Ramesh Thamara

Organization Behavior

Reg.No:10404

Acknowledgment

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Ramesh Thamara

Organization Behavior

Reg.No:10404

Contents

TASKS ....................................................................................................................................... 3 TASK 01 .................................................................................................................................... 5 1.1 Industry ............................................................................................................................ 5 1.2 History .............................................................................................................................. 5 1.3 Vision Mission statements ................................................................................................ 6 TASK 02 .................................................................................................................................... 9 1.1 Organizational Structure....................................................................................................... 9 TASK 03 ...................................................................................................................................11 TASK 04 ...................................................................................................................................13 1.1 Role of the Manager ........................................................................................................13 1.2 Major functions of a manager ..........................................................................................13 1.3 Team ...............................................................................................................................14 1.4 Stages in Team Development..........................................................................................14

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TASKS
Task 01 Give an instruction for the selected organization specifying its industry, history, and Vision Mission statements.

Task 02 Illustrate and explain its Organizational structure giving information about the overall talks of the levels of the organization.

Task 03 Investigate what methods of motivational theories the organization follows to motivate its employees and how have they applies these theories to increase the motivation for its employees.

Task 03 Assume you are the manager responsible and you are going to form a team t work on a project. Define your role and the major functions of a manager. Define a team and explain how you will apply the stages of team development to your actual team.

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TASK 01

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TASK 01
1.1 Industry

The company that we have selected is THE COCACOLA COMPANY. Its involved in beverage industry. COCACOLA is the leader in the beverage industry; the Coca-Cola Company offers hundreds of brands, including soft drinks, fruit juices, sports drinks and other beverages in more than 200 countries. Coca-Cola is meeting the tastes of people around the globe.

1.2 History
It was 1886, and in New York Harbor, workers were constructing the Statue of Liberty. Eight hundred miles away, another great American symbol was about to be unveiled. Like many people who change history, John Pemberton, an Atlanta pharmacist, was inspired by simple curiosity. One afternoon, he stirred up a fragrant, caramel-colored liquid and, when it was done, he carried it a few doors down to Jacobs' Pharmacy. Here, the mixture was combined with carbonated water and sampled by customers who all agreed -- this new drink was something special. So Jacobs' Pharmacy put it on sale for five cents a glass. Pemberton's bookkeeper, Frank Robinson, named the mixture Coca-Cola, and wrote it out in his distinct script. To this day, Coca-Cola is written the same way. In the first year, Pemberton sold just 9 glasses of Coca-Cola a day. A century later, The Coca-Cola Company has produced more than 10 billion gallons of syrup. Unfortunately for Pemberton, he died in 1888 without realizing the success of the beverage he had created. Over the course of three years, 1888-1891, Atlanta businessman Asa Griggs Candler secured rights to the business for a total of about $2,300. Candler would become the Company's first president, and the first to bring real vision to the business and the brand.

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21st century
On July 5, 2005, it was revealed that Coca-Cola would resume operations in Iraq for the first time since the Arab League boycotted the company in 1968. In April 2007, in Canada, the name "Coca-Cola Classic" was changed back to "Coca-Cola." The word "Classic" was truncated because "New Coke" was no longer in production, eliminating the need to differentiate between the two. The formula remained unchanged. In January 2009, Coca-Cola stopped printing the word "Classic" on the labels of 16-US-fluidounce (470 ml) bottles sold in parts of the southeastern United States. The change is part of a larger strategy to rejuvenate the product's image. The word "Classic" was removed from all Coca-Cola products by 2011. In November 2009, due to a dispute over wholesale prices of Coca-Cola products, Costco stopped restocking its shelves with Coke and Diet Coke. However, some Costco locations (like the ones in Tucson, Arizona), sell imported Coca Cola from Mexico. Coca-Cola introduced the 7.5-ounce mini-can in 2009, and on September 22, 2011, the company announced price reductions, asking retailers to sell eight-packs for $2.99. That same day, Coca-Cola announced the 12.5-ounce bottle, to sell for 89 cents. A 16-ounce bottle has sold well at 99 cents since being introduced, but the price was going up to $1.19.

1.3 Vision Mission statements

The world is changing all around us. To continue to thrive as a business over the next ten years and beyond, we must look ahead, understand the trends and forces that will shape our business in the future and move swiftly to prepare for what's to come. We must get ready for tomorrow today. That's what our 2020 Vision is all about. It creates a long-term destination for our business and provides us with a "Roadmap" for winning together with our bottling partners.

Mission of COCACOLA Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions. 1. To refresh the world 2. To inspire moment of optimism and happiness 3. To create value and make a difference

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Vision of COCACOLA Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth. 1. People: Be a great place to work where people are inspired to be the best they can be. 2. Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs. 3. Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value. 4. Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities. 5. Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities. 6. Productivity: Be a highly effective, lean and fast-moving organization.

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TASK 02

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TASK 02 1.1 Organizational Structure

An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment. Legal Administration Global Community Connections CFO Science Sales & Marketing Strategic Planning Audit Enterprise Risk Management CEO- Muhtar Kent Bottling and Supply Control Latin America Group Treasure Pacific Group Customer & Commercial Marketing Integrated Marketing Com European Union Group CTO Human Resources Scientific & Regularity Public affairs & Com Sustainability Business Services

Business & Technology

Eurasia & Africa Group

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TASK 03

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TASK 03
The Motivation Theory Used Within the Coca-Cola Company
The motivational process of The Coca-Cola Company can best be described as one that identifies with Clayton Alderfers ERG theory. The workplace productivity within The Coca-Cola Company is unmatched by many organizations today. Three essential elements make up Alderfers ERG theory: The first part focuses on the Existence needs within the company; the next part addresses the Relatedness needs within the company; and the last part touches on the Growth needs within the company.

The Existence needs of the employees within The Coca-Cola Company can be defined as those needs that have a desired physiological effect on the employees within the company. In addition, it could be the material well-being of the organization itself. In order for there to be harmony within the company, the employees must have a sense of stability in their current position, as well as a potential for growth within the company. Remembering that employees have the desire to be satisfied within the company in which they work, The CocaCola Company has many different programs in place in order to assist with this process. For example, the company offers cultural awareness programs and employee forums; these forums consist of employees that share similar interest or backgrounds. The next part of the ERG Theory is the Relatedness needs. These are the desires for satisfying interpersonal relationships (Schermerhorn, Jr., Hunt, & Osborn, 56). The Coca-Cola Company prides themselves on establishing relationships between both employer and employee. The organization is able to connect with the employee and produce a relationship that can benefit both of them. For example, The Coca-Cola Company uses the oneon-one approach between management leaders and employees. Once a month, the employee speaks with a team leader, or supervisor, about any problems at home or in the workplace. This creates a positive environment where both parties can start to build a trusting relationship with one another. The Growth need, which Schermerhorn, Jr., Hunt, and Osborn (2002) state as the desire for continued personal growth and development (p. 156). This need alone can motivate each and every employee to do better within themselves, as well as within the job. Knowing that some of the choices made at work can help you advance, is something that helps reassure an individual that advancement is up to him or her. The Coca-Cola Company tries to create an environment where promotions are encouraged to come from within the organization. Furthermore, they implement training programs which encourages an individual to move ahead in the company if, and when, the opportunity exists.

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TASK 04

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TASK 04
1.1 Role of the Manager
A manager is a person who plans, controls, manages and directs a team of individuals. The post of manager is imperative for any organization. The role of manager is almost the same at its different positions. A manager can be a person who directs a business or enterprise or he can be a manager of accounts of a firm, organization or institute who controls expenditures and resources. In sports the manager is responsible for training, making strategies and performance of its athletes. The role of a manager in the success of any organization is vital and pivotal. The manager of any company is the incharge of a team. He makes plans, directs his team, motivate them to achieve their goals. In a company, every department can have a manager, for example, Manager Marketing, Manager Accounts, Manager Research, and Manager Transport etc. Here the role of manager is almost the same, to manage its team. But the duties may vary according to the assignments. A company's most important position is Manager Marketing. This position must make plans and strategy to raise the company's income, increase sales, achieve sales targets, make advertisements campaigns and in some charity organizations, this position also demands to raise funds for the organization. In short, one can say that this position resides at the backbone of any company or organization. A successful Manager can uplift the status of the company, thus make it progressive.

1.2 Major functions of a manager

1. Planning It is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap from where we are & where we want to be. A plan is a future course of actions. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. 2. Organizing It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. According to Henry Fayol, To organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnels. To organize a business involves determining & providing human and non-human resources to the organizational structure.

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3. Directing It is that part of managerial function which actuates the organizational methods to work efficiently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals.

4. Controlling It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. An efficient system of control helps to predict deviations before they actually occur. According to Theo Haimann, Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation.

1.3 Team
A group of people with a full set of complementary skills required to complete a task, job, or project. Team members operate with a high degree of interdependence, share authority and responsibility for self-management, are accountable for the collective performance, and work toward a common goal and shared rewards(s). A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members.

1.4 Stages in Team Development

Five stages of team development can be identified. They are Forming, Storming, Norming, Performing and Adjouring. 1. Forming The forming stage of development is a period of orientation and getting acquired. Members break the ice and test one another for friendship possibilities and task orientation. Team members find which behaviors are acceptable to others. Uncertainty is high during this stage and members usually accept whatever power and authority is offered by either informal or formal leaders.

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2. Storming - This stage is characterized by conflicts and disagreements. During this stage individual personalities emerge. People become more assertive in clarifying their roles and what is expected of them. Furthermore, there is conflict over who will control the team. When this stage is completed, there will be a relatively clear hierarchy of leadership within the team.

3. Norming The third stage is one in which close relationships develop and the group demonstrates cohesiveness. there is now a strong sense of team identity and companionship. This stage is completed when the tem structure solidifies and the team has assimilated a common set of expectations of what defines correct member of behavior.

4. Performing During this stage, the major emphasis is on problem solving and accomplishing the assigned task. Members are committed the teams mission. In this stage teams energy has moved from getting to know and understand each other to performing the task at hand. For permanent teams, performing is the last stage in their development.

5. Adjouring The final stage in team development for temporary teams. In this stage team prepares for its disbadment. High task performance is no longer the teams top priority. Instead attention is directed toward wrapping up activities. Responses of members may vary. They may feel heightened emotionally, strong cohesiveness and depression or regret over the teams disbadment. Members may feel happy about mission accomplishment and sad about the loss of friendship and associations.

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