplo%ees feel more engage! in t#e $or:' T#e
organi0ation<s gro$t# rates increase! an! t#e return of e?uit% for stoc:#ol!ers $ent from a
negati.e return to a (0 percent return' T#e c#anges roug#t % "s!ell pro.e! to e goo! for t#e
organi0ation an! t#e emplo%ees $ere also #app% $it# t#e c#ange $#ic# is reflecte! % t#e en!
results of t#e compan% @Gil#ul%= (014A'
2uc# alances are in!ispensile ecause !ue to t#em t#e emplo%ees feel some fle>iilit% an! it
also gi.es some time to t#e organi0ation to forecast t#eir future plans aout t#e organi0ation' T#e
structure of t#e *oca8*ola *ompan% is ma!e up of ot# BMec#anistic L /rganicC mo!els' T#e
*oca8*ola Be.erage *ompan% mainl% focuses on t#e responsi.eness @Gil#ul%= (014A'
3
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
7ll t#e comple> integrating mec#anisms are t#e c#aracteristics of t#e organic structure' T#e
compan% uses sur.e% an! inter.ie$s for t#e flo$ of information from ottom to up= latterl% t#e
information is e>c#ange! o.er t#e intranet' T#e sur.e%s #a.e ma!e t#e *oca8*ola *ompan% to
elie.e of simplification an! stan!ar!i0ation' *entrali0ation an! stan!ar!i0ation are associate!
$it# mec#anistic structure @Gil#ul%= (014A'
T#e mi> of t#e t$o structures loo:s to e i!eal for t#e organi0ation' 9#en organi0ation $ants to
appeal to a #uge in!epen!ent mar:et= on one #an! it re?uires to e fle>ile an! on t#e ot#er #an!
to e more efficient in pro!uction' *oor!ination is eas% for t#e compan% $#en it uses comple>
integrating mec#anisms' 1ue to centrali0ation t#e organi0ation goals an! organi0ational c#oices
are :ept align' No$ t#at t#e information in t#e compan% is flo$ing .er% easil%= t#e top le.el of
management $ill recei.e t#e information muc# faster !ue to t#e organi0ation<s fle>iilit% an!
responsi.eness'
Recentl% t#ere $as a s#ift in t#e organi0ation to ma:e it more !ecentrali0e! an! organic $#ic#
correspon!e! $it# ?uite uncertaint% $it# organi0ation'
9.) Organi8ation Str*ct*re
*oca8*ola is BTallC in terms of organi0ational comple>it%' *oca8*ola is controlle! t#roug# a
.ertical #ierarc#%= $it# !ecision8ma:ing aut#orit% resi!ing $it# t#e compan%<s upper
management' 1ail% an! routine !ecisions are ma!e % t#e line managers at t#e mi!!le le.el
@Nara%an= (010A'
*oca8*ola #as more t#an 400=000 s%stem emplo%ees= inclu!ing t#eir ottling partners' T#e
compan%<s operations reac# o.er (00 countries $orl!$i!e= $it# si> geograp#ic operating
segments' *oca8*ola<s #ea! office is responsile for pro.i!ing t#e compan% $it# an o.erall
!irection an! support to t#e regional structure' T#e compan%<s E>ecuti.e *ommittee ma:es :e%
strategic !ecisions for t#e compan%' T#e *#air of t#e E>ecuti.e *ommittee acts as a figure#ea!
for t#e compan% an! c#airs t#e oar! meetings' )e is also t#e *E/ an! is t#e senior !ecision
ma:er @Nara%an= (010A'
Eac# !i.ision of t#e compan% #as a mar:eting manager= pulic affairs !irector= finance !irector=
etc' 9#en one of t#ese !i.isions is planning to !o somet#ing= an a!.ertising campaign for
5
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
e>ample= t#e !i.ision #as to communicate $it# t#eir superiors to get appro.al' 2ince t#e
compan%<s #ierarc#% is so tall= communication #as to tra.el ac: to corporate #ea!?uarters in t#e
J'2= $#ere t#e E>ecuti.e *ommittee #as t#e final !ecision ma:ing po$er for acti.ities t#e
!i.isions #a.e propose!' Belo$ is an organi0ational c#art of t#e compan% @Gil#ul%= (014A'
:.) Organi8ational goals
*oca8*ola is ot# effecti.e an! efficient= as t#e% #a.e ma!e it t#eir oFecti.e to succee! in t#ese
areas' *oca8*ola is more focuse! on efficienc% t#an effecti.eness= ut t#e% still ac#ie.e in ot#'
Regar!less of $#at t#e% speciali0e in= t#eir organi0ational goal is to ma>imi0e profits for
s#are#ol!ers % selling *oca8*ola pro!ucts $orl!$i!e to a $i!e range of customers' T#e% are
ale to !o t#is % #a.ing a .er% .erticall% #ierarc#ical organi0ation t#at allo$s t#em to ta:e
a!.antage of a lo$ cost strateg%= limiting e>penses an! increasing re.enues'
;.) Leadership Style
;or effecti.e lea!ers#ip= t#ere can e no sustitute for strategic t#in:ing an! tireless= relentless
e>ecution' T#ere can e no alternati.e for attracting an! retaining t#e asolute est people to lea!
10
Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
an! creating a !%namic en.ironment for t#em' 7n! t#ere can e no Fo more important t#an
communicating effecti.el% $it# %our customers an! all %our :e% sta:e#ol!ers' *oca8*ola
ac#ie.es t#is % formulating a clear an! compelling .ision= getting t#eir s%stem aligne! e#in! it=
e>ecuting an! constantl% communicating intentions'
6etDs face itH .ision $it#out e>ecution is merel% !a%!reaming' 7n! e>ecution $it#out .ision is
li:e running in t#e !ar: 8 %ouDre mo.ing ut proal% not in t#e rig#t !irection' *oca8*ola
un!erstan!s t#at capturing ne$ opportunities is going to re?uire ot# .ision an! e>ecution across
t#e compan% an! its $on!erful s%stem of ottling partners' T#atDs $#ere t#e compan%<s .ision
$#ic# t#e% call -ision (0(0 comes into pla%' "tDs a loo: at $#ere t#e compan% an! its ottling
partners nee! to e #ea!ing in t#e future' T#e .ision is centere! on capturing unprece!ente!
opportunities emerging in future $it#in t#e gloal non8alco#olic e.erage in!ustr% @T#e *oca8
*ola *ompan%= (014A'
T#e compan%<s .ision is to #arness ne$ $ealt#= ne$ e.erage re?uirements an! ne$ inno.ations
to accelerate gro$t# an! create t#e $orl!Ds most respecte! consumer goo!s s%stem' 6ea!ers at
*oca8*ola #a.e create! a clear an! compelling .ision for t#eir organi0ation= an! $or: to inspire
t#eir people to ac#ie.e t#at .ision' E?uall% important is getting t#e ottling s%stem lea!ers#ip
an! compan% emplo%ees aligne! e#in! t#e .ision'
Mu#tar +ent is *#airman of t#e Boar! an! *#ief E>ecuti.e /fficer of T#e *oca8*ola *ompan%'
Mr' +ent Foine! T#e *oca8*ola *ompan% in 7tlanta in 1543 an! #as #el! a .ariet% of mar:eting
an! operations roles t#roug#out #is career' "n 1535= #e $as appointe! General Manager of *oca8
*ola Tur:e% an! *entral 7sia' ;rom 1535 to 1555= #e ser.e! as Presi!ent of t#e *ompan%Ds East
*entral Europe 1i.ision an! 2enior -ice Presi!ent of *oca8*ola "nternational= $it#
responsiilit% for (, countries' Bet$een 1555 an! 1553= Mr' +ent ser.e! as Managing 1irector
of *oca8*ola 7matil8Europe= co.ering ottling operations in 1( countries @T#e *oca8*ola
*ompan%= (014A'
"n an inter.ie$ $it# Management Para!ise'com= t#e *E/ states= Bm% Fo is to create a climate of
success for our people an! inspire t#em to ac#ie.e t#e .ision $e #a.e create! for our usiness'
T#atDs reall% t#e true essence of lea!ers#ipC' 7t t#e en! of t#e !a%= it all comes !o$n to
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Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
e>ecution' ;or T#e *oca8*ola *ompan%= e>ecution in.ol.es focusing on t#ree core capailities
ofG
• *onsumer mar:eting 8 $#ic# generates t#at on! an! emotional connection $it#
consumers'
• *ommercial lea!ers#ip 8 $#ic# in.ol.es all t#e strategic actions ta:en $it# o.er (0
million retail customers $#o sell *oca8*ola ran!s aroun! t#e $orl! eac# !a%'
• 7n! franc#ise lea!ers#ip 8 $#ic# is $or:ing $it# its ,00 ottling partners aroun! t#e
$orl! to create greater s%stem alignment @2#ett%= (011A'
3'1 *ore *apailities
Cons*mer Mar4eting
Mar:eting in.estments are !esigne! to en#ance consumer a$areness of an! increase consumer
preference for *oca8*ola ran!s' T#is pro!uces long8term gro$t# in unit case .olume= per capita
consumption an! t#e compan%<s s#are of $orl!$i!e nonalco#olic e.erage sales' T#roug#
relations#ips $it# ottling partners an! t#ose $#o sell *oca8*ola pro!ucts in t#e mar:etplace=
t#e compan% creates an! implements integrate! mar:eting programs= ot# gloall% an! locall%=
t#at are !esigne! to #eig#ten consumer a$areness of an! pro!uct appeal for ran!s'
Commercial Leadership
T#e *oca8*ola s%stem #as millions of customers aroun! t#e $orl! $#o sell or ser.e t#eir
pro!ucts !irectl% to consumers' T#e compan% focuses on en#ancing .alue for t#ese customers
an! pro.i!ing solutions to gro$ t#eir e.erage usinesses' *oca8*ola<s approac# inclu!es
un!erstan!ing eac# customerDs usiness an! nee!s= $#et#er t#at customer is a sop#isticate!
retailer in a !e.elope! mar:et or a :ios: o$ner in an emerging mar:et' 9e focus on ensuring
t#at our customers #a.e t#e rig#t pro!uct an! pac:age offerings an! t#e rig#t promotional tools
to !eli.er en#ance! .alue to t#emsel.es an! t#e *ompan%'
Franchise Leadership
T#e *oca8*ola *ompan% must continue to impro.e its franc#ise lea!ers#ip capailities to gi.e
t#e compan% an! its ottling partners t#e ailit% to gro$ toget#er t#roug# s#are! .alues= aligne!
incenti.es an! a sense of urgenc% an! fle>iilit% t#at supports consumersD al$a%s c#anging nee!s
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an! tastes' T#e financial #ealt# an! success of ottling partners are critical components of t#e
*ompan%Ds success' T#e compan% $or:s $it# t#e ottling partners to i!entif% s%stem
re?uirements t#at enale t#em to ?uic:l% ac#ie.e scale an! efficiencies= an! t#e compan% s#ares
est practices t#roug#out t#e ottling s%stem' *oca8*ola<s s%stem lea!ers#ip allo$s it to
le.erage ac?uisitions to e>pan! its .olume ase an! en#ance margins @J22E*= (005A'
Jn!er t#e lea!ers#ip of Mu#tar +ent= its !%namic *#airman an! *E/= *o:e #as ma!e a strong
commitment to inclusi.eness' 2ince Mu#tar +ent too: t#e #elm of *oca8*ola= in &ul% (003= #e
#as set a course for amitious= long8term gro$t# $it# t#e goal of !ouling re.enue % (0(0'
+ent #as trie! to reFu.enate an in$ar!8loo:ing= BarrogantC corporate culture an! #as rein.este!
cost8cutting !i.i!en!s in ran! !e.elopment'
<.) Management Styles
7 management st%le is an o.erall met#o! of lea!ers#ip use! % t#e manager' T#e success t#at t#e
management team at *oca8*ola #as in moti.ating its emplo%ees to meet t#eir oFecti.es is ase!
on t#e management st%le t#e% a!opt' T#ere are t#ree main management st%les !emocratic=
autocratic an! t#e laisse08faire st%le'
T#e *oca8*ola *ompan% uses t#e follo$ing management st%les= ut eac# one in !ifferent
!epartments' T#ere are t#ree main t%pes of management st%les use! in usinessesG
5'1 1emocratic
T#e !emocratic lea!ers#ip st%le consists of t#e lea!er= s#aring t#e !ecision ma:ing ailities $it#
t#e group memers % promoting t#e interests of t#e group memers an! % practicing social
e?ualit%'
T#is emp#asi0es on group agreements to generate ne$ i!eas' T#ere are t$o t%pes of !emocratic
management st%lesH !emocratic an! consultati.e !emocratic' 1emocratic is $#ere all t#e
managers= Funior managers an! emplo%ees are in.ol.e! in t#e i!eas an! final !ecision process'
/ut of all t#e $or:ers= no8one #as a #ig#er le.el t#an t#e ot#ers in t#is management st%le'
1emocratic st%le is t#e management st%le t#at *oca8*ola a!opts' T#is sort of management st%le
in.ol.es empo$erment' "n t#is management st%le in!i.i!uals an! teams are gi.en
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responsiilities an! !ecisions to ma:e= usuall% $it#in a gi.en frame$or:' "f an%t#ing $rong
#appens t#en t#e in!i.i!uals an! teams are t#en #el! responsile for t#e !ecisions t#at are
c#osen' 9it# t#is t%pe of management st%le it allo$s t#e manager to feel comfortale $it# ot#er
people in t#e organi0ation ma:ing some of t#e !ecisions' 1emocratic managers $ill often $ant
fee!ac: from t#eir emplo%ees on !ecisions eing ma!e' 1emocratic lea!ers listen an! act on
t#e opinions of t#e group' T#is t%pe of management is goo! as it ma:es t#e emplo%ees #app% an!
pro!ucti.it% is #ig#' T#is is a .er% goo! met#o! ecause emplo%eeDs t#oug#ts an! suggestions
are listene! to % t#e usiness' T#is ma:es t#e emplo%ees seem as if t#e% are respecte! an! t#at
t#eir t#oug#ts are .ali!'
;ee!ac:s from managers at *oca8*ola<s ottling s%stem across t#e gloe pro.i!e .ital
information t#at is incorporate! in t#eir strategies'
5'( 7utocratic
T#e aut#oritarian lea!ers#ip st%le or autocratic lea!er :eeps strict= close control o.er t#e
follo$ers % :eeping close regulation of t#e policies an! proce!ures gi.en to t#e follo$ers' To
:eep main emp#asis on t#e !istinction of t#e aut#oritarian lea!er an! t#eir follo$ers= t#ese t%pes
of t#e lea!ers ma:e sure to onl% create a !istinct professional relations#ip'
9#ere t#e lea!er ma:es all t#e !ecisions= t#ere is no negotiation an! is .er% prescripti.e an!
t#ere is little Fo satisfaction' )o$e.er= t#e Fo gets !one ?uic:l% an! t#ere is less conflict
et$een !ifferent i!eas' T#is st%le is #ar!l% use! among t#e compan% as t#e% elie.e t#at t#e
lac: of input coul! lea! to poor results' 7utocratic !oes sa.e a lot of time as ?uic: !ecisions can
e ma!e an! t#ere is no time $aste! on !iscussion resulting in t#e usiness sa.ing time an!
mone%'
/n t#e factor% floor at *oca8*ola= t#ere is an autocratic s%stem of management $#ere t#e
emplo%ees are controlle! % t#e managers an! follo$ t#eir proce!ures'
5', 6aisse08faire management st%le
T#e *oca8*ola *ompan% #as a culture t#at is run in t#e laisse08faire st%le meaning t#e M#an!s
off< approac#' T#e laisse0 faire st%le is sometimes !escrie! as t#e E#an!s offE lea!ers#ip st%le
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ecause t#e lea!er !elegates tas:s to t#eir follo$ers= $#ile pro.i!ing little or no !irection to t#e
follo$ers'
"f t#e $or:ers are meeting t#eir +e% Business "n!icators= t#en t#e managers an! t#e !irectors of
t#e compan% ta:e t#is rela>e! st%le of coor!inating t#eir usiness' T#e% #a.e a .ision to Mrefres#
e.er%one e.er%!a% <an! t#e .alues Mto ta:e pri!e in t#eir $or: = to e #onest = fair an!
!etermine! to $in an! #a.e a passion for t#eir actions<'
5'4 *onsultati.e !emocratic
T#is is $#ere t#e managers allo$ t#e emplo%ees to ma:e t#e i!eas ut t#e i!eas are for$ar!e! to
t#e e>ecuti.eDs or t#e manager consults t#eir team to ma:e t#e final !ecision' *oca8*ola applies
consultati.e management st%le to t#e compan% more as t#ere can e less conflict for $#at t#e
final !ecision is' T#e a!.antage of t#is is t#at it #elps to moti.ate staff as t#e% are a$are t#at t#e%
#a.e a sa% in t#e compan% to some e>tent' T#e !isa!.antages of t#is t#at t#e process is .er% time
consuming an! effort $ill e nee!e! % a manager to !o t#is'
Management encourages emplo%ees to set goals in line $it#in t#e organi0ation aims' T#ere are
re.ie$e! regularl% in performance appraisals' T#e a!.antages of t#is st%le are t#at it $ill
increase efficienc% of in!i.i!uals an! #elp to moti.ate t#em an! train t#em so t#e% are
pro!ucti.e'
T#e $orl!Ds premier mar:eter an! e.erage in!ustr% lea!er for more t#an 113 %ears= *oca8*ola
are focuse! on t#e strategic $or
lace programs t#at #elp assure t#e success of t#eir commitment to emracing t#e similarities an! !ifferences of t#e people= cultures an! i!eas' T#e
strategies *oca8*ola uses to ac#ie.e t#ese oFecti.es inclu!e t#e use of certain mec#anisms t#at
facilitate suc# communication to ta:e place' T#ese mec#anisms inclu!e t#e use ofG
#i1ersity Ad1isory Co*ncil
T#e *ompan%<s corporate 1i.ersit% 7!.isor% *ouncil consists of t#e representati.e group of
emplo%ees from all t#e le.els= functions an! usiness units of t#e organi0ation' T#e *ouncil
!e.elops recommen!ations for all t#e senior management on a!.ancing t#e compan%Ds efforts=
to$ar!s ac#ie.ing its !i.ersit% oFecti.es'
Employee For*ms
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*oca8*ola elie.es t#at t#e sense of communit% en#ances t#eir ailit% to attract= retain an!
!e.elop !i.erse talent an! i!eas as t#e source of competiti.e usiness a!.antage' T#roug#
emplo%ee forums= t#e emplo%ees can connect $it# t#eir colleagues $#o s#are similar interests
an! ac:groun!s'
"n t#ese forums an! else$#ere= t#e emplo%ees support eac# ot#erDs personal an! t#e professional
gro$t# an! en#ance t#eir in!i.i!ual an! collecti.e ailit% to contriute to t#e compan%' T#e
success at *oca8*ola is !ue to t#eir laisse08faire culture an! t#e culture is important ecause it
can affect t#e people an! t#e t#ings to !o $it# t#e usiness'
T#e compan%<s culture is generall% in.iting an! managers get along $ell $it# t#e staff' 2taff
memers #a.e less stress to !eal $it# an! a frien!l% en.ironment to $or: in= t#us $or: is !one
more efficientl%'
5'5 Team 9or:
Team $or: is a su culture $it#in t#e *oca8*ola *ompan%' Teams are accountale for acti.ities
li:eG
? Iualit%
? Jtili0ation an!
? Niel!
9it#in t#e s%stem= t#ere nee!s to e a alance of Jtili0ation= spee! t#e factor% $or:s at= an! t#e
Niel!' 9or:ing toget#er in teams pro.i!es t#e cooperation necessar% to ac#ie.e t#is smoot#l%'
5'6 Emplo%ee Engagement
7not#er part of t#e culture an! t#e management st%le at t#e *oca8*ola *ompan% is its emplo%ee
engagement' Emplo%ee engagement consists of t#e follo$ing fi.e pointsG
? Reali0ations t#at !eli.er% of t#e #ar! stuff is simpl% not enoug#'
? /penl% ac:no$le!ging t#is to t#e $or:force'
? 1oing $#at it ta:es to engage e.er% emplo%ee in t#e space of 16 !a%s'
? "n.ol.ing e.er%one in t#e !esign of t#e management st%le consistent $it# .ision an! t#e
.alues'
? "!entif%ing talente! in!i.i!uals across t#e operation to act as t#e internal facilitators to
train out t#e ne$ e#a.ioral stan!ar!s @T#e *oca8*ola *ompan%= (014A'
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().) Management F*nctions o' Coca-Cola Company
T#ere are four maFor functions of management of t#e *oca8*ola *ompan% $#ic# are as follo$G
1' Planning
(' /rgani0ing
,' 6ea!ing
4' *ontrolling
10'1 Planning
T#e *oca8*ola *ompan% consists of Fust a t#ree la%ers of flat #ierarc#%' 1ue to t#is t#e top le.el
management #as t#e !ut% of setting t#e goals an! oFecti.es of t#e compan%' Planning is also
!one % t#e upper le.el managers'
().(.( Strategic =oals
"n most of t#e companies t#e strategic goals are ma!e for long term ut *oca8*ola *ompan%<s
goals are set for onl% t#ree %ears= t#e% c#ange t#eir strategies after e.er% t#ree %ears' T#e goals
are set % t#e Managing 1irectors of t#e compan% after getting t#e clearance from t#e
#ea!?uarters' E.er% %ear in t#e annual meeting t#e% #a.e a re.ie$ of t#eir strateg% to ma:e sure
t#e% are mo.ing $it# t#e c#anging en.ironment in t#e mar:et'
T#e follo$ing are t#e strategic goals of *oca8*ola *ompan%G
B
? To continue to e an organi0ation pro.i!ing t#e ?ualit% pro!ucts to t#e .aluale
customers'
? To select an! retain t#e professional people for t#e organi0ation'
? To proFect an outstan!ing corporate image'
? To satisf% t#e customer t#roug# e>tra or!inar% ser.ice an! an e>cellent ser.ice
? 7 along $it# t#e complete tactical an! operational support'C @T#e *oca8*ola
*ompan%= (014A'
().(.+ Tactic =oals
Tactic goals are set at t#e en! of t#e %ear at annual asis' T#e top le.el management !eci!es
t#ese goals $it# t#e consultation of t#e lo$er le.el emplo%ees' T#e follo$ing are t#e tactic goals
of t#e compan%G
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C
? To increase t#e re.enues % (0O as compare! to last %ear'
? To increase t#e total retail customers % aroun! 10O
? To increase t#e mar:et s#are % 5O
? To reacti.ate t#e !iscontinue! customers % ,0OC @T#e *oca8*ola *ompan%=
(014A'
().(.- Operational =oals
T#e operational goals are also set % t#e Managing 1irector of t#e compan%' Before
implementing t#ese goals t#e manager consult t#em $it# lo$er le.el emplo%ees an! after
con.incing t#em t#e% implement t#e goals officiall%' "n t#is t%pe of goals t#e compan% uses
Management % oFecti.es @MB/A' E.er% emplo%ee assigne! is tol! aout $#at t#e organi0ation
is e>pecting from #im/#er an! t#en #is e.aluation is !one on t#e asis of organi0ation<s rules an!
regulations @T#e *oca8*ola *ompan%= (014A'
().(.3 #ecision Ma4ing
1ecision ma:ing process is centrali0e! in t#e compan%' T#e classical mo!el is use!= t#e top le.el
managers ta:e t#eir time in ma:ing t#e !ecisions an! all t#e possile alternati.es are :ept in
min! efore going for t#e rationall% economic solution'
T#e top le.el managers !on<t consult $it# an% emplo%ee in case of programme! !ecision
ma:ing' T#e or!inar% routine !ecisions are ma!e % t#e line managers of t#e mi!!le le.el
management after getting t#e permission from t#e general manager'
T#e follo$ing are t#e !ecisions $#ic# are ta:en % t#e top le.el of management in t#e *oca8
*ola *ompan%G
B
? T#e pac:age positioning
? Tra!e !iscounts
? 7!.ertisements
? Price re!uctions
? 1istriution'C
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"n recruitment of ne$ emplo%ees t#e top le.el management appro.es t#e .acancies an! t#e
)uman *apital 1epartment is as:e! to con!uct a $ritten test suc# :in! of tests are con!ucte! for
t#e emplo%ees of lo$er le.el' T#e prospecti.e applicants are s#ot liste! t#roug# t#e inter.ie$
process' 7fter ta:ing t#e inter.ie$ of t#e applicant t#e operation manager an! t#e general
manager ma:e t#e final !ecision of selection of t#e emplo%ee @T#e *oca8*ola *ompan%= (014A'
10'( /rgani0ing
/rgani0ing is t#e secon! management function' T#e follo$ing steps are ta:en % t#e *oca8*ola
*ompan% in organi0ing t#eir goals an! oFecti.esG
? 1epartmentali0ation
? 9or: 2peciali0ation
? 1elegation an! 7ccountailit%
? Resource 7llocation
? /rgani0ing t#e )uman Resources
7ll t#e steps are !iscusse! elo$ in !etailG
().+.( #epartmentali8ation
/n t#e asis of functional approac# t#e *oca8*ola *ompan% is !i.i!e! into !ifferent
!epartments' Grouping of emplo%ees is !one on t#e asis of t#eir common s:ills an! $or:
acti.ities' 2uc# :in! of approac# #elps t#e compan% in sol.ing t#eir prolems an! it also ma:e
t#e less t#e nee! of training t#e emplo%ees speciall%' T#e general manger is #ea! of all t#e
!epartments all t#e !epartment #a.e to report to t#e general manager in t#e *oca8*ola *ompan%'
T#ere are fi.e maFor !epartments in t#e compan% $#ic# are as follo$G
? Pro!uction 1epartment
? "n!ustrial Relations 1epartment
? 2ales an! Mar:eting 1epartment
? )uman *apital 1epartment
? ;inance 1epartment
/rod*ction #epartment0 T#is !epartment loo:s aroun! all t#e pro!uction of t#e compan%' 7ll
plants in t#e countr% are in un!er its control'
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!nd*strial Relation #epartment0 T#is !epartment !eals $it# t#e prolems of t#e emplo%ees'
T#e !epartment listen t#e prolems of t#e emplo%ees an! sen! t#em to t#e #ig# aut#orities for
settling t#em up an! stop t#em from ecoming a #ur!le in t#e $or: progress of t#e compan%'
Sales and Mar4eting department0 T#is !epartment ma:es sure t#at t#e pro!uct is easil%
a.ailale in t#e mar:et for t#e customers to u% an! !eals $it# t#e issues of a!.ertisement=
promotion= an! !istriution of t#e pro!uct'
,*man Capital #epartment0 T#is !epartment ta:es care of t#e efficient $or:ers of t#e
compan%= t#e% select some efficient $or:ers of in t#e compan% recommen! t#eir names for
promotion in Fo so t#at t#e $or:ers remain #app% an! !on<t lea.e t#e compan%' Management
le.el emplo%ees are !ealt % t#e !epartment'
Finance #epartment0 T#e !epartment is concerne! $it# cost an! price of t#e pro!ucts
pro!uce! % t#e compan%' "t also tac:les $it# import relate! issues of t#e compan%' ;inance
!epartment is assiste! % t#e sales an! mar:eting !epartment in ma:ing in.oices an! pa%roll
entries @T#e *oca8*ola *ompan%= (014A'
().+.+ 5or4 Speciali8ation
T#ere is a #ig# percentage of $or: speciali0ation in t#e *oca8*ola *ompan% ecause e.er%
manager is appointe! in t#e function in $#ic# #e is e>pert so t#ere is no ore!om or monoton%'
7ll t#e promotions of t#e emplo%ees are ase! on t#eir performances' No fa.oritism is allo$e!
in t#e compan% @T#e *oca8*ola *ompan%= (014A'
().+.- #elegation and Acco*nta&ility
T#ere is a #ig# percentage of !elegation in t#e compan%' T#e $or: is !one $it# proper aut#orit%
an! responsiilit%' E.er% manager is ma!e accountale for t#e actions of #is suor!inates' 7ll t#e
suor!inates are gui!e! .er% :eenl% % t#eir respecti.e managers at t#e time of accomplis#ing
some goal' +eeping t#e !elegation process on t#e ot#er si!e t#e managers also moti.ate t#eir
suor!inates to oost up t#eir energ% an! ma:e t#em more effecti.e % using !ifferent met#o!s'
T#e% ma:e t#eir suor!inate! t#in: t#at t#e% #a.e to gi.e t#eir est to t#eir managers $#ic#
increases t#eir performance= ?ualit% of $or: an! satisfaction of t#e customers @T#e *oca8*ola
*ompan%= (014A'
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().+.3 Reso*rce Allocation
9#en t#e issue of resource allocation comes into action t#e *oca8*ola *ompan% #as gi.en t#e
aut#orit% to managers to use t#e resources of t#e compan% $#ere e.er an! $#ene.er t#e% are
nee!e!' /nl% t#e% are re?uire! to get t#e appro.al from t#e manager if t#ose assets elong to #is
!epartment' T#e resources can e capital= laor= mac#iner% or an%t#ing else @T#e *oca8*ola
*ompan%= (014A'
().+.7 Organi8ing the ,*man Reso*rces
T#e compan% !oes t#e recruitment process $#en t#ere is a position empt% an! t#e recruitment is
al$a%s !one on permanent asis in *oca8*ola *ompan%'
Recruitment is !one $#en t#e manger nee!s t#e emplo%ee un!er #im an! #e sen! t#e re?uest to
t#e general manager an! after t#e appro.al of t#e general manager t#e re?uest is sent to t#e
)uman Resource 1epartment'
"n *oca8*ola firstl% all t#e .acancies are announce! $it#in t#e organi0ation so t#at if t#ere is
someone $#o can fulfill t#e re?uirements can get #im/#erself promote! or can refer someone of
#is relati.e to Foin if #e is capale of t#at Fo' "f t#ere are no suitale persons t#an t#e compan%
searc#es its an: $#ere t#ere are #uge amount of application of t#e applicants' "f t#ere also t#e%
fin! no person suitale for t#e Fo t#en at last t#e% gi.e t#e a!.ertisement in t#e ne$spaper etc'
@T#e *oca8*ola *ompan%= (014A'
10', 6ea!ing
T#e t#ir! management function is Blea!ingC' T#e follo$ing maFor steps are ta:en % t#e *oca8
*ola *ompan% in t#e lea!ing functionG
? Moti.ation
? *ommunication
? *orporate *ulture
().-.( Moti1ation
*oca8*ola *ompan% gi.es #ig# attention to t#e moti.ation of t#e emplo%ees' Promotions of
#ar!$or:ing emplo%ees are a part of t#e compan%<s polic%' Promotions of emplo%ees are !one
(1
Management styles & Leadership practices at Coca-Cola.
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on t#e performance asis $#ic# is a great moti.ation for t#e emplo%ee t#at #ig#er #is
performance t#ere is more c#ance of #is promotion'
Besi!e from promotion strateg% t#e *oca8*ola *ompan% also uses t#e compensation strateg% to
moti.ate t#e emplo%eeH *oca8*ola is pa%ing in!ustrial a.erage in compensation' Not onl% t#is
!ifferent campaigns an! competitions et$een t#e emplo%ees itself are also use! to moti.ate t#e
emplo%ees'
Managers pla% a .er% important role in t#e moti.ation of t#e emplo%ees in *oca8*ola *ompan%'
T#e% #elp t#em in all t#eir prolems eit#er t#e% are personnel or professional' T#e% gi.e t#em
fee!ac: on t#eir performance $#ic# ma:es t#e emplo%ee feel goo!' 9or:ing en.ironment an!
a c#allenging milestone are a maFor factor in emplo%ee moti.ation in t#e compan% @T#e *oca8
*ola *ompan%= (014A'
().-.+ Comm*nication
T#ere is an open en.ironment in t#e *oca8*ola *ompan% $#ic# allo$s t#e emplo%ees to
communicate $it# eac# ot#er an! it allo$s t#e information to flo$ insi!e t#e compan% an!
!iscourages t#e arriers et$een memers to s#are information' Before ma:ing t#e !ecisions t#e
top le.el managers !iscuss it $it# t#e mi!!le le.el managers an! efore !ecision ma:ing it is
s#are! till t#e en! of t#e #ierarc#%' T#e *oca8*ola *ompan% allo$s t#e emplo%ees t#at an%one
of t#em can meet t#e general manager if #e/s#e is facing an% :in! of !ifficult%'
"nter!epartmental communication is !one in t#e form of formal an! informal manners' To get t#e
fee!ac: of t#e emplo%ees an! get t#e .ie$ of t#e emplo%ee aout t#e manager t#e grape.ine is
use! @T#e *oca8*ola *ompan%= (014A'
().-.- Corporate C*lt*re
T#e top management of t#e *oca8*ola tries to follo$ t#e prescrie! culture of t#e organi0ation'
*oca8*ola #as formal an! !ocumente! .alues t#at are communicate! to all t#e emplo%ees' T#e
top le.el manager acts as role mo!els to ma:e sure t#at t#e rules an! regulations are een applie!
in t#e compan% an! closel% a!ministrator re.ie$ t#eir emplo%ee<s e#a.ior'
10'4 *ontrolling
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Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
T#e last an! t#e most crucial function of management are B*ontrollingC' "n t#is function t#e
compan% e.aluates t#at eit#er t#e% #a.e ac#ie.e! t#e goals $#ic# t#e% #a! set efore' "f t#e
ans$er is B%esC t#en t#e emplo%ees an! managers are re$ar!e! $it# onuses an! ot#er $a%s an!
.ice .ersa' "n t#e follo$ing $e<ll come to :no$ t#at #o$ t#e *oca8*ola *ompan% performs its
controlling functionK
().3.( Sales /erson>s Reporting System
2ales person #a! to report to t#e mar:et !e.eloper area e.er% !a% aout #is acti.ities' )e gi.e
#im recor! of t#e per !a% sales an! #e can get an% :in! of assistance % t#e area mar:et
!e.eloper an%time on an% matter'
7tten!ance of t#e sales person is ta:en $it# t#e punc# car! s%stem= $it# t#e #elp of $#ic# t#e
entr% an! e>it time of t#e sales person is recor!e!'
E.er% sales person is gi.en a route car! in $#ic# t#ere are !etails of t#e .isit of t#e outlets= #o$
muc# time #e spent on t#e outlets= numer of sales ma!e on t#e outlets= t#e time ta:en !uring
tra.elling from one outlet to t#e ot#er= name of t#e loa!er an! sales person an! t#e entr% an! e>it
time of t#e .e#icle'
7part from t#is t#e sales person is also gi.en a forum to fill up for t#e or!ers of t#e ne>t !a% to
e loa!e! in t#e truc:' T#is ma:es t#e managers :no$ t#at #o$ muc# sales of $#ic# ran! an!
t#e si0e of t#e pro!uct are een !one % t#e sales person' T#e information is useful for t#e #uman
resource !epartment ecause t#e% #a.e to e.aluate t#e total performance an! calculate t#e total
salar% of t#e sales person @T#e *oca8*ola *ompan%= (014A'
().3.+ Sales /erson E1al*ating System
E.aluation of all t#e sales person is !one on ?uarterl% asis' E.aluation #elps in t#e promotion of
t#e people to #ig#er le.els in t#e organi0ation' T#e e.aluation is a great moti.ator for t#e sales
person ecause !ue to t#is #e $or:s #ar! to get promotion or at least t#e monetar% re$ar!'
Monetar% re$ar!s are not onl% gi.en to t#e est sales person= t#e% are also gi.en to t#e est
mar:et !e.eloper an! t#e est sales manager of t#e %ear'
Performance !e.elopment plan is :ept as ase to e.aluate t#e performance of t#e emplo%ee' T#e
measurement of performance is !one on t#e asis of ac#ie.ement of targets $#ic# $ere set an!
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Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
communicate! at t#e start of t#e %ear in front of eac# sales manager= eac# ?uarter to mar:et
!e.eloper an! mont#l% to e.er salesperson'
T#is performance !e.elop plan e.aluates t#e sales ma!e % t#e salespersons on t#e asis of call
slips= route calls= call completion= effecti.e an! pro!ucti.e call= atten!ance of t#e salespersons=
gro$t# in sales !one % t#e sales man= mar:et !e.elopment an! t#e punctualit% of t#e sales
person @T#e *oca8*ola *ompan%= (014A'
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Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
Re'erence
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Management styles & Leadership practices at Coca-Cola.
M+TG 510
GMB/NE/0645/05/14
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Management styles & Leadership practices at Coca-Cola.
doc_340271393.docx