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Sr. NoTable of ContentsPage No.


2The Great Man Theories

3The Trait Theories

4The Contingency Theories

5The Situational Theories

6The Behavioral Theories

7The Management Theories

8The impact ofmanagerial style on organisational effectiveness

9Motivational theory

10The Theories of JobSatisfaction

11Motivational theory and implications

12Theories relating to work relationships andinteractions

13The simplestructure

14The bureaucracy structure

15The Matrix Structure

16The importance of organisational culture theory indeveloping organisational effectiveness

17Analysis of howorganisation can facilitate innovation and creativity.

18The importance of learning in anorganisation

19Effectiveness of teamwork

20Team development.

21Effect of management change in an organisation

22The culture andstructure ofCoca-Cola Company

23Approaches to organisationaldecision-making

24Management approach torisks anduncertainty decision-making

25Organisational decision in Coca-Cola Company

26Conclusion andrecommendations


Introduction According to Fombrun (1984) Leadership can simply be defined as a complex process of leading people toward attaining some certain predefines goals and objectives. Throughout human history people had always being strive for leadership position. During the twentieth century, people became more interested in leadership position. In the early beginning, leadership theories were based on qualities that differentiate leaders from followers while successive theories were based on variables, which include skills level and situational factors. These theories are classified into eight different categories some of which will be evaluated.The Great Man TheoriesThe phrase Great Man is being used during the time when leadership position can only be attain by male especially military leaders. This theory believes that leaders are born with their internal required leading qualities not created, qualities includes charisma, intelligence, skills, confidence etc. The theory also assumes that those qualities can be inherit which is why a people use the common phrase born to lead signifying that leaders are born not made. Great Man theories usually portray leaders as mythic and heroic. However, the theory also believes leaders are destined to rise and proclaim the leadership position whenever the time comes. The Trait TheoriesThe trait theories is similar to the great man theories, the theory also believes that people inherits some certain leadership qualities but its the traits that shaped these

Inherited qualities and shaped them into a better-suited leaders. This theories identifies some common leadership qualities shared by various leaders, qualities includes self-confidence, courage and extraversion, which could be linked to some great leaders. However, these qualities mentioned above could potentially be found in people and yet they could be discovered not to be seeking for any leadership positions.The Contingency TheoriesContingency theories laid more emphasis on some precise environmental variables that are consider to be determinates of leadership style suited for the situation. The theories suggest that there should be no general leadership style suited for all situations but rather the success of leadership style depends upon the number of precise situation be it in quality of followers or state of environment.The Situational Theories Situational leadership theory suggested that leaders make the best decisions based on situational variables. The theory also suggested that implementing various types of leadership styles would be more suitable making different decisions. For instance, a situation where the leaders happens to be the most educated and experienced in the decision making council, authoritarian leadership style might be the best practice or in a situation where the council members are also educated and experience as the leader, democratic leadership style might also be the best practice.The Behavioural Theories Behavioural leadership theory is the opposite of Great Man Theory, the theory is laid upon the belief of made leaders. That leaders are made not born. As from the name behavioural, the theory emphasized more on the leaders actions not mental or internal qualities. This theory strongly suggested that anyone could learn to be a leader through some certain observations and studies.The Management TheoriesThis is also known as the transactional theories, laying more emphasis on the importance roles of organisation, performance and supervision. The managerial theories recommended a leadership style based on rewards for the good and punishments for the bad, this form of leadership style is mostly adopted in business organisations where employee id being rewarded for good performance and penalized for failing. The impact of managerial style on organisational effectivenessAs asserted by Bratton and Gold (1999) several leadership theories have been considered in creating more effective organisation over the time. Some researchers suggested that employee can be motivated only if their personal matters are pleased while other researches argue that employee can be motivated through creation of strong relationship bond between the employer and employee. Various theories have made a serious impact in increasing employee performance in many global organisations.Managerial theories have proven to be very effective in improving organisational performance over the years; the theories include many features that are to be considered and followed in managing organisation. Features such as employee specialization that has to be considered before task is being assert to the employee, secondly is the employees capability as to his desire to work and the which of the work best suited the employee. So also positive feedback to employee can serve as a motivation, which will prompt the employee to perform better with positive frame of mind. Furthermore, salary is considered to be one of the major motivations for employee. Salary on time will ensure job deliverance on time; this will impact the organisation as a whole by bringing its operations up to speed.Motivational theory The word motivation is derived from a latin word motivus meaning a moving cause which signify to the process of activating the psychological motive of an individual. Various theories are being put I place for studying individual/team motivation, some of which include theories of Maslow (1943) and Hertzbergs (1959) both theories are based on psychological need while Vrooms (1964) based his idea of motivation on a process theory of intrinsic and extrinsic motivation. These researchers have made a huge contribution in evaluating the motivational theories and its impact on job satisfaction and employee retention. The Theories of Job Satisfaction Job motivation can simply be define as a psychological drive that indicate the behavioural direction of employee in an organisation, which are measured by three factors, level of effort, level of persistence and direction of behaviour. The behavioural direction of employee is measured by the degree an employee chooses to perform on the slated task assigned within the organisation; the degree of performance of an employee on a given assign task measured the level of effort and when an employee faced a challenge or an obstacles what determines his persistence is whether the employee gave up or continue. Motivation is a significant factor that enhances the level of persistence of an employee. Motivated employee are highly needed in organisation, in a highly competitive global marketplace motivated employee are more productive and will contribute to the effectiveness of the organisation. These are some of the reasons why effective managers are expected to identify what motivate their employees within the context of their various task.Motivational theory and implicationsFor effective managers, improving organisations employee performance is very much significant to the development and improvement of the organisation. This can be expressed asPerformance = Motivation * AbilityIn improving employee performance as well as the organisational performance, a pleasing working environment is needed to be created, which will support and encourage employee to work consistently toward achieving organisational goals and objectives, this will also increase the level of their competence.Over the years researchers have invested a lot of time extensively developing theories as to what motivate or demotivate employee, most of which shows that the key factors that persuade employee motivation are two, which are individual and complex. More also the concept has been categorized into intrinsic motivation and extrinsic motivation.The intrinsic motivation is known to be internal self-granted motivation, an employee sense of satisfaction/achievement by engaging in activity he/she enjoy. Example is, if learning new things is the inner drive of an employee then, engaging in a creative, developing or skills tasks might be a motive force for the employee. Completing these interested task will brings a feelings of profound inner job satisfaction to the employee, especially if the relevant tasks are in contrast to learning new things. On the contrary, extrinsic motivations are considered to be external motivators. These include salary, praise, promotion, bonuses, security, other incentives, punishment and withdrawal of privileges to mention few. These motivators are usually being determined at the top management level of an organisation likewise the motivation impact is relatively low and reciprocal. Theories relating to work relationships and interactionsTheories as to work relationship and inte