可口可乐公司管理风格 Management Styles at Coca-Cola Management Styles at Coca-Cola The success that the management team has in motivating its employees to meet their objectives is based on the management style they adopt. There are three main management styles; autocratic, democratic and a laissez-faire style. IMAGE The North London Coca-Cola branch has an ethos or culture than is run in a laissez-faire style, meaning hands off approach. If the workers are meeting their KBI, Key Business Indicators, then the managers and directors of the company take this relaxed style of coordinating their business. They have a vision to refresh everyone everyday and values to take pride in their work, to be honest, fair and determined to win and have a passion for action. With the same spirited investment as the worlds premier marketer and beverage industry leader for more than 118 years, Coca-Cola are focused on strategic workplace programs that help assure the success of our commitment to embracing the similarities and differences of people, cultures and ideas. Diversity Advisory Council - the Companys corporate Diversity Advisory Council consists of a representative group of employees from all levels, functions and business units of the organization. The Council develops recommendations for senior management on advancing the companys efforts towards achieving our diversity objectives. Employee Forums Coca-Cola believe that a sense of community enhances their ability to attract, retain, and develop diverse talent and ideas as a source of competitive business advantage In the United States, through employee forums, employees can connect with colleagues who share similar interests and backgrounds. In those forums and elsewhere, employees support each others personal and professional growth and enhance their individual and collective ability to contribute to the company. The success at Coca Cola is due to their laissez-faire culture and culture is important because it can affect many people and things to do with the business. If the culture of the business is not clear, it can affect the presence and punctuality. This means that if Coca Cola had a firm and unfriendly culture it could result in their staff not coming to work because of a poor working atmosphere, or they might not like the work they are given so they either come in late or take a day of work. This would result in the business losing out on work, and have less time to call in for a replacement. The culture of Coca Cola could have an affect on industrial relations, between managers and workers. So i Coca Cola didnt have a warm and genial culture it would cause more disagreements between staff and managers and staff would not be motivated to work. For example, staff may have to cut down on rest days, this could cause arguments as all staff would be tired from working everyday and would not have time to recover or time to relax. However, if the company had a inviting culture then the managers and staff would get very well as staff would have less stress to compete with and would have a friendly environment to work in, and work could be done more efficiently. Coca-Cola also has a hierarchy of visions and values for their company, as follows; IMAGE Team working is a sub culture within the Coca-Cola Company. Teams are accountable for activates, for example: Quality Utilisation Yield Within this system, there needs to be a balance of Utilisation, the speed the factory works at, and the Yield. The Yield is the amount of raw materials lost or wasted. Teams also vary in number and are lead by a team leader. * Safety * Housekeeping * Continuous Improvements * Recruitment, training and resource planning * Budgetary planning and control. A part of the culture and management style in the Coca-Cola Company in Edmonton, is its Employee Engagement. This consists of five points; * Realizations, delivery of hard stuff is simply not enough. * Openly acknowledge this to workforce * Do what it takes to engage every employee in the space of 16 days * Involved everyone in the design of the management style consistent with our vision and values * Identified talented individuals across the operation act as internal facilitators to train out the new behavioral standards On the factory floor at