A Research Report on Organizational Development of Coca-Cola Company

This report examines the organizational development of The Coca-Cola Company, focusing on enhancing problem-solving competencies and adapting to external environmental changes. The research identifies key objectives such as improving employee loyalty, resolving organizational disputes, augmenting authority based on skill, and increasing accountability. Data collection involved secondary sources, including annual reports, marketing strategy publications, and online resources. Findings indicate that employee engagement and commitment are crucial for Coca-Cola's success, with involuntary turnover in Ghana showing a positive impact on employee efficiency and engagement. This study highlights the importance of strategic organizational development initiatives for Coca-Cola, and you can find this and more solved assignments on Desklib.

THE COCA-COLA COMPANY
OBJECTIVE OF RESEARCH
Organizational development of Coca-Cola has
been regarded as an enduring effort in order
to enhance problem solving competencies of
the company along with its ability to overcome
transformations in its external environment
through the aid of external or internal factors
(Irefin & Mechanic, 2014). ). Although the
particular interpersonal as well as task
objectives of the organizational growth
programmes that will vary in accordance to
each evaluation of organizational concern, a
number of purpose and objective will typically
emerge. However, these objectives reflect
issues which are common in most
organizations-
• To improve the degree of loyalty and support
among organizational members (Madera,
2013)
• To enhance the occurrence of confrontation of
organizational dispute both within groups and
among the groups in contradiction to sabotage
the environment within the organization
• To establish a situation whereby, authority of
allocated roles is augmented by authoritarian
power based on skill and expertise.
• To increase the rate of self as well as group
accountability in the process of planning and
implementation.
• To identify synergetic resolutions to issues
with greater frequency (Irefin & Mechanic,
2014)
DATA COLLECTION
Secondary data collection have been collected through the
annual report of Coca-Cola, marketing strategy publications
of ministry of company affair, website of Coca-cola, several
online resources of strategic analysis, published journals and
articles of Coca-Cola (Pesambili, 2016).
FINDINGS & IMPLICATIONS
REFERENCES
• Hair Jr, J. F., Wolfinbarger, M., Money, A. H., Samouel, P., & Page, M. J. (2015). Essentials of business
research methods. Routledge.
• Irefin, P., & Mechanic, M. A. (2014). Effect of employee commitment on organizational performance in
Coca Cola Nigeria Limited Maiduguri, Borno state. Journal of Humanities and Social Science, 33-41.
• Madera, J. M. (2013). Best practices in diversity management in customer service organizations: an
investigation of top companies cited by Diversity Inc. Cornell Hospitality Quarterly, 54(2), 124-135.
• Pesambili, K. R. (2016). The Relationship between Employee Retention Strategies and Employee Turnover,
A Case Study of Coca Cola Company Kwanza Ltd, Dar Es Salaam (Doctoral dissertation, The Open
University of Tanzania).
• While conducting the investigation it can be evaluated that the
level of employee engagement and commitment is regarded as
a significant factor in accomplishing the success of Coca-Cola.
Individuals within the company with lower rate of commitment
have been revealed to have been more inclined towards
individualistic success rather than the achievements of the
company (Pesambili, 2016). From the report it has been
revealed that there is an increase in employee efficiency as an
impact of involuntary employee turnover in Ghana. This implies
that Coca-Cola has dismissed a section of its workforce because
of low level performance and further has kept other employees
aware and observant regarding similar measures. Over 60% of
employees in Ghana have further exposed that involuntary
turnover has altered the behavioural patterns of the employees
and has further increased their productivity (Hair Jr et al., 2015).
Furthermore with regards to unintentional or involuntary
revenue on the dedication rate to work and employee job
engagement, the study further revealed that major section of
the employee base of over 70% and 60% have accepted that
actions such as involuntary employee turnover enhance the rate
of employee engagement within the company.
•