Coca-Cola Company's Overview and Different Changes - Essay Example

?Diagnosis: Critical review and application Value: "the Coca-coca" company Company overview and different changes and reasons (assignment brief The international Coca-Cola Company has been founded and headquartered in Atlanta, Georgia, which is well-known for its very close attachment with the city (Ford et al., 2007, p.2). At present the company’s reach increases far beyond the city of Georgia and even far beyond the United States. Coca-Cola has now become one among the most recognizable business corporations in the world. The brand of the company is now considered as “one of the five most recognized symbols in the world”. At present, the company has near about 400 brands in more than 200 countries. In the year 2004, the total “net operating revenue” of the company equaled $21,962 (Ford et al., 2007, p. 3). The organizational changes or development process of the Coca-Cola Company that has been considered is related to the changes made in the organizational design of the company and the associated change in the leadership approach of the company. This particular change has been made in 2009 by the CEO of the company, mainly for the purpose of creation of greater level of implementation of new designing of the products of the company and to acquire the higher level of share of the market (Alkahtani, 2011, p. 75). These changes can be summarized by the changes in the potential leadership of the organization that has created the significant level of development. These developments or changes are considered due to the fact that these changes have made significant level of impacts upon the development of the organization in terms of raising the profitability of the company. These changes have also helped in the process of development of market in favor of the company (Kesler and Kates, 2009, p. 3). Assignment 2 Introduction Organizational Development and changes are regarded as very significant in respect to the process of overall development and growth of any business organization (Cummings and Worley, 2008, p. 1). Organizational changes are essential to understand the basic principles related to the techno-structural design of the business organization. These changes are required to understand the three basic structural choices as well as two advanced structural choices which are available to the business organizations. Finally, these structural changes of the organization are required for the purpose of understanding the process of downsizing and also the process of reengineering undertaken within the organizational structure (Cummings and Worley, 2008). This paper is aimed at providing the critical review and application value of the most appropriate organizational change that has been applied by "the Coca-coca" company, after discussing all the possible organizational changes that are undertaken within business organizations. Defining organizational development: Organization development is defined as the planned process related to the changes within the culture of a business organization with the help of utilization of different behavioral sciences of technology, various researches as well as various theories (Cummings and Worley, 2008, p.2). There are six most important categories of theories related to changes assisted in the process of understanding, describing, as well as developing different insights regarding the process of change. These processes are: “(1) evolutionary, (2) teleological, (3) life cycle, (4) dialectical, (5) social cognition, and (6) cultural” (Kezar, 2001, p. iv). Different models to understand organizational changes: The models related to life-cycle, evolutionary, as well as teleological have been critiqued for highlighting different stages, for instance, the growth or different phases of strategy. These models have been critiqued for linearity too. The political as well as social-cognition theories, in this respect, have been advertized for their complexity in demonstrating the difficulty and also in representing different regressive phases of various changes, vagueness, struggle, and often irrationality. However, political as well as social-cognition models, in general, disregard the environment or the system and possess partial ability to anticipate different changes. However, cultural models grip a greater systematic view and expose the impediments of the second order-change. Nevertheless these models sometimes offer restricted practical recommendations or tools. Each of these models appears to experience some interpretive flaw and to possess some strength in creating additional understanding. In the process of application of these different models, the cultural model seems to be most appropriate model and strategy in the context of the company, Coca-Cola. This is because in the context of this company and its recent organizational development or change the cultural model is the most appropriate aspect. This is again due to the fact that the organizational change or development related to the changes in the leadership structure is closely associated with the cultural changes of the model and of the company (Kezar, 2001, p. 56). Critically the organizational change in Coca-Cola: In the last couple of years in “The Coca-Cola Company”, high level of potential leaders on the design teams have noticed the potential benefits as well as risks of the classic business organization (Kesler and Kates, 2009, p.2). Various design options in the process of re-structuring company’s headquarters and the field structure for the purpose of achieving a persistent level of balance in the global as opposed to the local governance of groups and geography. After getting most necessary level of assistance by various researchers, including Greg Kesler as well as Amy Kates, the members of the design team of the company have learned many important aspects. One of these important aspects has been the fact that greater subtle components of the designing incorporated sets of rights of designing around the single operating framework for governance, which has been arranged by the CEO of the company (Kesler and Kates, 2009, p. 3). The challenges which are seeking the most efficient flying formation can be addressed by realizing different new organizational changes in the company. These changes have been made to make an intricate new design deliver based on the business results. In particular when the design of the new business organization engenders the resistance because of its anti-culture nature, then the business leaders have been tested in different unusual ways, and have been expected to grow through different successes as well as failures alike. These business leaders have supposed different new roles in respect to these newly introduced structures (Dolan, 2000, p. 15). The learning outcomes which have arrived from these changes not only created the path of development of wide varieties of details in respect to the organizational design, like job definition, the level of clarity in decision rights, different employee performance objectives, and also in the management routines. These developments have also been realized in the creation of greater level of responsibility to realize those changes through the implementation of better set of policies. Also these changes have been realized to be realized responsible for outcomes of those decisions (Moran and Blauth, 2008, p. 1). Different opportunities for learning incorporate defining different interests of the shareholders in the process of change, making anticipations of points of confrontation, and also understanding the planning processes to overcome that resistance. These resistances are needed to be overcome when there lays the need for management of the “virtual” business units. These business units will rely greatly on matrixed ownership across different cultures, different geographies, functions as well as different market conditions. In this context, the business manager of the company has been tested by the process of leading the most effective design initiative, the most efficient staffing the organization. These leaders are also tested for leading through the process of transition, and also building the greatest level of infrastructure and processes needed for the desired success in favor of the company (Kesler and Kates, 2009, p. 3). These changes in the company have made it possible to make significant improvements in the customer base as well as in the process of making significant increase in the market share. With the help of these organizational changes, the most precious asset, the public standing as well as positive public opinion regarding their brands, have been well-established. Also the place which these new changes have acquired greater level of importance in the life-world and satisfaction level of consumers across the globe (Arvidsson, 2005, p. 236). Also these changes have brought new improvements in the process of integration with the global enterprises, in terms of sponsorship of global sports and management teams. This has increases the base of competitive advantage of the company also (The Coca-Cola Company: Code of Business Conduct: Acting with Integrity Around the Globe, 2009, p. 36). These changes have been made to satisfy the environmental needs of the present as well as future generations (Environment: Value to Business, n.d., p. 25). Conclusion: The organizational changes in the Coca-Cola Company have been made in terms of managerial improvements and also in respect to product and overall company designing. These changes have made significant level of positive impacts upon the development of the company in recent decade. The customer base of the organization has increased to a significant level and also the company started to emerge as one of the largest profit-making business organization in the world. The cultural changes of the organization have been critically successful in terms of evaluation of various cultural aspects of the company after making these changes. The model of cultural evaluation of these changes has made it possible to incorporate all the developments in favor of the company. References: Alkahtani, A. H. et al., (2011), THE IMPACT OF PERSONALITY AND LEADERSHIP STYLES ON LEADING CHANGE CAPABILITY OF MALAYSIAN MANAGERS, Australian Journal of Business and Management Research, Vol. 1, No. 2, pp. 70-99 Arvidsson, A. (2005), Brands: A critical perspective, Journal of Consumer Culture, Vol.5, pp.235-258 Cummings, T. G. and Worley, C. G. (2008), Organization Development & Change, USA: Cengage Learning Dolan, S. L. et al. (2000), Organisational Values as "Attractors of Chaos”: An Emerging Cultural Change to Manage Organisational Complexity, Journal of Economics literature classification, retrieved on May 5, 2012 from: http://www.recercat.net/bitstream/handle/2072/630/485.pdf?sequence=1 Environment: Value to Business, (n.d.), GEMI, retrieved on May 5, 2012 from: www.gemi.org/resources/EVTB_001.pdf Ford, H. 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