Organizaion Behavior

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Ramesh Thamara Organization Behavior Reg.No:10404

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Acknowledgment


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Contents

TASKS ....................................................................................................................................... 3TASK 01 .................................................................................................................................... 5

1.1 Industry ............................................................................................................................ 51.2 History .............................................................................................................................. 51.3 Vision Mission statements ................................................................................................ 6

TASK 02 .................................................................................................................................... 91.1 Organizational Structure ....................................................................................................... 9TASK 03 ...................................................................................................................................11TASK 04 ...................................................................................................................................13

1.1 Role of the Manager ........................................................................................................131.2 Major functions of a manager ..........................................................................................131.3 Team ...............................................................................................................................141.4 Stages in Team Development ..........................................................................................14


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TASKS

Task 01

Give an instruction for the selected organization specifying its industry, history, and VisionMission statements.

Task 02

Illustrate and explain its Organizational structure giving information about the overall talks of thelevels of the organization.

Task 03

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

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 willapply 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 beverageindustry. COCACOLA is the leader in the beverage industry; the Coca-Cola Company offershundreds of brands, including soft drinks, fruit juices, sports drinks and other beverages in morethan 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. Eighthundred miles away, another great American symbol was about to be unveiled.

Like many people who change history, John Pemberton, an Atlanta pharmacist, was inspired bysimple curiosity. One afternoon, he stirred up a fragrant, caramel-colored liquid and, when it wasdone, he carried it a few doors down to Jacobs' Pharmacy. Here, the mixture was combinedwith carbonated water and sampled by customers who all agreed -- this new drink wassomething 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 inhis distinct script. To this day, Coca-Cola is written the same way. In the first year, Pembertonsold 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 securedrights to the business for a total of about $2,300. Candler would become the Company's firstpresident, 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 firsttime 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." Theword "Classic" was truncated because "New Coke" was no longer in production, eliminating theneed 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-fluid-ounce (470 ml) bottles sold in parts of the southeastern United States. The change is part of alarger strategy to rejuvenate the product's image. The word "Classic" was removed from allCoca-Cola products by 2011.

In November 2009, due to a dispute over wholesale prices of Coca-Cola products, Costcostopped restocking its shelves with Coke and Diet Coke. However, some Costco locations (likethe 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, thecompany announced price reductions, asking retailers to sell eight-packs for $2.99. That sameday, Coca-Cola announced the 12.5-ounce bottle, to sell for 89 cents. A 16-ounce bottle hassold 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 yearsand beyond, we must look ahead, understand the trends and forces that will shape our businessin the future and move swiftly to prepare for what's to come. We must get ready for tomorrowtoday. That's what our 2020 Vision is all about. It creates a long-term destination for ourbusiness 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 world2. To inspire moment of optimism and happiness3. 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 businessby describing what we need to accomplish in order to continue achieving sustainable, qualitygrowth.

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 andsatisfy 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 supportsustainable communities.

5. Profit: Maximize long-term return to shareowners while being mindful of our overallresponsibilities.

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 andsupervision, which are directed towards the achievement of organizational aims. It can also beconsidered as the viewing glass or perspective through which individuals see their organizationand its environment.

CEO- Muhtar Kent

CFO

Business & Technology

Public affairs & Com

Human Resources

European Union Group

Eurasia & Africa Group

Bottling and Supply

Sales & Marketing

Pacific Group

Latin America Group

Administration

Science

Global Community Connections

Legal

Enterprise Risk Management

Audit

Strategic Planning

Scientific & Regularity

CTO

Marketing

Customer & Commercial

Treasure

Control

Integrated Marketing Com

Business Services

Sustainability


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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 thatidentifies with Clayton Alderfers ERG theory. The workplace productivity within The Coca-ColaCompany 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; thenext part addresses the Relatedness needs within the company; and the last part touches onthe Growth needs within the company.

The Existence needs of the employees within The Coca-Cola Company can bedefined as those needs that have a desired physiological effect on the employees within thecompany. In addition, it could be the material well-being of the organization itself. In order forthere to be harmony within the company, the employees must have a sense of stability in theircurrent position, as well as a potential for growth within the company. Remembering thatemployees have the desire to be satisfied within the company in which they work, The Coca-Cola Company has many different programs in place in order to assist with this process. Forexample, the company offers cultural awareness programs and employee forums; these forumsconsist of employees that share similar interest or backgrounds.

The next part of the ERG Theory is the Relatedness needs. These are thedesires for satisfying interpersonal relationships (Schermerhorn, Jr., Hunt, & Osborn, 56). TheCoca-Cola Company prides themselves on establishing relationships between both employerand employee. The organization is able to connect with the employee and produce arelationship that can benefit both of them. For example, The Coca-Cola Company uses the one-on-one approach between management leaders and employees. Once a month, the employeespeaks with a team leader, or supervisor, about any problems at home or in the workplace. Thiscreates a positive environment where both parties can start to build a trusting relationship withone another.

The Growth need, which Schermerhorn, Jr., Hunt, and Osborn (2002) state asthe 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 helpsreassure an individual that advancement is up to him or her. The Coca-Cola Company tries tocreate an environment where promotions are encouraged to come from within the organization.Furthermore, they implement training programs which encourages an individual to move aheadin 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. Thepost of manager is imperative for any organization. The role of manager is almost the same atits different positions. A manager can be a person who directs a business or enterprise or hecan be a manager of accounts of a firm, organization or institute who controls expenditures andresources. In sports the manager is responsible for training, making strategies and performanceof its athletes.

The role of a manager in the success of any organization is vital and pivotal. The manager ofany company is the incharge of a team. He makes plans, directs his team, motivate them toachieve their goals. In a company, every department can have a manager, for example,Manager Marketing, Manager Accounts, Manager Research, and Manager Transport etc. Herethe role of manager is almost the same, to manage its team. But the duties may vary accordingto the assignments. A company's most important position is Manager Marketing. This positionmust make plans and strategy to raise the company's income, increase sales, achieve salestargets, make advertisements campaigns and in some charity organizations, this position alsodemands 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. PlanningIt is the basic function of management. It deals with chalking out a future course ofaction & deciding in advance the most appropriate course of actions for achievement ofpre-determined goals. According to KOONTZ, Planning is deciding in advance - what todo, when to do & how to do. It bridges the gap from where we are & where we want tobe. A plan is a future course of actions. It is an exercise in problem solving & decisionmaking. 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 anddeveloping productive relationship amongst them for achievement of organizationalgoals. According to Henry Fayol, To organize a business is to provide it with everythinguseful or its functioning i.e. raw material, tools, capital and personnels. To organize abusiness involves determining & providing human and non-human resources to theorganizational structure.


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3. DirectingIt is that part of managerial function which actuates the organizational methods to workefficiently for achievement of organizational purposes. It is considered life-spark of theenterprise which sets it in motion the action of people because planning, organizing andstaffing are the mere preparations for doing the work. Direction is that inert-personnelaspect of management which deals directly with influencing, guiding, supervising,

motivating sub-ordinate for the achievement of organizational goals.

4. ControllingIt implies measurement of accomplishment against the standards and correction ofdeviation if any to ensure achievement of organizational goals. The purpose ofcontrolling is to ensure that everything occurs in conformities with the standards. Anefficient system of control helps to predict deviations before they actually occur.

According to Theo Haimann, Controlling is the process of checking whether or notproper 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, orproject.

Team members operate with a high degree of interdependence, share authority andresponsibility 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 ofpeople when a strong sense of mutual commitment creates synergy, thus generatingperformance 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 gettingacquired. Members break the ice and test one another for friendship possibilities andtask orientation. Team members find which behaviors are acceptable to others.Uncertainty is high during this stage and members usually accept whatever power andauthority is offered by either informal or formal leaders.


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2. Storming - This stage is characterized by conflicts and disagreements. During this stageindividual personalities emerge. People become more assertive in clarifying their rolesand what is expected of them. Furthermore, there is conflict over who will control theteam. 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 groupdemonstrates cohesiveness. there is now a strong sense of team identity andcompanionship. This stage is completed when the tem structure solidifies and the teamhas assimilated a common set of expectations of what defines correct member ofbehavior.

4. Performing During this stage, the major emphasis is on problem solving and

accomplishing the assigned task. Members are committed the teams mission. In thisstage teams energy has moved from getting to know and understand each other toperforming the task at hand. For permanent teams, performing is the last stage in theirdevelopment.

5. Adjouring The final stage in team development for temporary teams. In this stageteam prepares for its disbadment. High task performance is no longer the teams toppriority. Instead attention is directed toward wrapping up activities. Responses ofmembers may vary. They may feel heightened emotionally, strong cohesiveness anddepression or regret over the teams disbadment. Members may feel happy about

mission accomplishment and sad about the loss of friendship and associations.

Documents

Organizaion Behavior