Quality Management Essay example -- Business Management

Deming’s 14 points were first applied to Japan and United States manufacturing but the philosophy can be applied to many different industries now. The theories can be applied to healthcare, including Long Term Acute Care Hospitals (LTACH). These types of hospitals are not as common to people, but were created to deliver care based on patient’s needs. This paper will look at an LTACH located in Denver and like many healthcare facilities, employee morale is down due budget cuts and the rising cost of healthcare. A total quality management program could potentially help the facility develop new processes that allow for positive changes. Deming’s 14 Points could be applied to this hospital and help give direction to the leadership staff of the philosophy needed to make the changes. Dr. W Edwards Deming was a statistician who did not use the word total quality management, but can be accredited with the first movement of these types of programs (Gautschi, 1992). The end product is different than manufacturing but the idea of getting the best possible end product is the same. To understand why the program would help the hospital the organization needs to be explained. Deming’s 14 could be used in the transformation because of theory base of statistical information. Deming’s 14 points would also bring direction and needed transformation to the hospital. Background of hospital The intent of long term acute care is to allow people to move from the acute care hospitals into an environment where they can get more attention and services for a longer period of time (http://www.aha.org/advocacy-issues/postacute/ltach/index.shtml). With four Chief Executive Officers, three Clinical Directors and four Human Resource Managers in the pas... ...be applied to many industries including long term acute care hospitals. By measuring and analyzing statistical information, managers can help to implement a new quality management program. The most important pieces for this hospital would be adopting the philosophy, always trying to improve and self-education. The hospital will also need to institute leadership to begin the process. Without the leadership, the changes necessary will not occur. Works Cited Albert, J., & Gilligan, K. (1990). Ready for quality? How one hospital introduced the Deming method. Hospital Topics, 68(2), 7. Cohen, P. (n.d.). Deming’s 14 points. Retrieved from http://www.hci.com.au/hcisite2/articles/deming.htm Darr, K. (1990). Applying the Deming method in hospitals. Hospital Topics, 68(1), 4. Gautschi, D. F. (1992). 14 points to improve quality. Design News, 48(17), 224.

The Plant World Essay -- Environment, Plant Species, Plant Communicati

Introduction Plants exhibit exceptionally intelligent behaviour when it comes to interactions with their environment. They can detect perceived threats, then convey warning signals to other plants via chemical signaling. Forewarned plants will then assemble their defenses against these potential threats, thus, increasing their chance of survival and reproduction. Communication and competition are common occurrences among the plant world. Another brilliantly, almost inconceivable capability plants possess is the ability to recognize coexisting family members within their home range. These intelligent life forms realize that if family members compete less with each other by allocation of their resources, their group will do better overall. This is a strategy utilized by many species, especially plants, to eliminate competition within their community in nature (Mancuso 2006). Competition can occur between members of the same or different species. The involved individuals are negatively affected by other individuals that have the same living requirements, such as food or space. Inter-specific competition transpires when members of different species compete for a particular resource. Intra-specific competition arises when members of the same species compete with one another for a particular resource (Encyclopedia Britannica 2010). In this experiment we concentrate on inter-specific competition. We measured the effect of competitor density on the growth of plants in order to observe the outcome of inter-specific competition. In set one (of two), our group utilized allelopathic rye grass (Secale cereal L.) as our competitor species. In set two, we made use of non-allelopathic oats (Avena fatua var. sativa) as our competitor spec... ...ass soil. This demonstrates that a pathogen may influence allelopathy between plants and that rust may enhance ryegrass allelopathy against clover (Mattner 2001). Our results supported the alternative hypothesis which states that the density and weight of rye or oats (competitor species) had a significant effect on the 1/w of the clover (indicator species) under normal conditions. This proves that non-legumes win when in an inter-specific competition with a legume species and allelopathic chemicals negatively affect indicator species during inter-specific competition (Cain 2008). Errors that could have occurred when designing this experiment include possible uneven distribution light, water, or temperature fluctuations. For future research I would suggest observing the effects of allelopathy and symbiotic bacteria among different legume and non-legume species.

Lamb: The Gospel According to Biff, Christ’s Childhood Pal Chapter 22

Chapter 22 Tamil, as it turned out, was not a small town in southern India, but the whole southern peninsula, an area about five times the size of Israel, so looking for Melchior was akin to walking into Jerusalem on any given day and saying, â€Å"Hey, I'm looking for a Jewish guy, anyone seen him?† What we had going for us was that we knew Melchior's occupation, he was an ascetic holy man who lived a nearly solitary life somewhere along the coast and that he, like his brother Gaspar, had been the son of a prince. We found hundreds of different holy men, or yogis, most of them living in complete austerity in the forest or in caves, and usually they had twisted their bodies into some impossible posture. The first of these I saw was a yogi who lived in a lean-to on the side of a hill overlooking a small fishing village. He had his feet tucked behind his shoulders and his head seemed to be coming from the wrong end of his torso. â€Å"Josh, look! That guy is trying to lick his own balls! Just like Bartholomew, the village idiot. These are my people, Josh. These are my people. I have found home.† Well, I hadn't really found home. The guy was just performing some sort of spiritual discipline (that's what â€Å"yoga† means in Sanskrit: discipline) and he wouldn't teach me because my intentions weren't pure or some claptrap. And he wasn't Melchior. It took six months and the last of our money and we both saw our twenty-fifth birthdays before we found Melchior reclining in a shallow stone nook in a cliff over the ocean. Seagulls were nesting at his feet. He was a hairier version of his brother, which is to say he was slight, about sixty years old, and he wore a caste mark on his forehead. His hair and beard were long and white, shot with only a few stripes of black, and he had intense dark eyes that seemed to show no white at all. He wore only a loincloth and he was as thin as any of the Untouchables we had met in Kalighat. Joshua and I clung to the side of the cliff while the guru untied from the human knot he'd gotten himself into. It was a slow process and we pretended to look at the seagulls and enjoy the view so as not to embarrass the holy man by seeming impatient. When he finally achieved a posture that did not appear as if it had been caused by being run over by an ox cart, Joshua said, â€Å"We've come from Israel. We were six years with your brother Gaspar in the monastery. I am – â€Å" â€Å"I know who you are,† said Melchior. His voice was melodic, and every sentence he spoke seemed as if he were beginning to recite a poem. â€Å"I recognize you from when I first saw you in Bethlehem.† â€Å"You do?† â€Å"A man's self does not change, only his body. I see you grew out of the swaddling clothes.† â€Å"Yes, some time ago.† â€Å"Not sleeping in that manger anymore?† â€Å"No.† â€Å"Some days I could go for a nice manger, some straw, maybe a blanket. Not that I need any of those luxuries, nor does anyone who is on the spiritual path, but still.† â€Å"I've come to learn from you,† Joshua said. â€Å"I am to be a bodhisattva to my people and I'm not sure how to go about it.† â€Å"He's the Messiah,† I said helpfully. â€Å"You know, the Messiah. You know, Son of God.† â€Å"Yeah, Son of God,† Joshua said. â€Å"Yeah,† I said. â€Å"Yeah,† said Joshua. â€Å"So what do you have for us?† I asked. â€Å"And who are you?† â€Å"Biff,† I said. â€Å"My friend,† said Josh. â€Å"Yeah, his friend,† said I. â€Å"And what do you seek?† â€Å"Actually, I'd like to not have to hang on to this cliff a lot longer, my fingers are going numb.† â€Å"Yeah,† said Josh. â€Å"Yeah,† said I. â€Å"Find yourself a couple of nooks on the cliff. There are several empty. Yogis Ramata and Mahara recently moved on to their next rebirth.† â€Å"If you know where we can find some food we would be grateful,† Joshua said. â€Å"It's been a long time since we've eaten. And we have no money.† â€Å"Time then for your first lesson, young Messiah. I am hungry as well. Bring me a grain of rice.† Joshua and I climbed across the cliff until we found two nooks, tiny caves really, that were close to each other and not so far above the beach that falling out would kill us. Each of our nooks had been gouged out of the solid rock and was just wide enough to lie down in, tall enough to sit up in, and deep enough to keep the rain off if it was falling straight down. Once we were settled, I dug through my satchel until I found three old grains of rice that had worked their way into a seam. I put them in my bowl, then carried the bowl in my teeth as I made my way back to Melchior's nook. â€Å"I did not ask for a bowl,† said Melchior. Joshua had already skirted the cliff and was sitting next to the yogi with his feet dangling over the edge. There was a seagull in his lap. â€Å"Presentation is half the meal,† I said, quoting something Joy had once said. Melchior sniffed at the rice grains, then picked one up and held it between his bony fingertips. â€Å"It's raw.† â€Å"Yes, it is.† â€Å"We can't eat it raw.† â€Å"Well, I would have served it up steaming with a grain of salt and a molecule of green onion if I'd known you wanted it that way.† (Yeah, we had molecules in those days. Back off.) â€Å"Very well, this will have to do.† The holy man held the bowl with the rice grains in his lap, then closed his eyes. His breathing began to slow, and after a moment he appeared not to be breathing at all. Josh and I waited. And looked at each other. And Melchior didn't move. His skeletal chest did not rise with breath. I was hungry and tired, but I waited. And the holy man didn't move for almost an hour. Considering the recent nook vacancies on the cliff face, I was a little concerned that Melchior might have succumbed to some virulent yogi-killing epidemic. â€Å"He dead?† I asked. â€Å"Can't tell.† â€Å"Poke him.† â€Å"No, he's my teacher, a holy man. I'm not poking him.† â€Å"He's Untouchable.† Joshua couldn't resist the irony, he poked him. Instantly the yogi opened his eyes, pointed out to sea and screamed, â€Å"Look, a seagull!† We looked. When we looked back the yogi was holding a full bowl of rice. â€Å"Here, go cook this.† So began Joshua's training to find what Melchior called the Divine Spark. The holy man was stern with me, but his patience with Joshua was infinite, and it was soon evident that by trying to be part of Joshua's training I was actually holding him back. So on our third morning living in the cliff, I took a long satisfying whiz over the side (and is there anything so satisfying as whizzing from a high place?) then climbed to the beach and headed into the nearest town to look for a job. Even if Melchior could make a meal out of three grains of rice, I'd scraped all the stray grains out of both my and Joshua's satchels. The yogi might be able to teach a guy to twist up and lick his own balls, but I couldn't see that there was much nourishment in it. The name of the town was Nicobar, and it was about twice the size of Sepphoris in my homeland, perhaps twenty thousand people, most of whom seemed to make their living from the sea, either as fishermen, traders, or shipbuilders. After inquiring at only a few places, I realized that for once it wasn't my lack of skills that were keeping me from making a living, it was the caste system. It extended far deeper into the society than Rumi had told me. Subcastes of the larger four dictated that if you were born a stonecutter, your sons would be stonecutters, and their sons after them, and you were bound by your birth to never do any other job, regardless of how good or bad you were at it. If you were born a mourner, or a magician, you would die a mourner or a magician, and the only way you'd get out of death or magic was to die and be reincarnated as something else. The one skill that didn't seem to require belonging to a caste was village idiot, but the Hindus seemed to thrust the more ec centric holy men into this role, so I found no openings there. I did have my bowl, and my experience at collecting alms for the monastery, so I tried my hand at begging, but every time I would get a good corner staked out, along would hop some one-legged blind guy to steal my action. By the late afternoon I had one tiny copper coin and the steward of the beggars guild had come along to warn me that if he caught me begging in Nicobar again, he'd see that I was admitted to the guild by the immediate removal of my arms and legs. I bought a handful of rice at the market and was skulking out of town, my bowl before me and my head down, like a good monk, when I saw before me a most delicate set of toes, painted vermilion and followed by a dainty foot, an elegant ankle ajangle with copper bangles, an inviting calf decorated with hennaed designs as intricate as lace, and from there a bright skirt led me up the seam to a bejeweled navel, full breasts haltered in yellow silk, lips like plums, a nose as long and straight as a Roman statue's, and wide brown eyes, shaded in blue and lined to make them look the size of a tiger's. They drank me in. â€Å"You're a stranger,† she said. One long finger on my chest stopped me on the spot. I tried to hide my rice bowl in my shirt, and in a fabulous display of sleight of hand, ended up spilling the grains down my front. â€Å"I'm from Galilee. In Israel.† â€Å"Never heard of it. Is it far?† She reached into my shirt and began to pick out the rice grains that had caught against my sash, running her fingernail along my stomach muscles and dropping the grains, one by one, into my bowl. â€Å"Very far. I've come here with my friend to obtain sacred and ancient knowledge, that kind of thing.† â€Å"What is your name?† â€Å"Biff – or Levi who is called Biff. We do that ‘who is called' thing a lot in Israel.† â€Å"Follow me, Biff, I'll show you some ancient and sacred knowledge.† She hooked her finger into my sash and walked into a nearby doorway, for some reason completely confident that I would follow. Inside, amid piles of colorful pillows strewn about the floors and deep carpets the likes of which I hadn't seen since Balthasar's fortress, stood a carved camphorwood stand on which a large codex lay open. The book was bound in brass filigreed with copper and silver, and the pages were made of a parchment finer than I had ever seen. The woman pushed me toward the book and left her hand on my back as I looked at the open page. The handwritten script was gilded and so ornate that I could barely make out the words, which didn't matter anyway, because it was the illustration that caught my eye. A man and a woman, nude, each perfect. The man had the woman facedown on a rug, her feet hooked over his shoulders, her arms held behind her as he entered her. I tried to call on my Buddhist training and discipline to keep from embarrassing myself in front of the strange woman. â€Å"Ancient sacred wisdom,† she said. â€Å"The book was a gift from a patron. The Kama Sutra, it's called. Thread of Desire.† â€Å"The Buddha said that desire is the source of all suffering,† I said, feeling like the kung fu master that I knew I was. â€Å"Do they look like they are suffering?† â€Å"No.† I began to tremble. I had been too long out of the company of women. Far too long. â€Å"Would you like to try that? That suffering. With me?† â€Å"Yes,† I said. All the training, all the discipline, all the control, gone in a word. â€Å"Do you have twenty rupees?† â€Å"No.† â€Å"Then suffer,† she said, and she stepped away. â€Å"See, I told you.† Then she walked away, trailing the scent of sandalwood and roses behind her as she went to the door, her hips waving good-bye to me all the way across the room, the bangles on her arms and ankles ringing like tiny temple bells calling me to worship at her secret grotto. At the door she crooked a finger for me to follow her out, and I did. â€Å"My name is Kashmir,† she said. â€Å"Come back. I'll teach you ancient and sacred knowledge. One page at time. Twenty rupees each.† I took my stupid, pathetic, useless grains of rice and went back to my holy, stupid, useless, stupid male friends at the cliff. â€Å"I brought some rice,† I said to Joshua when I had climbed to my nook in the cliff. â€Å"Melchior can do his rice thing and we'll have enough for supper.† Josh was sitting on the shelf of his nook, his legs folded into the lotus position, hands in the mudra of the compassionate Buddha. â€Å"Melchior is teaching the path to the Divine Spark,† Joshua said. â€Å"First you have to quiet the mind. That's why there's so much physical discipline, attention to breath, you have to be so completely in control that you can see past the illusion of your body.† â€Å"And how is that different from what we did in the monastery?† â€Å"It's subtle, but it's different. There the mind would ride the wave of action, you could meditate while on the exercise posts, shooting arrows, fighting. There was no goal because there was no place to be but in the moment. Here, the goal is to see beyond the moment, to the soul. I think I'm getting a glimpse. I'm learning the postures. Melchior says that an accomplished yogi can pass his entire body through a hoop the size of his head.† â€Å"That's great, Josh. Useful. Now let me tell you about this woman I met.† So I jumped over to Josh's ledge and began to tell him about my day, the woman, the Kama Sutra, and my opinion that this just might be the sort of ancient spiritual information a young Messiah might need. â€Å"Her name is Kashmir, which means soft and expensive.† â€Å"But she's a prostitute, Biff.† â€Å"Prostitutes didn't bother you when you were making me help you learn about sex.† â€Å"They still don't bother me, it's just that you don't have any money.† â€Å"I got the feeling she likes me. I think maybe she'll do me pro bono, if you know what I mean?† I elbowed him in the ribs and winked. â€Å"You mean for the public good. You forget your Latin? ‘Pro bono' means ‘for the public good.'† â€Å"Oh. I thought it meant something else. She's not going to do me for that.† â€Å"No, probably not,† said Josh. So the next day, first thing, I made may way back to Nicobar, determined to find a job, but by noon I found myself sitting on the street next to one of the blind, no-legged beggar kids. The street was packed with traders, haggling, making deals, exchanging cash for goods and services, and the kid was making a killing on the spare change. I was astounded at the amount in the kid's bowl; there must have been enough for three Kama Sutra pages right there. Not that I would steal from a blind kid. â€Å"Look, Scooter, you look a little tired, you want me to watch the bowl while you take a break?† â€Å"Get your hand out of there!† The kid caught my wrist (me, the kung fu master). He was quick. â€Å"I can tell what you're doing.† â€Å"Okay, fine, how about I show you some magic tricks. A little sleight of hand?† â€Å"Oh, that'll be fun. I'm blind.† â€Å"Look, make up your mind.† â€Å"I'm going to call for the guild-master if you don't go away.† So I went away, despondent, defeated – not money enough to look at the edge of a page of the Kama Sutra. I skulked back to the cliffs, climbed up to my nook, and resolved to console myself with some cold rice left over from last night's supper. I opened my satchel and – â€Å"Ahhh!† I leapt back. â€Å"Josh, what are you doing in there?† And there he was, his beatific old Joshua face with the sole of a foot on either side like big ears, a few vertebrae showing, one hand, my ying-yang amulet vial, and a jar of myrrh. â€Å"Get out of there. How'd you get in there?† I've mentioned our satchels before. The Greeks called them wallets, I guess you would call them duffel bags. They were made of leather, had a long strap we could throw over our shoulder, and I suppose if you'd asked me before, I would have said you could get a whole person in one if you had to, but not in one piece. â€Å"Melchior taught me. It took me all morning to get in here. I thought I'd surprise you.† â€Å"Worked. Can you get out?† â€Å"I don't think so. I think my hips are dislocated.† â€Å"Okay, where's my black glass knife?† â€Å"It's at the bottom of the bag.† â€Å"Why did I know you were going to say that?† â€Å"If you get me out I'll show you what else I learned. Melchior taught me how to multiply the rice.† A few minutes later Joshua and I were sitting on the ledge of my nook being bombarded by seagulls. The seagulls were attracted by the huge pile of cooked rice that lay between us on the ledge. â€Å"That's the most amazing thing I've ever seen.† Except that you really couldn't see it done. One minute you had a handful of rice, the next a bushel. â€Å"Melchior says that it usually takes a lot longer for a yogi to learn to manipulate matter like this.† â€Å"How much longer?† â€Å"Thirty, forty years. Most of the time they pass on before they learn.† â€Å"So this is like the healing. Part of your, uh, legacy?† â€Å"This isn't like the healing, Biff. This can be taught, given the time.† I tossed a handful of rice into the air for some seagulls. â€Å"Tell you what. Melchior obviously doesn't like me, so he's not going to teach me anything. Let's trade knowledge.† I brought rice to Joshua, had him multiply it, then sold the surplus in the market, and eventually I started trading fish instead of rice because I could raise twenty rupees in fewer trips. But before that, I asked Joshua to come to town with me. We went to the market, which was thick with traders, haggling, making deals, exchanging cash for goods and services, and over on the side, a blind and legless beggar was making a killing on the change. â€Å"Scooter, I'd like you to meet my friend Joshua.† â€Å"My name's not Scooter,† said the waif. A half hour later Scooter could see again and miraculously his severed legs had been regenerated. â€Å"You bastards!† said Scooter as he ran off on clean new pink feet. â€Å"Go with God,† Joshua said. â€Å"Now I guess we'll see how easy it is to earn a living!† I shouted after the kid. â€Å"He didn't seem very pleased,† said Josh. â€Å"He's only learning to express himself. Forget him, others are suffering as well.† And so it came to pass, that Joshua of Nazareth moved among them, healing them and performing miracles, and all the little blind children of Nicobar did see again, and all the lame did stand up and walk. The little fuckers. And so the exchange of knowledge began: what I was learning from Kashmir and the Kama Sutra for what Joshua was learning from the holy man Melchior. Each morning, before I went to town and before Joshua went to learn from his guru, we met on the beach and shared ideas and breakfast. Usually some rice and a fresh fish roasted over the fire. We'd gone long enough without eating animal flesh, we had decided, despite what Melchior and Gaspar tried to teach us. â€Å"This ability to increase the bounty of food – imagine what we can do for the people of Israel, of the world.† â€Å"Yes, Josh, for it is written: ‘Give a man a fish and he eats for a day, but teach a man to be a fish and his friends eat for a week.'† â€Å"That is not written. Where is that written?† â€Å"Amphibians five-seven.† â€Å"There's no friggin' Amphibians in the Bible.† â€Å"Plague of frogs. Ha! Gotcha!† â€Å"How long's it been since you had a beating?† â€Å"Please. You can't hit anyone, you have to be at total peace with all creation so you can find Sparky the Wonder Spirit.† â€Å"The Divine Spark.† â€Å"Whatever, th – ouch. Oh great, and what am I supposed to do, hit the Messiah back?† â€Å"Turn the other cheek. Go ahead, turn it.† As I said, thus did the enlightened exchange of sacred and ancient teachings begin: The Kama Sutra sayeth: When a woman winds her small toes into the armpit hair of the man, and the man hops upon one foot, while supporting the woman on his lingam and a butter churn, then the achieved position is called â€Å"Rhinoceros Balancing a Jelly Donut.† â€Å"What's a jelly donut?† Joshua asked. â€Å"I don't know. It's a Vedic term lost to antiquity, but it is said to have had great significance to the keepers of the law.† â€Å"Oh.† The Katha Upanishad sayeth: Beyond the senses are the objects, and beyond the objects is the mind. Beyond the mind is pure reason, and beyond reason is the Spirit in man. â€Å"What's that supposed to mean?† â€Å"You have to think about it, but it means that there's something eternal in everyone.† â€Å"That's swell. What's with the guys on the bed of nails?† â€Å"A yogi must leave his body if he is going to experience the spiritual.† â€Å"So he leaves through the little holes in his back?† â€Å"Let's start again.† The Kama Sutra sayeth: When a man applies wax from the carnuba bean to a woman's yoni and buffs it with a lint-free cloth or a papyrus towel until a mirror shine is achieved, then it is called Readying the Mongoose for Trade-in.† â€Å"Look, she sells me pieces of sheepskin parchment, and each time, after we're finished, I'm allowed to copy the drawings. I'm going to tie them all together and make my own codex.† â€Å"You did that? That looks like it hurts.† â€Å"This from a guy I had to break out of a wine jar with a hammer yesterday.† â€Å"Yeah, well, it wouldn't have happened if I'd remembered to grease my shoulders like Melchior taught me.† Joshua turned the drawing to get a different angle on it. â€Å"You're sure this doesn't hurt?† â€Å"No, not if you keep your bottom away from the incense burners.† â€Å"No, I mean her.† â€Å"Oh, her. Well, who knows? I'll ask her.† The Bhagavad Gita sayeth: I am impartial to all creatures, and no one is hateful or dear to me, but men devoted to me are in me, and I am in them. â€Å"What's the Bhagavad Gita?† â€Å"It's like a long poem in which the god Krishna advises the warrior Arjuna as he drives his chariot into battle.† â€Å"Really, what's he advise him?† â€Å"He advises him not to feel bad about killing the enemy, because they are essentially already dead.† â€Å"You know what I'd advise him if I was a god? I'd advise him to get someone else to drive his friggin' chariot. The real God wouldn't be caught dead driving a chariot.† â€Å"Well, you have to look at it as a parable, otherwise it sort of reeks of false gods.† â€Å"Our people don't have good luck with false gods, Josh. They're – I don't know – frowned upon. We get killed and enslaved when we mess with them.† â€Å"I'll be careful.† The Kama Sutra sayeth: When a woman props herself up on the table and inhales the steam of the eucalyptus tea, while gargling a mixture of lemon, water, and honey, and the man takes the woman by the ears, and enters her from behind, while looking out the window at the girl across the street hanging out her laundry to dry, then the position is called â€Å"Distracted Tiger Hacking Up a Fur Ball.† â€Å"I couldn't find that one in the book, so she dictated it to me from memory.† â€Å"Kashmir's quite the scholar.† â€Å"She had the sniffles, but agreed to my lesson anyway. I think she's falling for me.† â€Å"How could she not, you're a very charming fellow.† â€Å"Why, thank you, Josh.† â€Å"You're welcome, Biff.† â€Å"Okay, tell me about your little yoga thing.† The Bhagavad Gita sayeth: Just as the wide-moving wind is constantly present in space, so all creatures exist in me. Understand it to be so! â€Å"Is that the kind of advice you'd give someone who's riding into battle? You'd think Krishna would be saying stuff like, ‘Look out, an arrow! Duck!'† â€Å"You'd think,† Joshua sighed. The Kama Sutra sayeth: The position of â€Å"Rampant Monkey Collecting Coconuts† is achieved when a woman hooks her fingers into the man's nostrils and performs a hokey-pokey motion with her hips and the man, while firmly stroking the woman's uvula with his thumbs, swings his lingam around her yoni in a direction counter to that in which water swirls down a drain. (Water has been observed swirling down the drain in different directions in different places. This is a mystery, but a good rule of thumb for achieving Rampant Monkey is to just go in the direction counter to which your own personal drain swirls.) â€Å"Your drawings are getting better,† Joshua said. â€Å"In the first one I thought she had a tail.† â€Å"I'm using the calligraphy techniques we learned in the monastery, only using them to draw figures. Josh, are you sure it doesn't bother you, talking about this stuff when you'll never be allowed to do it?† â€Å"No, it's interesting. It doesn't bother you when I talk about heaven, does it?† â€Å"Should it?† â€Å"Look, a seagull!† The Katha Upanishad sayeth: For a man who has known him, the light of truth shines. For one who has not known, there is darkness. The wise who have seen him in every being on leaving this life, attain life immortal. â€Å"That's what you're looking for, huh, the Divine Spark thing?† â€Å"It's not for me, Biff.† â€Å"Josh, I'm not a satchel of sand here. I didn't spend all of my time studying and meditating without getting some glimpse of the eternal.† â€Å"That's good to know.† â€Å"Of course it helps when angels show up and you do miracles and stuff too.† â€Å"Well, yes, I guess it would.† â€Å"But that's not a bad thing. We can use that when we get home.† â€Å"You have no idea what I'm talking about, do you?† â€Å"Not a clue.† Our training went on for two years before I saw the sign that called us home. Life was slow, but pleasant there by the sea. Joshua became more efficient at multiplying food, and while he insisted on living an austere lifestyle so he could remain unattached to the material world, I was able to get a little money ahead. In addition to paying for my lessons, I was able to decorate my nook (just some erotic drawings, curtains, some silk cushions) and buy a few personal items such as a new satchel, an ink stone and a set of brushes, and an elephant. I named the elephant Vana, which is Sanskrit for wind, and although she certainly earned her name, I regret it was not due to her blazing speed. Feeding Vana was not a difficulty with Joshua's ability to turn a handful of grass into a fodder farm, but no matter how hard Joshua tried to teach her yoga, she was not able to fit into my nook. (I consoled Joshua that it was probably the climb, and not his failure as a yoga guru that deterred Vana. â€Å"If she had fingers, Josh, she'd be snuggling up with me and seagulls right now.†) Vana didn't like being on the beach when the tide came and washed sand between her toes, so she lived in a pasture just above the cliff. She did, however, love to swim, and some days rather than ride her on the beach all the way to Nicobar, I would have her swim into the harbor just under water, with only her trunk showing and me standing on her forehead. â€Å"Look, Kashmir, I'm walking on water! I'm walking on water!† So eager was my erotic princess to share my embrace that rather than wonder at the spectacle as did the other townsfolk she could only reply: â€Å"Park the elephant in back.† (The first few times she said it I thought she was referring to a Kama Sutra position that we had missed, pages stuck together perhaps, but it turned out such was not the case.) Kashmir and I became quite close as my studies progressed. After we went through all the positions of the Kama Sutra twice, Kashmir was able to take things to the next level by introducing Tantric discipline into our lovemaking. So skillful did we become at the meditative art of coupling that even in the throes of passion, Kashmir was able to polish her jewelry, count her money, or even rinse out a few delicates. I myself had so mastered the discipline of controlled ejaculation that often I was halfway home before release was at last achieved. It was on my way home from Kashmir's – as Vana and I were cutting through the market so that I could show my friends the ex-beggar boys the possible rewards for the man of discipline and character (to wit: I had an elephant and they did not) – that I saw, outlined on the wall of a temple of Vishnu, a dirty water stain, caused by condensation, mold, and wind-blown dust, which described the face of my best friend's mother, Mary. â€Å"Yeah, she does that,† said Joshua, when I swung over the edge of his nook and announced the news. He and Melchior had been meditating and the old man, as usual, appeared to be dead. â€Å"She used to do it all the time when we were kids. She sent James and me running all over the place washing down walls before people saw. Sometimes her face would appear in a pattern of water drops in the dust, or the peelings from grapes would fall just so in a pattern after being taken out of the wine press. Usually it was walls.† â€Å"You never told me that.† â€Å"I couldn't tell you. The way you idolized her, you'd have been turning the pictures into shrines.† â€Å"So they were naked pictures?† Melchior cleared his throat and we both looked at him. â€Å"Joshua, either your mother or God has sent you a message. It doesn't matter who sent it, the message is the same. It is time for you to go home.† We would be leaving for the north in the morning, and Nicobar was south, so I left Joshua to pack our things on Vana while I walked into town to break the news to Kashmir. â€Å"Oh my,† she said, â€Å"all the way back to Galilee. Do you have money for the journey?† â€Å"A little.† â€Å"But not with you?† â€Å"No.† â€Å"Well, okay. Bye.† I could swear I saw a tear in her eye as she closed the door. The next morning, with Vana loaded with my drawings and art supplies; my cushions, curtains, and rugs; my brass coffeepot, my tea ball, and my incense burner; my pair of breeding mongooses (mongeese?), their bamboo cage, my drum set, and my umbrella; my silk robe, my sun hat, my rain hat, my collection of carved erotic figurines, and Joshua's bowl, we gathered on the beach to say good-bye. Melchior stood before us in his loincloth, the wind whipping the tails of his white beard and hair around his face like fierce clouds. There was no sadness in his face, but then, he had endeavored his entire life to detach from the material world, which we were part of. He'd already done this a long time ago. Joshua made as if to embrace the old man, then instead just poked him in the shoulder. Once and only once, I saw Melchior smile. â€Å"But you haven't taught me everything I need to know,† Josh said. â€Å"You're right, I have taught you nothing. I could teach you nothing. Everything that you needed to know was already there. You simply needed the word for it. Some need Kali and Shiva to destroy the world so they may see past the illusion to divinity in them, others need Krishna to drive them to the place where they may perceive what is eternal in them. Others may perceive the Divine Spark in themselves only by realizing through enlightenment that the spark resides in all things, and in that they find kinship. But because the Divine Spark resides in all, does not mean that all will discover it. Your dharma is not to learn, Joshua, but to teach.† â€Å"How will I teach my people about the Divine Spark? Before you answer, remember we're talking about Biff too.† â€Å"You must only find the right word. The Divine Spark is infinite, the path to find it is not. The beginning of the path is the word.† â€Å"Is that why you and Balthasar and Gaspar followed the star? To find the path to the Divine Spark in all men? The same reason that I came to find you?† â€Å"We were seekers. You are that which is sought, Joshua. You are the source. The end is divinity, in the beginning is the word. You are the word.†

The Coca Cola Company

The Coca-Cola Company| MGT-100| Joanne Rupe Subject: MGT 100| Word Count: 3291| Due Date: 27. 11. 2012| Table of Contents 1. Introduction5 2. Mintzberg Roles6 2. 1 Entrepreneur6 2. 2 Leader6 2. 3 Figurehead6 3. Henri Fayol – Principles7 3. 1 Initiative7 3. 2 Equity7 3. 3 Unity of Direction7 4. Weber – Principles8 4. 1 Division of Labour8 4. 2 Promotion and Selection based on Merit8 5. Building Blocks of Competitive Advantage9 5. 1 Efficiency9 5. 2 Effectiveness9 5. 3 Performance and Quality9 5. 4 Innovation10 5. 5 Customer Service10 6. Management Science Theory11 6. 1 Total Quality Management11 . 2 Quantitative Management11 6. 3 Operations Management12 6. 4 Management Information System12 7. Organisation Structure13 8. Barriers to Entry & Competition14 9. Organizational Environment14 9. 1 Social Variables14 9. 3 Communities and Governments14 9. 4 Competitors15 9. 5 CEO15 9. 6 S. W. O. T Analysis15 10. Factors of Organisational Culture16 11. Managing Change & Diversity16 11. 1 Organisational Change16 11. 2 Diversity Awareness Program16 11. 3 Managing Diversity17 12. Organisational Ethics17 13. Corporate Social Responsibility (CSR)17 14. Managing Leadership18 4. 1 Transformational Leadership18 14. 2 Transactional Leadership18 15. Managing Motivation19 15. 1 Theories19 16. Managing Decision Making19 16. 1 Decision Making Within Coca-Cola Company19 17. Conclusion20 18. References21 1. Introduction Coca-Cola is one of the most known and used beverages throughout the world. The brand is consumed by daily basis in over 200 countries. However not everyone is aware of what the company stands for and how it functions. This report will explain how the company operates and how they follow the different managerial steps to achieve their goals.It will also inform which type of structure they use to remain successful. 2. Mintzberg Roles 2. 1 Entrepreneur Asa Candler tasted, bought and decided to market Coca-Cola as a soft drink instead of a headache tonic (Belli s, n/d, Para. 3). Not only did he change the way they advertised and sold the product, according to Gunderson (2009, Para. 1) Asa Candler made the CCC grow into a global giant thanks to his great marketing skills using celeberty endorsments, free samples to pharmacists & costumers and the way they guarded their secret formula. 2. 2 LeaderThe leader role is shared between the 17 boards of Directors in the Coca-Cola Company, although the Chairman of the board and CEO Muhtar Kent are shown as a front figure and role model (Coca-Cola1, 2012, Para. 3). As found in Coca-Cola1 (2012, Para. 2) the company sees Muhtar Kent as a leader that will lead them into the new century thanks to a firm commitment to both the values and spirit of the world's greatest brand. 2. 3 Figurehead Coca-Cola1 (2012, Para. 2) gives the impression that Muhtar Kent is seen both as a leader and a figurehead for the corporation.He both leads the company in to a brighter future and the rest of the employees look at hi m for inspiration and help. Because he is the chairman of the board and the CEO he gives a feeling of inspiration, legal and ceremonial obligations. 3. Henri Fayol – Principles 3. 1 Initiative According to Coca-Cola2 (2012, Para. 2) the CCC frequently has an open dialog with their employees about what is new right now. During these discussions the CCC asks about what consumers like/dislike, what distributors think, how improvement can be made, and if they’re losing market space against competitors.By having these sorts of meetings Coca Cola always motivates employees to be a part of the company, to take initiative and speak up. It also teaches employees to be creative and help the company grow. 3. 2 Equity As stated in Coca-Cola3 (2012, Para. 1) they are dedicated to maintain very important principles regarding International Human ; Workplace Rights everywhere they do business. As of 2005 Coca-Cola3 (2012, Para. 2) they began working with the former UN Special Represen tative for Business and Human Rights and professor John Ruggie to develop principles for a framework in respecting human rights in a business context. . 3 Unity of Direction The CCC explains global changes and aims to thrive as a business over the next ten years, looking forward and adapting to the changes (Coca-Cola4, 2012, Para. 1). Their mission is explained in Coca-Cola4 (2012, Para. 2) and points out three special goals: To refresh the world, to inspire moments of optimism and happiness and to create value and make a difference. The vision of the CCC is something that is taken very seriously. In Coca-Cola4 (2012, Para. 3) it is clearly described what the company think it should accomplish to be able to substain quality growth. * 4.Weber – Principles 4. 1 Division of Labour CCC’s management is divided into three main leadership factions; Board of Directors, Operations Leadership and Senior Functional Leadership (Coca-Cola1, 2012, Para 3-5). Under these Leadership r oles are middle and bottom line management, as well as employees in areas including Supply Chain Function, Manufacturing, Technical Function, Marketing, Sales Account Management, Customer and Commercial Leaders, Business Management, Finance, Public Affairs ; Communications, Human Resources, Legal, IT, Business ; Administrative Services and Aviation. Journey Staff, 2012, p. 1) 4. 2 Promotion and Selection based on Merit Within the aforementioned career areas CCC provides opportunities and support for employees through Individual Development Plans. This is made up of on the job experience (70%), exposure to case studies, role models and mentoring (20%) and attending courses (10%). Combined, CCC aims to focus and develop on the skills and competencies that are needed and beneficial within the company, as well as with other career opportunities. (Coca-Cola? , 2012, Para. 1) 5. Building Blocks of Competitive Advantage . 1 Efficiency The CCC is efficient in the way they distribute because they only produce the syrup concentrate, according to Love (2011, Para. 2). The concentrate is sold to the bottlers all over the world and it is the bottlers who has to finish the product by adding water and sugar. It is a good way of keeping the costs down, because there is no expenses putting the syrup into cans or bottles and there is no usage of water or sweeteners. This also simplifies their job to keep the formula of coke as a secret (Coca-Cola5, 2011, Para. 6) 5. Effectiveness There is one major disadvantage by only producing the syrup, which is that the drink tastes different all over the world. Huffington (2012, Para. 2) explains that each country has their own filtered water and uses different types and amounts of sugar. However the secret formula prevents other competitors from copying their recipe, which is an effective way by only producing the concentrate. The way CCC provides different volumes is an effective way of reaching out to more and diverse customers. 5. 3 Pe rformance and QualityThe company are working towards the high expectations through their operating requirement group called KORE (Coca-Cola6, 2012, Para. 1-3). The most important effort in this program is done by outlining strong regulations, policies, programs and specifications to lead all operations with accuracy. The key is constant monitoring and clear communication while reporting new statistics to the top managers. 5. 4 Innovation The CCC is always trying to follow the global trends and adapt to customer needs by creating the right beverage that suits different groups. Coca-Cola (2011, Para. ) informs that they created low calorie drinks such as Cola Zero and Cola Light to alure both genders in separate approach. They create health drinks to provide the new generation and athletes with what they want. It is not just about making carbonated soft-drinks anymore, they are following the steps taken by human nature to meet the new standards of life. 5. 5 Customer Service The CCC h as many employees to keep track on and Antenna (Para. 1) explains how the the company are increasing their distribution and deliveries of beverages by effective management.The company use (AMP) Antenna Mobility Platform to use the field employees as â€Å"human mobile offices† to keep them cohesive, prepared and efficient. This method allows the company to accomplish real-time responsiveness to customers and high levels of workforce productivity, according to Antenna (Para. 2). The result of it is also that both managers and employees improve their communication and collabotation as they can react quicker to changes that occur. 6. Management Science Theory 6. 1 Total Quality Management According to Coca-Cola6 (2012, Para. 4) KORE guarantees the consistency of their business quality.They are accurate in following terms and conditions made by the different departments. They use strict rules and policies to monitor performance and to prevent inaccuracies within manufacturing. KO RE arrange meetings with staff members to discuss questions and matters that concerns requirements and feedback to increase quality. Coca-Cola (20126, Para. 5) explains that the information is always available for the whole department to find out the goals, process, work instructions and worksheets related to the specific area of members. 6. 2 Quantitative Management In â€Å"Figure 1† Stephen (2009) shows where the highest consumptions are made.This quantitative information helps the company to work harder in specific areas where the brand is weak. Figure 1 – Worldwide Coca-Cola Consumption Figure 2 – Coke or Pepsi? In â€Å"Figure 2† Y-N (2008) are giving the information telling the company of what sort of beverage is most common in a specific country. This enables the company to analyse the competitors and how the CCC can grow in the market. 6. 3 Operations Management The CCC makes sure their interns and potential employees finishes an intership progra m called SCOM (Supply Chain Operations Management), (Coke-Consolidated, Para. 2).SCOM gives them the education and experience to master manufacturing and production. Also to learn about supply chain planning, transport, delivery, sales and warehouse management. It is about integrating them with the ideas and processes. The Coca-Cola Bottling Company Consolidated (CCBCC) explains about their concern of operation management: â€Å"At CCBCC, we strive to recruit the most talented, motivated people to continue to grow our outstanding team and develop into key members of our business to ensure that CCBCC will continue to lead the i1ndustry and set the bar for the rest of the beverage industry. (Coke-Consolidated, nd, Para. 4) 6. 4 Management Information System Case-Studies (2009, Para. 1) states that ISS (Information System Services) is their main department to monitor other informational groups such as CCBCC. The way of tracking files and archives is done by using EPM (Microsoft Office Enterprise Project Management) which is used as their informational technology. EPM makes CCBCC work and study their economics precisely and manage their recourses more efficiently in order to make decisions and complete goals in a reduced amount of time.They evaluate details like project costs, time, functions and efforts (Case-Studies, 2009, Para. 2). This helps them to gather information to create solutions, discover benefits, and achieve goals in the different criteria’s. 7. Organisation Structure CCC uses both the mechanistic view of the contingency theory within the factory environment and an open systems approach within their sales department. Business, marketing and sales strategies are decided by the management and then carried out by the employees.From the managers under Muhtar Kent comes the instructions and strategies that then is fed down into the supervisors and then to the employees. Coca-Cola introduced, the â€Å"Plant Bottle†, (Coca-Cola Company; Pla nt Bottle Benefits, 2012, Para 1). The introduction of this product was a decision made by the board, later carried out under the supervision of managers and finally sold by employees and sales people for Coca-Cola. This is an example of a hierarchical structure which is typical of the mechanistic structure.An Open System approach is used for marketing and sales within CCC. CCC needs to be able to use the raw materials and input from the external environment to produce goods and services that impact the external environment (George et al, 2012, p54). After the Tohoku Earthquake 2011, Japan had to reduce power usage. With one vending machine for every 25 people, Japan saved over 10 million kilo watts of energy by turning them off (Coca-Cola-Company, 2012, Para 5). CCC created a vending machine called the â€Å"Impossible Vending Machine† that uses half the energy than the others.This gives them a competitive advantage over other vending machine companies within Japan (Coca-Col a-Company, 2012, Para 9). 8. Barriers to Entry ; Competition Due to Coca-Cola’s success in the industry, strong entry for new competitors is quite limited. The company has such broad market exposure, with products being sold in over 200 countries (Coca-Cola, 2012), that most new companies would not have any kind of effect on market trends. Competition with CCC rests primarily in brands already in the market such as Schweppes and Nestle.For new brands entering the market economies of scale are large, especially due to the fact that CCC experiences small economies of scale. The risks for new or existing companies to create or expand their products are high. With CCC’s prominence and brand recognition it is their biggest asset. As a result, it would take a great deal of time or money to enter the beverage market successfully, and possibly longer still for adequate brand recognition. 9. Organizational Environment 9. 1 Social Variables People are getting concerned about the ir health.The population whom are reaching a higher age will decrease their amount of carbonated drinks. Meanwhile there are people who are only interested in their own wellness and fitness. Coca-Cola (2010, Para. 1) explains how they are strongly aiming towards an active and healthy lifestyle by offering other soft drinks, such as Juice and PowerAde. They enlighten the customers to be more active by exercising more. 9. 2 Political ; Legal According to Grynbaum (2012, Para. 1) the New York City Board of Health approved a ban on large sized sodas from being sold at restaurants, cinemas and street carts.This means that the amount of Coca-Cola bottles larger than 16oz (47cl) is going to decrease in sales. 9. 3 Communities and Governments The governments want to keep the world â€Å"green† and the CCC are applying this request by using their â€Å"2020 Vision† (Coca-Cola2, 2012, Para 1). The company are taking responsibility towards the global environment in the way of rep lenishing water and manufacturing environmentally friendly bottles (Coca-Cola7, n/d, Para. 1). This is a way of helping communities which are in great need of water. 9. 4 CompetitorsThe competitors are forced to be innovative because of CCC’s large market share. CCC has to keep being innovative and release new additions to their portfolio. This as an measure to prevent loss of marketshare. 9. 5 CEO The biggest internal influence in the CCC comes within the CEO, Muhtar Kent. Everything that has to do with future ideas and projects originates from him. Ignatius (2011, Para. 1) informs how Mr Kent is keen to meet the future global demands and how important it is for him to impact the CCC by applying the â€Å"vision† into every single member.Mr Kent controls the attitude, values and foundations of how the CCC should behave as an organisation not just towards the customers, but towards the global changing environment. 9. 6 S. W. O. T Analysis * Social Variables – Th reat People will stop drinking Coca-Cola at a certain age which results in decreased revenue. The CCC is forced to create new products to adapt to the change in environment. * Political ; Legal – Threat This is a direct threat and limits the sales on larger soft drinks. The volume of Coca-Cola sold will decrease. The customers can no longer chose drinks bigger than 16oz. Communities and Governments – Opportunity The way the company is being responsible and helpful towards the environment gives them goodwill and an advantage if certain legal laws would appear on environmental behaviour. Instead of being forced to change, they set the example on how to behave. * Competitors – Threat Pepsis innovative thinking puts pressure on the CCC. If a competitor creates a product that responds to customer needs it will give them competitive advantages. The CCC might lose market share as a result. * CEO – Strength The role of a CEO could be a great weakness.However Muht ar Kents way of innovative thinking and leadership qualities brings confidence and inspiration towards shareholders, employees and customers. Mr Kent as a CEO is a great strength. 10. Factors of Organisational Culture The CCC boasts a culture of being One Company, One Team, One Passion (Coca-Cola Company5; 2012, Para. 1). This is shown in the way they describe their ‘unique culture’ which includes; nurturing talent and skill sets that will add to the company’s value, encouraging socialisation and building relationships with colleagues to increase motivation in worker and foresting creativity (Coca-Cola Company5, 2012, Para. -4). The values that the CCC and Muhtar Kent have put in place to create the organisation’s culture for their employees as a guide of how to behave include; Leadership, collaboration, integrity, accountability, passion, diversity and quality (Coca-Cola Company5; 2012, Para. 2). 11. Managing Change ; Diversity 11. 1 Organisational Change CCC has recently announced changes to the Operating Structure and Senior Leadership Appointments as of January 1, 2013. Instead organise around three prominent businesses; Coca-Cola International, Coca-Cola Americas and Bottling Investments Group (Coca-Cola2, 2012, Para. ). The change is another progress towards their â€Å"2020 vision† for the future. This is an example of bottom-up change as it has been implemented gradually, with top line managers picking up more jobs, while other employees have been let go. The change can also be described as a mix of forced evolution, and dictatorial transformation. 11. 2 Diversity Awareness Program The CCC has developed a diversity educational program for all manager and employees. This program is designed to make people aware of diversity and educate them in what diversity means for the company.The program includes; classroom and online courses that are classroom based, seminar with invited keynote speakers and many different diversit y awareness based resources (Coca-Cola Company; 2012, Para. 9). These resources available to the employees and managers at CCC are designed to educate them in order to better understand other employees, customer, and suppliers and above all give the company a greater competitive advantage. 11. 3 Managing Diversity According to DiversityInc (2012, Para. 1) the CCC has remained in the â€Å"top 50 companies† for diversity during the last 10 years.Diversity is not just about policies and regulations; it is a part of their culture. Coca-Cola (2012, Para. 2) explains how they intend to form an environment that provides all members equal access to information, progress and opportunity. It is crucial for them to operate in a diverse workplace because of their long-term goal called â€Å"2020 Vision People†. Coca-Cola2 (2012, Para 3) states that there are three pillars of diversety eucation: * Diversity Training * Diversity Speakers Series * Diversity LibraryThey also offer su pplier diversity training to make sure their associates comprehend how to obtain the power of the workplace by having suppliers that consist of minority- and women-owned businesses (Coca-Cola8, 2012, Para. 5). Diversity is in the heart of the CCC and it is the way they are, how they work and comprehend the future (Coca-Cola3, 2012, Para. 1). 12. Organisational Ethics CCC has designed a Code of Business Conduct which guides the organization through the ethical minefield, including anti-corruption and anti-bribery codes (Code of Business Conduct, 2009, Para. 3-4).This code of conduct entails the expectation of accountability, honesty and integrity in all matters. Coca-Cola’s Ethics and Compliance Committee, made up of Board directors as well as other non-employee leadership, administer this code of conduct. Integrity is fundamental to CCC, along with other values. 13. Corporate Social Responsibility (CSR) CCC has taken a proactive approach to CSR. An example of this is the â₠¬Å"Little Red Schoolhouse Project† in the Philippines opened by Coca Cola to provide children with a basic elementary education (Coca-Cola Company: Coca-Cola; Little Red Schoolhouse, Para 1).This action also takes into account that in many areas where schools have been built there has been a high level child labor. The construction of these buildings helps children from being forced to work (Coca-Cola Company: Addressing Global Issues Para 4). 14. Managing Leadership 14. 1 Transformational Leadership According to Ignatius (2011, Para. 3), Muhtar Kent has transformed the CCC into a long term thinking company by implementing the â€Å"2020 Vision†. They are establishing a compelling vision and it is important that everyone is following the steps because of their global network and market.The high level of diversity forces the CCC to bring different individuals together and direct them to achieve the same goals, also to understand and believe in the same values and visions that the company requires. BTS (2012, Para. 2) informs that to endure transformational change they created Revenue Growth Management (RGM) to bring modern solutions to modern problems. 14. 2 Transactional Leadership According to Coca-Cola4 (2012, Para. 3) the company encourage their employees to be high preforming and they offer one of the best benefit packages in the world.They offer different developmental opportunities for their allies, one of which is the Coca-Cola University. This is a program for high performers to evolve, using the Peak Performance System (PPS, n/d, Para. 3). To extinguish undesired and reinforce desired behaviours the CCC have very strict workplace rights policies. The workplace rights policy makes the employees feel more secure and aware of their rights and also makes sure they are well aware on how to behave (Coca-Cola3, 2012, Para. 3) â€Å"The success of our business depends on every employee in our global enterprise.We are committed to fostering open and inclusive workplaces that respect human and workplace rights, where all employees are valued and inspired to be the best they can be. Our Workplace Rights Policy reflects these values and our commitment to uphold workplace rights globallyâ€Å"(Coca-Cola, 2012, Para. 1) 15. Managing Motivation 15. 1 Theories To illustrate how CCC caters to the needs of its employees the Alderfer ERG theory can be used (George, et al. 2012, pg. 234). CCC caters the existence needs of their employees by diversity awareness and education program which makes the employees feel safe and secure working in the workplace.CCC encourages open communication within the workplace through collaboration, which is one of the Coca-Cola core values (Coca-Cola Company; Mission, Vision ; Values, 2012, Para. 2). CCC develop their employees, by providing training through the Coca-Cola University which gives employees the chance to gain an education about the marketplace to fulfil the growth need (Coca-Cola Company; Benefits and rewards, 2012, Para 4). CCC also boasts that they have a benefits package that it highly regarded within the industry (Coca-Cola Company; Benefits and Rewards, 2012, Para 7).This can be seen as a form of motivation. It states that this benefits package addresses the employee’s basic human and life changing needs which in turn develops intrinsic and extrinsic motivation (Coca-Cola Company; Benefits and Rewards, 2012, Para 7). 16. Managing Decision Making 16. 1 Decision Making Within Coca-Cola Company Decisions for the company are made by the Board of Directors, and are considered alongside the interests of stakeholders, as well environmental concerns. Many of the decisions made are considered in relation to the company’s ‘2020 Vision’.An example of a decision made is the company’s investment into the Indian Beverage Market. CCC recognised the potential presented in India, and as a result began generating ideas as to how to maximise this opportunity. The company then assessed and chose investments, including creating jobs, supporting education and implementing the common ‘Reduce, Reuse, Recycle’ method in order to improve waste in the developing country. These $2 billion investments are set to not only provide positive changes within India, but also to improve the company’s repute and to achieve the 2020 goal. (Winzelberg, 2012, Para 4-6;8) 7. Conclusion There are many conclusions made out of this report after researching in a more deep way. Coca-Cola is obviously more than just the soft-drink that people buy when thirsty. It is a company that has great values and caring visions. The CCC is pursuing a long term goal and is always looking for improvements. They are a proactive company because of their way of caring for the global nature and communities. The are always concerned about what the future will bring, which is why they have long term visions. It has been an instructive period to study th e company and it’s structure. The Coca Cola Company The Coca Cola Company is a global business that operates on a local scale, in every community where the company do business. There able to create a global reach with local focus because of the strength of Coca Cola System which comprises company and more than 250 bottling partners. The Coca Cola is not a single entity from legal or managerial perspective and the company does not own or control all of our bottling partners, while many view the company as simply Coca Cola the system operates through multiple local channels. The company manufactures and sells concentrates beverages bases and syrups to bottling operations, owns the brands and it’s responsible for consumers brand marketing initiative. A transnational corporation is any enterprise that undertakes foreign direct investment owns or controls income gathering assets in more than one country, produces goods or services outside its country of origin or engages in international production. For example Coca-Cola Company is a transnational corporation because they have proven successful in their international operations and are one of the most recognized brands in the world. Coca-Cola has used each of the six strategies. Coca-Cola Company was very successful in implementing strategies regardless of the country. The company has 6 keys of strategies necessary for firms to be successful when expanding globally. Differentiation strategy is defined as a marketing technique used by a manufacturer to establish a strong identity in a specific market. It also may be referred to as segmentation strategy. Using this strategy, a manufacturer will introduce different varieties of the same basic product under the same name into a particular product category and thus cover the range of products available in that category. There are several ways a firm can differentiate its’ products. We focused on two aspects of this; branding and cost leadership. The American Marketing Association defines a brand as a â€Å"name, term, sign, symbol or design, or a combination of them intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of other sellers. The objectives of successful branding include; delivering the message clearly, confirming your company’s credibility, connecting to your target prospects emotionally, motivating the buyer, and establishing user loyalty. for example, a soda company that offers a regular soda, a diet soda, a decaffeinated soda, and a diet-decaffeinated soda all under the same brand name is using a differentiation strategy. Each type of soda is directed at a different segment of the soda market, and the full line of products available will help to establish the company's name in the soda category. The second strategy there used is International marketing strategy is an important part strategic planning and consequently should be an area, this strategy is a significant factor in the performance of a global company because an effective marketing strategy for international Companies can represent a competitive advantage and therefore global executives need to recognize the importance level regardless if a global or customized marketing strategy is practiced. Furthermore, the marketing mix affecting markets abroad the most should be studied to comprehend how foreign markets function with different marketing strategies. International marketing strategy can be defined in many ways. International marketing strategy is the manner in which an organization performs based on a predetermined set of activities in order to plan, promote, price and distribute a good or service for a profit to consumers in various locations. Global vs Marketing Strategy when discussing international marketing it is important to point out the difference that may exist between international and global marketing. Global marketing can be characterized by an overall outlook of the market as a whole where there is a standardized manner to sell a product or service in all places. Standardization as a form of marketing strategy refers to the similarity of a set of practices implemented in the home and other foreign markets. Standardization strategy’s main elements are political legal, economic, competitive, cultural, and consumer, environments. Also, the same research states that this strategy is most likely to be implemented if there are similarities in the elements of the home and foreign country another concept that a firm with a strong level of standardization enjoys a high level of control within the organization. This control is the level of decision making executed by the home office. At the same time, when standardization applies, global image and product offering are two strong factors a firm seems to rely on. Conversely, international marketing relates more to different target markets and their differences rather than looking at it as one single market and foresees the possibility to implement a localization strategy rather than standardization, as the global marketing would pursue. Moreover, in order to understand the role of international strategy in a company’s success, it is also important to understand the role culture has in the strategy development. Distribution is the course, physical path or legal title that goods take between production and consumption. In international marketing, a company must decide on the method of distribution among countries as well as the method within the country where final sale occurs† (Daniels 2009). Choosing distributors and channels is the first step of distribution in foreign countries. When a company enters a new country it is usually economical for a company to rely on external distributors. It is important to select a distributor with good connections are particularly important because the distributors with good connections get a lot of information and relationship of the market and customers in the foreign country. When pursuing international business, companies must choose an international operating mode to fulfill their objectives and carry out their strategies, strategies towards vertical integration have been subject to shifting fashions. For most of the twentieth century the prevailing wisdom was that vertical integration was generally beneficial because it allowed superior coordination and reduced risk. During the past 25 years there has been a profound change of opinion: outsourcing, it is claimed, enhances flexibility and allows firms to concentrate on those activities where they possess superior capabilities. Moreover, many of the coordination benefits associated with vertical integration can be achieved through collaboration between vertically related companies. A firm may choose to operate globally either through equity arrangements or through non-equity arrangements Coca-Cola has successfully adopted both of the arrangements the Coca Cola Company used forward vertical integration to move a step closer to their consumers. Forward vertical integration refers to a management style of involves a form of vertical integration whereby activities are expanded to include control of the direct distribution of its products. A cash cow is defined as a business, product or asset that, once acquired and paid off, will produce consistent cash flow over its lifespan Companies in this category require very little maintenance and bring in a steady cash flow for the company over a long period of time. One benefit of being a cash cow ompany, or having a cash cow product, is that the company can invest the profits into other branches of the business, making acquisitions to grow the company, or giving back to shareholders in the form of dividends. Coca-Cola is considered a cash cow because of their high market share and relatively low market growth. They aren’t growing as much anymore in the market because they have been around for 125 years. Also in the political activities Coca Cola Company is subjected to strict regulations since its products come under food category. However few changes in law are expected to impact Coca Cola following are some such factors like the issue of negative impact of Coca Cola manufacturing plants on environment has been highlighted in many countries, laws for environment protection and stringent regulations in this regard can impact the production process, government change, civil unrest, military take over and other disturbances in a country can affect sales and operation. The Coca-Cola Company is incorporated in the United States, the U. S. Foreign Corrupt Practices Act, which prohibits bribes to officials of non-U. S. overnments, applies to all employees around the world. Consult Company legal counsel about additional local laws that may be applicable. The Coca Cola Company encourages personal participation in the political process in a manner consistent with all relevant laws and Company guidelines. Political contributions by the Company must be, made in accordance with local law; approved in accordance with the De legation of Authority; and properly recorded. Detailed information on U. S. trade restrictions that may be in effect at any given time are posted on the Ethics ; Compliance intranet site. The Company must comply with all applicable trade restrictions and boycotts imposed by the U. S. government. Such restrictions prohibit the Company from engaging in certain business activities in specified countries, and with specified individuals and entities. These restrictions include, for example, prohibitions on interaction with identified terrorist organizations or narcotics traffickers. Sanctions for noncompliance can be severe, including fines and imprisonment for responsible individuals, and the Company may be prohibited from further participation in certain trade. The Company also must abide by U. S. anti-boycott laws that prohibit companies from participating in any international boycott not sanctioned by the U. S. government. The Coca-Cola Company competes fairly, and complies with all applicable competition laws around the world. These laws often are complex, and vary considerably from country to country both in the scope of their coverage and their geographic reach. Conduct permissible in one country may be unlawful in another. Penalties for violation can be severe. Bibliography www.thecocacolacompany.com www.strategiesforglobalization.com www.organizational theory.com www.thejournalofinternationalmarketing.com 9(4) 59-81 Bennett;Blythe 2002 p.6 Daniels 2009 The Coca Cola Company The Coca-Cola Company| MGT-100| Joanne Rupe Subject: MGT 100| Word Count: 3291| Due Date: 27. 11. 2012| Table of Contents 1. Introduction5 2. Mintzberg Roles6 2. 1 Entrepreneur6 2. 2 Leader6 2. 3 Figurehead6 3. Henri Fayol – Principles7 3. 1 Initiative7 3. 2 Equity7 3. 3 Unity of Direction7 4. Weber – Principles8 4. 1 Division of Labour8 4. 2 Promotion and Selection based on Merit8 5. Building Blocks of Competitive Advantage9 5. 1 Efficiency9 5. 2 Effectiveness9 5. 3 Performance and Quality9 5. 4 Innovation10 5. 5 Customer Service10 6. Management Science Theory11 6. 1 Total Quality Management11 . 2 Quantitative Management11 6. 3 Operations Management12 6. 4 Management Information System12 7. Organisation Structure13 8. Barriers to Entry & Competition14 9. Organizational Environment14 9. 1 Social Variables14 9. 3 Communities and Governments14 9. 4 Competitors15 9. 5 CEO15 9. 6 S. W. O. T Analysis15 10. Factors of Organisational Culture16 11. Managing Change & Diversity16 11. 1 Organisational Change16 11. 2 Diversity Awareness Program16 11. 3 Managing Diversity17 12. Organisational Ethics17 13. Corporate Social Responsibility (CSR)17 14. Managing Leadership18 4. 1 Transformational Leadership18 14. 2 Transactional Leadership18 15. Managing Motivation19 15. 1 Theories19 16. Managing Decision Making19 16. 1 Decision Making Within Coca-Cola Company19 17. Conclusion20 18. References21 1. Introduction Coca-Cola is one of the most known and used beverages throughout the world. The brand is consumed by daily basis in over 200 countries. However not everyone is aware of what the company stands for and how it functions. This report will explain how the company operates and how they follow the different managerial steps to achieve their goals.It will also inform which type of structure they use to remain successful. 2. Mintzberg Roles 2. 1 Entrepreneur Asa Candler tasted, bought and decided to market Coca-Cola as a soft drink instead of a headache tonic (Belli s, n/d, Para. 3). Not only did he change the way they advertised and sold the product, according to Gunderson (2009, Para. 1) Asa Candler made the CCC grow into a global giant thanks to his great marketing skills using celeberty endorsments, free samples to pharmacists & costumers and the way they guarded their secret formula. 2. 2 LeaderThe leader role is shared between the 17 boards of Directors in the Coca-Cola Company, although the Chairman of the board and CEO Muhtar Kent are shown as a front figure and role model (Coca-Cola1, 2012, Para. 3). As found in Coca-Cola1 (2012, Para. 2) the company sees Muhtar Kent as a leader that will lead them into the new century thanks to a firm commitment to both the values and spirit of the world's greatest brand. 2. 3 Figurehead Coca-Cola1 (2012, Para. 2) gives the impression that Muhtar Kent is seen both as a leader and a figurehead for the corporation.He both leads the company in to a brighter future and the rest of the employees look at hi m for inspiration and help. Because he is the chairman of the board and the CEO he gives a feeling of inspiration, legal and ceremonial obligations. 3. Henri Fayol – Principles 3. 1 Initiative According to Coca-Cola2 (2012, Para. 2) the CCC frequently has an open dialog with their employees about what is new right now. During these discussions the CCC asks about what consumers like/dislike, what distributors think, how improvement can be made, and if they’re losing market space against competitors.By having these sorts of meetings Coca Cola always motivates employees to be a part of the company, to take initiative and speak up. It also teaches employees to be creative and help the company grow. 3. 2 Equity As stated in Coca-Cola3 (2012, Para. 1) they are dedicated to maintain very important principles regarding International Human ; Workplace Rights everywhere they do business. As of 2005 Coca-Cola3 (2012, Para. 2) they began working with the former UN Special Represen tative for Business and Human Rights and professor John Ruggie to develop principles for a framework in respecting human rights in a business context. . 3 Unity of Direction The CCC explains global changes and aims to thrive as a business over the next ten years, looking forward and adapting to the changes (Coca-Cola4, 2012, Para. 1). Their mission is explained in Coca-Cola4 (2012, Para. 2) and points out three special goals: To refresh the world, to inspire moments of optimism and happiness and to create value and make a difference. The vision of the CCC is something that is taken very seriously. In Coca-Cola4 (2012, Para. 3) it is clearly described what the company think it should accomplish to be able to substain quality growth. * 4.Weber – Principles 4. 1 Division of Labour CCC’s management is divided into three main leadership factions; Board of Directors, Operations Leadership and Senior Functional Leadership (Coca-Cola1, 2012, Para 3-5). Under these Leadership r oles are middle and bottom line management, as well as employees in areas including Supply Chain Function, Manufacturing, Technical Function, Marketing, Sales Account Management, Customer and Commercial Leaders, Business Management, Finance, Public Affairs ; Communications, Human Resources, Legal, IT, Business ; Administrative Services and Aviation. Journey Staff, 2012, p. 1) 4. 2 Promotion and Selection based on Merit Within the aforementioned career areas CCC provides opportunities and support for employees through Individual Development Plans. This is made up of on the job experience (70%), exposure to case studies, role models and mentoring (20%) and attending courses (10%). Combined, CCC aims to focus and develop on the skills and competencies that are needed and beneficial within the company, as well as with other career opportunities. (Coca-Cola? , 2012, Para. 1) 5. Building Blocks of Competitive Advantage . 1 Efficiency The CCC is efficient in the way they distribute because they only produce the syrup concentrate, according to Love (2011, Para. 2). The concentrate is sold to the bottlers all over the world and it is the bottlers who has to finish the product by adding water and sugar. It is a good way of keeping the costs down, because there is no expenses putting the syrup into cans or bottles and there is no usage of water or sweeteners. This also simplifies their job to keep the formula of coke as a secret (Coca-Cola5, 2011, Para. 6) 5. Effectiveness There is one major disadvantage by only producing the syrup, which is that the drink tastes different all over the world. Huffington (2012, Para. 2) explains that each country has their own filtered water and uses different types and amounts of sugar. However the secret formula prevents other competitors from copying their recipe, which is an effective way by only producing the concentrate. The way CCC provides different volumes is an effective way of reaching out to more and diverse customers. 5. 3 Pe rformance and QualityThe company are working towards the high expectations through their operating requirement group called KORE (Coca-Cola6, 2012, Para. 1-3). The most important effort in this program is done by outlining strong regulations, policies, programs and specifications to lead all operations with accuracy. The key is constant monitoring and clear communication while reporting new statistics to the top managers. 5. 4 Innovation The CCC is always trying to follow the global trends and adapt to customer needs by creating the right beverage that suits different groups. Coca-Cola (2011, Para. ) informs that they created low calorie drinks such as Cola Zero and Cola Light to alure both genders in separate approach. They create health drinks to provide the new generation and athletes with what they want. It is not just about making carbonated soft-drinks anymore, they are following the steps taken by human nature to meet the new standards of life. 5. 5 Customer Service The CCC h as many employees to keep track on and Antenna (Para. 1) explains how the the company are increasing their distribution and deliveries of beverages by effective management.The company use (AMP) Antenna Mobility Platform to use the field employees as â€Å"human mobile offices† to keep them cohesive, prepared and efficient. This method allows the company to accomplish real-time responsiveness to customers and high levels of workforce productivity, according to Antenna (Para. 2). The result of it is also that both managers and employees improve their communication and collabotation as they can react quicker to changes that occur. 6. Management Science Theory 6. 1 Total Quality Management According to Coca-Cola6 (2012, Para. 4) KORE guarantees the consistency of their business quality.They are accurate in following terms and conditions made by the different departments. They use strict rules and policies to monitor performance and to prevent inaccuracies within manufacturing. KO RE arrange meetings with staff members to discuss questions and matters that concerns requirements and feedback to increase quality. Coca-Cola (20126, Para. 5) explains that the information is always available for the whole department to find out the goals, process, work instructions and worksheets related to the specific area of members. 6. 2 Quantitative Management In â€Å"Figure 1† Stephen (2009) shows where the highest consumptions are made.This quantitative information helps the company to work harder in specific areas where the brand is weak. Figure 1 – Worldwide Coca-Cola Consumption Figure 2 – Coke or Pepsi? In â€Å"Figure 2† Y-N (2008) are giving the information telling the company of what sort of beverage is most common in a specific country. This enables the company to analyse the competitors and how the CCC can grow in the market. 6. 3 Operations Management The CCC makes sure their interns and potential employees finishes an intership progra m called SCOM (Supply Chain Operations Management), (Coke-Consolidated, Para. 2).SCOM gives them the education and experience to master manufacturing and production. Also to learn about supply chain planning, transport, delivery, sales and warehouse management. It is about integrating them with the ideas and processes. The Coca-Cola Bottling Company Consolidated (CCBCC) explains about their concern of operation management: â€Å"At CCBCC, we strive to recruit the most talented, motivated people to continue to grow our outstanding team and develop into key members of our business to ensure that CCBCC will continue to lead the i1ndustry and set the bar for the rest of the beverage industry. (Coke-Consolidated, nd, Para. 4) 6. 4 Management Information System Case-Studies (2009, Para. 1) states that ISS (Information System Services) is their main department to monitor other informational groups such as CCBCC. The way of tracking files and archives is done by using EPM (Microsoft Office Enterprise Project Management) which is used as their informational technology. EPM makes CCBCC work and study their economics precisely and manage their recourses more efficiently in order to make decisions and complete goals in a reduced amount of time.They evaluate details like project costs, time, functions and efforts (Case-Studies, 2009, Para. 2). This helps them to gather information to create solutions, discover benefits, and achieve goals in the different criteria’s. 7. Organisation Structure CCC uses both the mechanistic view of the contingency theory within the factory environment and an open systems approach within their sales department. Business, marketing and sales strategies are decided by the management and then carried out by the employees.From the managers under Muhtar Kent comes the instructions and strategies that then is fed down into the supervisors and then to the employees. Coca-Cola introduced, the â€Å"Plant Bottle†, (Coca-Cola Company; Pla nt Bottle Benefits, 2012, Para 1). The introduction of this product was a decision made by the board, later carried out under the supervision of managers and finally sold by employees and sales people for Coca-Cola. This is an example of a hierarchical structure which is typical of the mechanistic structure.An Open System approach is used for marketing and sales within CCC. CCC needs to be able to use the raw materials and input from the external environment to produce goods and services that impact the external environment (George et al, 2012, p54). After the Tohoku Earthquake 2011, Japan had to reduce power usage. With one vending machine for every 25 people, Japan saved over 10 million kilo watts of energy by turning them off (Coca-Cola-Company, 2012, Para 5). CCC created a vending machine called the â€Å"Impossible Vending Machine† that uses half the energy than the others.This gives them a competitive advantage over other vending machine companies within Japan (Coca-Col a-Company, 2012, Para 9). 8. Barriers to Entry ; Competition Due to Coca-Cola’s success in the industry, strong entry for new competitors is quite limited. The company has such broad market exposure, with products being sold in over 200 countries (Coca-Cola, 2012), that most new companies would not have any kind of effect on market trends. Competition with CCC rests primarily in brands already in the market such as Schweppes and Nestle.For new brands entering the market economies of scale are large, especially due to the fact that CCC experiences small economies of scale. The risks for new or existing companies to create or expand their products are high. With CCC’s prominence and brand recognition it is their biggest asset. As a result, it would take a great deal of time or money to enter the beverage market successfully, and possibly longer still for adequate brand recognition. 9. Organizational Environment 9. 1 Social Variables People are getting concerned about the ir health.The population whom are reaching a higher age will decrease their amount of carbonated drinks. Meanwhile there are people who are only interested in their own wellness and fitness. Coca-Cola (2010, Para. 1) explains how they are strongly aiming towards an active and healthy lifestyle by offering other soft drinks, such as Juice and PowerAde. They enlighten the customers to be more active by exercising more. 9. 2 Political ; Legal According to Grynbaum (2012, Para. 1) the New York City Board of Health approved a ban on large sized sodas from being sold at restaurants, cinemas and street carts.This means that the amount of Coca-Cola bottles larger than 16oz (47cl) is going to decrease in sales. 9. 3 Communities and Governments The governments want to keep the world â€Å"green† and the CCC are applying this request by using their â€Å"2020 Vision† (Coca-Cola2, 2012, Para 1). The company are taking responsibility towards the global environment in the way of rep lenishing water and manufacturing environmentally friendly bottles (Coca-Cola7, n/d, Para. 1). This is a way of helping communities which are in great need of water. 9. 4 CompetitorsThe competitors are forced to be innovative because of CCC’s large market share. CCC has to keep being innovative and release new additions to their portfolio. This as an measure to prevent loss of marketshare. 9. 5 CEO The biggest internal influence in the CCC comes within the CEO, Muhtar Kent. Everything that has to do with future ideas and projects originates from him. Ignatius (2011, Para. 1) informs how Mr Kent is keen to meet the future global demands and how important it is for him to impact the CCC by applying the â€Å"vision† into every single member.Mr Kent controls the attitude, values and foundations of how the CCC should behave as an organisation not just towards the customers, but towards the global changing environment. 9. 6 S. W. O. T Analysis * Social Variables – Th reat People will stop drinking Coca-Cola at a certain age which results in decreased revenue. The CCC is forced to create new products to adapt to the change in environment. * Political ; Legal – Threat This is a direct threat and limits the sales on larger soft drinks. The volume of Coca-Cola sold will decrease. The customers can no longer chose drinks bigger than 16oz. Communities and Governments – Opportunity The way the company is being responsible and helpful towards the environment gives them goodwill and an advantage if certain legal laws would appear on environmental behaviour. Instead of being forced to change, they set the example on how to behave. * Competitors – Threat Pepsis innovative thinking puts pressure on the CCC. If a competitor creates a product that responds to customer needs it will give them competitive advantages. The CCC might lose market share as a result. * CEO – Strength The role of a CEO could be a great weakness.However Muht ar Kents way of innovative thinking and leadership qualities brings confidence and inspiration towards shareholders, employees and customers. Mr Kent as a CEO is a great strength. 10. Factors of Organisational Culture The CCC boasts a culture of being One Company, One Team, One Passion (Coca-Cola Company5; 2012, Para. 1). This is shown in the way they describe their ‘unique culture’ which includes; nurturing talent and skill sets that will add to the company’s value, encouraging socialisation and building relationships with colleagues to increase motivation in worker and foresting creativity (Coca-Cola Company5, 2012, Para. -4). The values that the CCC and Muhtar Kent have put in place to create the organisation’s culture for their employees as a guide of how to behave include; Leadership, collaboration, integrity, accountability, passion, diversity and quality (Coca-Cola Company5; 2012, Para. 2). 11. Managing Change ; Diversity 11. 1 Organisational Change CCC has recently announced changes to the Operating Structure and Senior Leadership Appointments as of January 1, 2013. Instead organise around three prominent businesses; Coca-Cola International, Coca-Cola Americas and Bottling Investments Group (Coca-Cola2, 2012, Para. ). The change is another progress towards their â€Å"2020 vision† for the future. This is an example of bottom-up change as it has been implemented gradually, with top line managers picking up more jobs, while other employees have been let go. The change can also be described as a mix of forced evolution, and dictatorial transformation. 11. 2 Diversity Awareness Program The CCC has developed a diversity educational program for all manager and employees. This program is designed to make people aware of diversity and educate them in what diversity means for the company.The program includes; classroom and online courses that are classroom based, seminar with invited keynote speakers and many different diversit y awareness based resources (Coca-Cola Company; 2012, Para. 9). These resources available to the employees and managers at CCC are designed to educate them in order to better understand other employees, customer, and suppliers and above all give the company a greater competitive advantage. 11. 3 Managing Diversity According to DiversityInc (2012, Para. 1) the CCC has remained in the â€Å"top 50 companies† for diversity during the last 10 years.Diversity is not just about policies and regulations; it is a part of their culture. Coca-Cola (2012, Para. 2) explains how they intend to form an environment that provides all members equal access to information, progress and opportunity. It is crucial for them to operate in a diverse workplace because of their long-term goal called â€Å"2020 Vision People†. Coca-Cola2 (2012, Para 3) states that there are three pillars of diversety eucation: * Diversity Training * Diversity Speakers Series * Diversity LibraryThey also offer su pplier diversity training to make sure their associates comprehend how to obtain the power of the workplace by having suppliers that consist of minority- and women-owned businesses (Coca-Cola8, 2012, Para. 5). Diversity is in the heart of the CCC and it is the way they are, how they work and comprehend the future (Coca-Cola3, 2012, Para. 1). 12. Organisational Ethics CCC has designed a Code of Business Conduct which guides the organization through the ethical minefield, including anti-corruption and anti-bribery codes (Code of Business Conduct, 2009, Para. 3-4).This code of conduct entails the expectation of accountability, honesty and integrity in all matters. Coca-Cola’s Ethics and Compliance Committee, made up of Board directors as well as other non-employee leadership, administer this code of conduct. Integrity is fundamental to CCC, along with other values. 13. Corporate Social Responsibility (CSR) CCC has taken a proactive approach to CSR. An example of this is the â₠¬Å"Little Red Schoolhouse Project† in the Philippines opened by Coca Cola to provide children with a basic elementary education (Coca-Cola Company: Coca-Cola; Little Red Schoolhouse, Para 1).This action also takes into account that in many areas where schools have been built there has been a high level child labor. The construction of these buildings helps children from being forced to work (Coca-Cola Company: Addressing Global Issues Para 4). 14. Managing Leadership 14. 1 Transformational Leadership According to Ignatius (2011, Para. 3), Muhtar Kent has transformed the CCC into a long term thinking company by implementing the â€Å"2020 Vision†. They are establishing a compelling vision and it is important that everyone is following the steps because of their global network and market.The high level of diversity forces the CCC to bring different individuals together and direct them to achieve the same goals, also to understand and believe in the same values and visions that the company requires. BTS (2012, Para. 2) informs that to endure transformational change they created Revenue Growth Management (RGM) to bring modern solutions to modern problems. 14. 2 Transactional Leadership According to Coca-Cola4 (2012, Para. 3) the company encourage their employees to be high preforming and they offer one of the best benefit packages in the world.They offer different developmental opportunities for their allies, one of which is the Coca-Cola University. This is a program for high performers to evolve, using the Peak Performance System (PPS, n/d, Para. 3). To extinguish undesired and reinforce desired behaviours the CCC have very strict workplace rights policies. The workplace rights policy makes the employees feel more secure and aware of their rights and also makes sure they are well aware on how to behave (Coca-Cola3, 2012, Para. 3) â€Å"The success of our business depends on every employee in our global enterprise.We are committed to fostering open and inclusive workplaces that respect human and workplace rights, where all employees are valued and inspired to be the best they can be. Our Workplace Rights Policy reflects these values and our commitment to uphold workplace rights globallyâ€Å"(Coca-Cola, 2012, Para. 1) 15. Managing Motivation 15. 1 Theories To illustrate how CCC caters to the needs of its employees the Alderfer ERG theory can be used (George, et al. 2012, pg. 234). CCC caters the existence needs of their employees by diversity awareness and education program which makes the employees feel safe and secure working in the workplace.CCC encourages open communication within the workplace through collaboration, which is one of the Coca-Cola core values (Coca-Cola Company; Mission, Vision ; Values, 2012, Para. 2). CCC develop their employees, by providing training through the Coca-Cola University which gives employees the chance to gain an education about the marketplace to fulfil the growth need (Coca-Cola Company; Benefits and rewards, 2012, Para 4). CCC also boasts that they have a benefits package that it highly regarded within the industry (Coca-Cola Company; Benefits and Rewards, 2012, Para 7).This can be seen as a form of motivation. It states that this benefits package addresses the employee’s basic human and life changing needs which in turn develops intrinsic and extrinsic motivation (Coca-Cola Company; Benefits and Rewards, 2012, Para 7). 16. Managing Decision Making 16. 1 Decision Making Within Coca-Cola Company Decisions for the company are made by the Board of Directors, and are considered alongside the interests of stakeholders, as well environmental concerns. Many of the decisions made are considered in relation to the company’s ‘2020 Vision’.An example of a decision made is the company’s investment into the Indian Beverage Market. CCC recognised the potential presented in India, and as a result began generating ideas as to how to maximise this opportunity. The company then assessed and chose investments, including creating jobs, supporting education and implementing the common ‘Reduce, Reuse, Recycle’ method in order to improve waste in the developing country. These $2 billion investments are set to not only provide positive changes within India, but also to improve the company’s repute and to achieve the 2020 goal. (Winzelberg, 2012, Para 4-6;8) 7. Conclusion There are many conclusions made out of this report after researching in a more deep way. Coca-Cola is obviously more than just the soft-drink that people buy when thirsty. It is a company that has great values and caring visions. The CCC is pursuing a long term goal and is always looking for improvements. They are a proactive company because of their way of caring for the global nature and communities. The are always concerned about what the future will bring, which is why they have long term visions. It has been an instructive period to study th e company and it’s structure.