Victoria Chemicals plc-Merseyside and Rotterdam Projects Case Study

Victoria Chemicals plc-Merseyside and Rotterdam Projects - Case Study Example James Fawn the vice president of the Intermediate Chemicals Group (ICG) and John Camperdown, the financial analyst met to review the two projects. The proposals submitted by plant managers from both Liverpool and Rotterdam required an expansion of the polypropylene output of the respective plants by 7%. The strategic analysts in Victoria Chemicals held the view that an increase in polypropylene by 14% would not make sense though a 7% would do. This would compel them to approve one of the projects. The rational analytical process to use in extricating the ambiguities of the present measures of investment attractiveness of the two projects will be done through a thorough analysis and evaluation in terms of their net present value, payback, growth in earnings per share and internal rate of return to determine which of them is attractive for investment. After the evaluation, the best project based on its attractiveness will be chosen. 1. The proposal from Merseyside, Liverpool This proje ct would retain its flexibility in order to add technology in the future. The investment criterion for this project is as follows: Average annual addition to EPS GBP 0.22 Payback period 3.8 years Net Present Value GBP 10.5 million Internal rate of return 24% The contribution to net income for the project is a positive one. This is based on the calculation carried out by the average annual earnings per share contribution of the project over the economic life of the project using the number of outstanding shares at the recent financial year. The payback period which is the number of years which are necessary for free cash flow of the project to amortize the initial project outlay completely for the project is within the maximum payback period which is six years. The Net Present Value of the company is positive an indication of a better performing project. The internal rate of return of the project which is 24% is more than 10% and this is an indication of how attractive the project is . A summary of the performance of the Merseyside project is as follows 2008 2009 2010 2011 2012 Output 267,500 267,500 267,500 267,500 267,500 New Gross Profit 21.72 24.83 24.83 24.83 24.93 Old output 250,000 250,000 250,000 250,000 250,000 Free cash flow 1.27 3.92 3.86 3.77 3.08 Incremental gross profit 2.32 5.42 5.42 5.42 5.42 Based on the above analysis, it is quite evident that Merseyside project is quite attractive in terms of its performance and this makes it a good project for investment. The Merseyside project will be of great help to Victoria Chemicals as it would lead to an increase in free cash flow, increase in gross profit and increase in output for the company. The increase in output would see the company operate in full efficiency and to remain competitive in the market. Even though the Merseyside project seems promising in terms of output and return, the plant operations will be disrupted in the course of upgrading the technology in the company which will then affect the total output of the company. The period at which the plant will not be operating will mean that the company will temporarily lose its business from the close of the customers. The temporal close of business and clients may be a cost to pay by the company as it may end up losing the customers due to the inconveniences caused. The table below shows the assumptions made towards the DCF Analysis of the Merseyside Project: Annual output in metric tons 250,000 Output gain 7% Gross margin rate 12.5% The gross margin rate and the output gain are standard and this means that the company (Victoria Chemicals) will not take a long time before it enjoys the full benefits of the investment. This

Main Responsibilities in the Nursing Profession Essay

Main Responsibilities in the Nursing Profession - Essay Example In 2008, the National Survey of Registered Nurses conducted research and found out that over 3 million nurses were registered. There are only 2.6 million nurses who have been employed out of the 3 million registered nurses. Out of these 2.6 million which is an equivalent of 84%, 50.0% are nurses prepared from Baccalaureate programs, 36.1% from Associate Degree programs while 13.9% were from Diploma Nursing Programs. The NCLEX-RN licensing examination is taken by those who are to be recognized as certified nurses. Robert Wood Johnson Foundation made a proposal in a report. This report on The Future of Nursing suggested that 50.0% of BSN should be increased to 80%. Many types of research have also been conducted, and the findings reported that BSN in most care centres has realized a reduced rate of mortality deaths. American Organization of Nurse Executives called for all nurses to undergo the Baccalaureate programs. This program is to make them competent enough to handle the challengi ng task ahead of their careers. The U.S Army requires nurses that are competent specifically with a degree in baccalaureate nursing so that these nurses can be given the position of a commissioned nurse. A study was conducted showing that a large number of people preferred nurses who were trained for the duration of four years and over. It is only fair that the life of a patient is entrusted on a competent nurse. This paper will explore the difference in competencies that are notable between associate-degree nurses and nurses who have been prepared at the Baccalaureate-degree level in nursing. Baccalaureate nursing program is inclusive of all the course work that is taught in diploma and associate degree level. The four-year training they go through is seen in the care they extend to patients. Baccalaureate nurses are taught on theoretical and practical aspects. These theories incorporate the various fields outside medicine. Nursing knowledge includes theories in humanities, science s, as well as, Biblical concepts.

Soviet Union Private Enterprises and Economics

Soviet Union Private Enterprises and Economics When we talk about the Soviet Union, many of us imagine a largely monolithic structure, in which most of the processes were controlled from the centre, with very little initiative from the side of common people. This stereotype is especially strong regarding the economy. After all, it was officially called â€Å"planned,† which suggested that all production was owned and regulated by the state. However, it may come as a surprise that during the first half of the USSR’s life, private enterprise played a large role in everyday life of Soviet citizens. Furthermore, during the birth and development of Soviet Union, non-government owned companies completely legally produced a large variety of consumer goods. Most of these were small-size individual entrepreneurships and cooperatives, as opposed to large industrial complexes operated by the state. That small-scale private production supported the government-owned heavy industry, and was largely beneficial for the country and the people of USSR. It provided many goods and services to the people which the state-owned companies couldn’t provide. Surprisingly, private entrepreneurship has always been a part of Soviet economy, and furthermore, it provided a substantial part of foodstuffs and consumer goods to the society. The first topic to be discussed is the period that begins at the end of the civil war, when the Soviet system was finally dominant and its leaders had to commence post-war restoration. The economy of this period was largely characterized by the NEP – New Economic Policy. It primarily influenced agriculture, replacing â€Å"War Communism,† which involved direct food requisitioning, with food tax. Moreover, individuals were allowed to operate small private companies, while heavy industry and financial institutions remained under the state rule. The state economy, guided by the directive principles of War Communism, was unable to meet the demand for goods, especially agricultural ones, which was proven by the famine of 1921, during which six million people died. As a result, food requisitioning ended, and private business had to be allowed, which helped to alleviate economic hardship for many people. An objection may be raised that the policy was highly controversial both with the people and the government, and that it met resistance in higher circles. Furthermore, it gave birth to a new class of nouveau-riche â€Å"nepmen,† owners of small companies, who were seen by most people as little more than capitalists against whom they have been fighting all that time. The Party was indeed discontent with the development, seeing it as an abandonment of the principles of Socialism – according to the History Learning Site (2014), not only it meant abandoning planned economy, it also presented a threat of eventual restoration of full-scale capitalism (par. 9, 10). However, the argument here is not whether the policy corresponded with the ideological principles, but whether it was efficient or not. And the answer here is definitely yes – the NEP was very successful, allowing agriculture to restore itself to 75% of the pre-revolution level and staving off the fear of famine. It also contributed to the development of the light industry, stimu lating the demand for consumer goods (par. 12). This shows that during that period, private production contributed significantly to the wellbeing of population. Lenin has famously said on NEP â€Å"we are taking one step backwards to later take two steps forward,† and called War Communism â€Å"a grievous error,† which shows that he could modify the theory based on real-world experience, and understood the necessity of having private production, even if it was small-scale. The next stage went on from 1930 to 1960, and encompassed industrialization, Second World War, and postwar restoration. While NEP was cancelled, it did not mean that private initiative was restricted. Surprisingly, Stalin allowed much leeway for independent producers – many of them existed in a â€Å"gray area†, viewed with suspicion by authorities, but not restricted. The manufacturing and service sector remained relatively free, and people were allowed to have their own plots of land to grow food on, which they later would sell on peasants’ markets. According to Jan S. Prybyla (1961), â€Å"In 1956 the individual plots accounted for 67% of the gross output of potatoes, 87% of the output of eggs, 57% of the milk production, 55% of the output of meat, and about 42% of the production of vegetables.†(p. 218) And according to Frederick A. Leedy (1957), in 1954 independent cooperatives â€Å"manufactured 35% of furniture, 56% of iron dishes, 22% of metal beds , 45% of primus stoves, and 31% of felt boots. (p. 1067) Small businesses, such as barbershops and seamstresses, were also legal, as well as cooperatively-owned larger companies, which provided the majority of consumer goods, such as furniture and clothes. Julie Hessler (1998) asserts that many cooperatives were in fact covers for private entrepreneurs, who made massive profits from the activities. In 1948, most of them were arrested, or had their licenses revoked, however. (p. 539) Despite that, during Stalin’s era, independent production and trade were strongly developed, and Soviet people â€Å"spent between one-third and one-half of their incomes on the legal free market in all but few years of Stalin’s rule.† (p. 516) Even during the war that practice continued, with local authorities largely tolerating small-scale trade. (p. 523) This proves that, during this stage, independent production and free trade did play a large role in the lives of Soviet citizens . It can be argued, however, that the contribution of private producers to the economy was very small, and did not influence it in any significant way. After all, the individual producers constituted a very small share of total labour force – 1-2 million out of 60-80 million. (Leedy, p. 1066) This, however, ignores the fact that in regard to consumer goods and foodstuffs, independent producers accounted for a large share of production – from 22% to as high as 87%, as stated earlier. Possible explanation for this is that most people employed by the government worked in heavy industry sector, while in the light industry sector, share of independent producers was higher. Thus, private production did have significant influence on the economy. The third stage, however, which started from the 1960s, was characterized by the restriction of almost all private initiative, and nationalization of all non-government companies and land. That, in turn, gave birth to a widespread deficit of consumer goods, stagnation of the system, which could not develop without initiative, rising discontent, and, eventually, collapse. However, just because private enterprise was outlawed, doesn’t mean that it disappeared. Because state-owned companies produced consumer goods in insufficient quantity and inferior quality, people started looking for foreign goods to satisfy their needs. That period was characterized by increasing size of black and gray economy, with people semi-legally or illegally trying to acquire goods which they couldn’t find in stores. Eventually, as deficit for consumer goods became more prevalent, black market and informal economy have turned into a daily feature of Soviet life. At that point, a counterargument may be raised that the deficit was caused primarily by technological development and by increasing demand for more sophisticated goods, and not by restriction of private entrepreneurship. As standards of living increased, along with technology level, people started demanding more advanced goods in large amounts, which the economy couldn’t have provided even if private production had been left unrestricted. However, it doesn’t explain the deficit for foodstuffs, or for basic goods, such as furniture and clothing, from one-third to one-half of which were provided by independent producers in the 50s with no noticeable deficit (Leedy, p. 1067). Thus, it still means that Soviet economy of that period was inadequate to the task of providing basic consumer goods that were demanded. So naturally, people turned to black market. Due to its secretive nature, it is almost impossible to accurately calculate its penetration, and only a rough approximation can be given. As Lucille Be audry and Luc Duhamel explain (1984), by the 80s the black market has â€Å"completely integrated in Soviet system,† and it would not have been possible to curb it except by liberalizing the economy (p. 102). This proves that, even when the economy was under total control of the State, people still participated massively in independent trade. But the restriction of commerce had even further-reaching consequences. The shadow economy which arose as a result of private entrepreneurship being made illegal carried numerous problems: not only was it hard to combat, but it also degraded the respect for the system by common people, who had to engage in illegal activities just to satisfy their basic necessities. That, in turn, was one of the reasons that led to the eventual collapse of Soviet Union and replacement of its state-controlled economy by a free-market one. The first periods in life of Soviet Union were more repressive, but also, paradoxically, more economically free. Small-scale private production, like aforementioned barbershops and personal plots of land, allowed the system to develop more vigorously than it would have been possible otherwise. Along with political liberalization in the 50s, the economy was centralized, which eventually caused its demise. While this is an unexpected development, it also provides something to think about. On one hand, on the basis of these findings, it can be argued that market is important for any country, even the ones with planned economy, and that it is simply impossible to regulate all production from one center. Fate of other socialist countries seems to reinforce that conclusion – especially China, which, since the adoption of free market, demonstrates incredible rates of growth. Even in North Korea, the most restrictive country in the world, the government tolerates small-scale trade and private production. But on the other hand, it tells us something about effectiveness of government control in certain spheres of economy. After all, Soviet heavy industry was remarkably successful, and large-scale projects, such as nuclear power plants, hydroelectric stations, and spaceports, were built by the state. It should be noted that nuclear energetics and space exploration are the spheres which are still predominantly under the control of governments, even in such economically liberalized countries as the United States. In any case, we should study the history of Soviet Union carefully and without any bias, if we want to understand its experience and apply that knowledge to our current problems. Sources: Jan S. Prybyla, â€Å"Private Enterprise in Soviet Union†. South African Journal of Economics, Volume 29, Issue 3, page 218, September 1961. New Economic Policy. HistoryLearningSite.co.uk. 2014. Web. Lucille Beaudry, Luc Duhamel, â€Å"The Causes of the Black Market Phenomenon in the U.S.S.R.†. Studies in Political Economy, Volume 13, page 102, 1984. Julie Hessler, â€Å"A Postwar Perestroika? Toward a History of Private Enterprise in the USSR†. Slavic Review, Vol. 57, No. 3, autumn 1998. Frederick A. Leedy, â€Å"Producers’ cooperatives in the Soviet Union†. Monthly Labor Review, Vol. 80, No. 9, September 1957.

social contract Essay -- essays research papers

"The current federal system of government in the United States is failing to meet its social contract obligations to the American people." There is nothing closer to the truth than this statement. While some may argue that the government is following the guidelines of a social contract, many aspects of the government have outgrown their britches and taken over. With over fifteen thousand jobs up for the taking in the government it is hard to believe that the government comprised in the 18th century is the same as the one we have now. The government has grown exponentially large since than and has created new positions and departments to "better serve" the country. Such departments include the Department of Homeland Security. Now not to trash the decision to create it; but, teenagers, such as myself, only know that this department will change a color on a chart depending on if they think it's safe or not. We have no knowledge of what it does or what it's supposed to do. Yet for some odd reason we have to pay the bills for this department through our paychecks. Shouldn't we know a little about what it does before we get taxed to help run it? How can this department better serve us if we don't know what it does and how it is helping us? The larger it grows the more money we have to pay to it, and the less independent a citizen become s. The government's main and only goal in the social contract is to protect its citizens. Yet the government seems to interv...

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.

Underlining Synoptic Gospels

Underlining Synoptic Gospels The Gospels of Luke, Mark, and Matthew offer three similar yet different ways of retelling past events. The passages chosen are the Sermon on the Mount, The Beatitudes, Commissioning of the Twelve, The Fate of the Disciples, and The Coming of the Son of Man. The authors gave their interpretation to different events. Each Gospel clearly gives a general overview of everything taking place during this time period. The only difference exists in detail. The Gospels of Luke, Mark, and Matthew demonstrate the differences in similar stories being told by multiple authors. The Gospels of Luke, Mark, and Matthew match up very well. They generally follow the same storyline for each reading. In the Sermon, they tell how great crowds came from all over flocking to where Jesus was. The Beatitudes match up from Gospel to Gospel. The Commissioning of the twelve tell how Jesus chose his twelve apostles and sent them out on missions to heal the sick and cure the diseased. Apostles will be guided with what to say if questioned in Fate of the Disciples. Lastly, the coming of the son of man is described in all three Gospels. Differences are inevitable when different sources retell stories. The Gospels are no different. Each Gospel gives a different perspective than the other. What is not seen in one gospel is picked up in another. Examples are how masses came to see Jesus for healing, the Beatitudes, and the Disciples. Matthew neglects to tell how the masses of people came from Tyre and Sidon upon heading of Jesus’ miraculous healing powers. These individuals came from all over just for the opportunity to touch him in hopes of being healed. [1] This should have been put in for sure. This is just a blatant example of the power Jesus had. It separated Jesus from the false gods and prophets at the time. Mark does not contain the Beatitudes while Luke’s show of the Beatitudes is slightly shorter than Matthews. Mark may have chosen to not incorporate them into his text. The validity of the Beatitudes, based on this assignment alone, may be challenged based on how one author does not have any and the other two vary. In the Commissioning of the Twelve, Mark is the only author to give the small detail that Jesus sent the Disciples out two by two after giving them authority over unclean spirits. [2] After giving his disciples authority, Matthew does not tell how Jesus went up onto the mountain before he summoned his apostles. Mark does however, by saying that â€Å"He went up on the mountain and called to him those who he wanted and they came to him. †[3] This may be because the source that told Matthew may have not seen Jesus on upon the mountain. Luke and Mark may have had a source that watched it first hand or Matthew may have chosen to leave it out. Continuing with the Commissioning of the Twelve, another difference exists. Luke and Mark, not Matthew, both tell how Jesus went up on a mountain and called his twelve disciples and they were from that point on known as apostles. 4] The main problem with this situation is there is a difference in apostle’s names. All three Gospels have twelve names listed. Mark and Matthew had the name Thaddaeus and Luke had a second Judas. [5] The differences and similarities found in the Gospels are why they must be read together for comparison, much like anything else recorded second hand by various authors. The differences can be explained by lack of info rmation or just the choice of the writer to not include something. Numerous other factors could also be accountable but they need not be. While having differences the Gospels contain beyond more than enough similarities to get the point across. Bibliography Michael D. Coogan, ed. The New Oxford Annotated Bible, Augmented Third Edition, New Revised Standard Version with the Apocrypha. New York: Oxford University Press, 2007. Bart D. Ehrman, A Brief Introduction to the New Testament. New York: Oxford University Press, 2004. ———————– [1] Mark 3:8-11; Luke 6: 17-19 [2] Mark 6:7 [3] Mark 3:13 [4] Mark 3:13-14; Luke 9:12-13 [5] Matt. 10:2-4; Mark 3:16-19; Luke 6:14-16