ORGANIZATION CULTURE OF

ORGANIZATION CULTURE
The success of any company depends in part on the match between individuals and the culture of the organization. Organizational culture is the set of operating principles that determine how people behave within the context of the company. Underlying the observable behaviors of people are the beliefs, values, and assumptions that dictate their actions. Managers need an accurate understanding of the organizations culture in order to direct activities in a productive way and to avoid the destructive influence of having employees who are not committed to the companys goals. A shared sense of purpose starts with the hiring process and continues with careful attention to how employees are motivated and rewarded for their efforts. Managers need to continually transmit the values of the culture through efforts such as story telling, rituals and firm-sponsored social events, as well as consistent positive feedback that gives each member of the organization a sense of importance. MATCHING PEOPLE WITH ORGANIZATIONAL CULTURE Matching individuals to organizations is a crucial part of success for any company. The match between people and the companies for which they work is determined by the kind of organizational culture that exists. The degree to which an organizations values match the values of an individual who works for the company determines whether a person is a good match for a particular organization. Being aware of an organizations culture at all levels is important because the culture defines appropriate and inappropriate behavior. In some cultures, for example, creativity is stressed. In others, the status quo is valued. Some cultures are more socially oriented, while others are task-oriented, business only environments. In some companys teamwork is key. In others, individual achievement is encouraged and valued. An organizations culture also determines the way in which employees are rewarded. Management tends to focus on a dominant source of motivation, such as pay, status, or opportunity for personal growth and achievement. The accessibility of management and the ways in which decisions are made are reflections of an organizations culture as well. It is important for individual values to match organizational culture because a culture of shared meaning or purpose results in actions that help the organization achieve a common or collective goal. An organization will operate more productively as a whole when key values are shared among the majority of its members. To that end, employees

need to be comfortable with the behaviors encouraged by the organization so that individual motivation and group productivity remain high. High functioning organizations are comprised of individuals whose overt behaviors are consistent with their covert values. All of this is of crucial importance to managers. Senior executives usually set the tone by exerting core values that form the overall dominant culture shared by the majority of an organizations members. So, if management does not take the time to understand the culture that motivates an organization, problems are inevitable. New procedures and activities will be very difficult to implement if they do not mesh with the organizations culture. In addition to hiring people who fit the organization, managers need to have a solid understanding of the dynamics of culture and how to transform it so that they can direct activities in a manner that gets results. Some ways to continually transmit the culture of an organization in a productive way include telling stories, having corporate rituals, and using symbolic language when referring to the organizations mission. Firm-sponsored social events and mentorship programs may be effective as well. An effective means of keeping employees aligned with the values and goals of an organization is by developing a culture that encourages employees to focus on a higher purpose for their work. Values that support this kind of cohesive operation include the idea that people are basically, good, rational and interested in achievement. Leaders that unify an organization believe that everyone has something to contribute to the organization and decision-making should involve people at all levels within the organization. Creating an environment where people enjoy and value their work is key. To do this effectively, leaders must be sure to communicate clear expectations for every member of the organization. These expectations should be supported by the words and actions of managers who regularly let people know how their work is important to the organization. Individuals should be given assignments that are consistent with their strengths and interests, and opportunities for continued learning and growth should be provided as well. The importance of understanding organizational culture cannot be overlooked. The bottom line for managers who want to create a culture of success is to start with creating a positive environment. Bring in people whose values are in line with the organizations culture, and continue to acknowledge success and involve the whole organization in maintaining an environment that allows people to enjoy working hard to meet the companys goals.

THE COCA COLA COMPANY

The Coca Cola Company is the worlds largest beverage company. It operates in more than 200 countries and market a portfolio of more than

3000 beverage products including sparkling drinks and still beverages such as waters, juices and juice drinks, teas, coffees, sports drinks and energy drinks. In 1886, Coca-Cola brought refreshment to patrons of a small Atlanta pharmacy. Now well into its second century, the Company's goal is to provide magic every time someone drinks one of its more than 500 brands. Coca-Cola has fans from Boston to Budapest to Bahrain, drinking brands such as Ambasa, Vegitabeta and Frescolita. In the remotest corners of the globe, you can still find Coca-Cola. Coca-Cola is committed to local markets, paying attention to what people from different cultures and backgrounds like to drink, and where and how they want to drink it. With its bottling partners, the Company reaches out to the local communities it serves, believing that Coca-Cola exists to benefit and refresh everyone it touches. From the early beginnings when just nine drinks a day were served, CocaCola has grown to the worlds most ubiquitous brand, with more than 1.4 billion beverage servings sold each day.

Objectives of the company

The current objective of the organization is to use its formidable assets-brands, financial strength, unrivaled distribution system, global reach, and a strong commitment by our management and employees worldwide-to achieve long-term sustainable growth.

Mission, Vision & Values

The world is changing . To continue to thrive as a business over the next ten years and beyond, the company must look ahead, understand the trends and forces that will shape its business in the future and move swiftly to prepare for what's to come. It must get ready for tomorrow today. That's what its 2020 Vision is all about. It creates a long-term destination for its business and provides it with a "Roadmap" for winning together with its bottling partners.

Its Mission Its Roadmap starts with its mission, which is enduring. It declares its purpose as a company and serves as the standard against which it weigh its actions and decisions.

To refresh the world... To inspire moments of optimism and happiness...

To create value and make a difference.

Its Vision Its vision serves as the framework for its Roadmap and guides every aspect of its business by describing what it needs to accomplish in order to continue achieving sustainable, quality growth.

People: Be a great place to work where people are inspired to be the best they can be. Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs. Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value. Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities. Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities. Productivity: Be a highly effective, lean and fast-moving organization.

Its Winning Culture Its Winning Culture defines the attitudes and behaviors that will be required of it to make its 2020 Vision a reality. Live its Values Its values serve as a compass for its actions and describe how it behaves in the world.

Leadership: The courage to shape a better future Collaboration: Leverage collective genius Integrity: Be real Accountability: If it is to be, it's up to me Passion: Committed in heart and mind Diversity: As inclusive as our brands Quality: What we do, we do well

Focus on the Market

Focus on needs of its consumers, customers and franchise partners Get out into the market and listen, observe and learn Possess a world view Focus on execution in the marketplace every day Be insatiably curious

Work Smart

Act with urgency Remain responsive to change

Have the courage to change course when needed Remain constructively discontent Work efficiently

Act Like Owners

Be accountable for its actions and inactions Steward system assets and focus on building value Reward its people for taking risks and finding better ways to solve problems Learn from its outcomes -- what worked and what didnt

Be the Brand

Inspire creativity, passion, optimism and fun

Creating & Managing Organizational Culture

The culture of The Coca-Cola organization is mission driven; focused on refreshing the mind, inspiring optimism, and making a difference. The rich history of the organization has allowed the company to compile hundreds of stories of consumers and employees. These stories share real life examples of what Coca-Cola means to their consumers and gives employees a sense of pride to be apart of something that means so much for so many people. They also inspire new employees to make a positive impact on the world. Stories are so important to The Coca-Cola Company that they created a museum in Las Vegas that focuses on the stories of customers. As stated previously, the company has been trying to change the culture by allowing employees to essentially shape and reform the goals of The Coca-Cola Company. The positive stories that the company chooses to focus on provide a foundation to encourage employees to be not only model workers, but model citizens.

Workplace
To create diverse, healthy and safe working environments aligned with internationally respected human rights principles.

Working as a Global Team

This company is built around two core assets, its brands and its people. That's what makes working there so special. They believe that work is more than a place you go every day. It should be a place of exploration, creativity, professional growth and interpersonal relationships. It's about being inspired and motivated to achieve extraordinary things. The company wants its people to take pride in their work and in building brands others love. After all, it's the combined talents, skills, knowledge, experience and passion of its people that make it what it is. Its 92,800 associates around the world live and work in the markets it serves -- more than 87 percent of them outside the U.S. In this geographically diverse environment, it learns from each market and share those learnings quickly. As a result, the Company culture is ever more collaborative. From beverage concept and development to merchandising, its associates are sharing ideas across departments and markets in new ways. Consequently, its associates are increasingly enthusiastic about their work and inspired to turn plans into action.

Diversity
"The Coca-Cola Company is a model employer for diversity and inclusion within its own work force and as a member of the larger business community. Its leadership on lesbian, gay, bisexual and transgender equality in the workplace is not only reflected in its longstanding achievement of 100 percent on the Corporate Equality Index, but in its principled support of anti-discrimination legislation that would protect every worker in the United States from being judged on the basis of their sexual orientation or gender identity" said Joe Solmonese President, Human Rights Campaign.

It believes that associates who are inspired and valued create superior results. It strives to be a great place to work for all of its 92,400 associates globally by fostering safe, open, inclusive and healthy work. It wants to ensure that its Company is as diverse and inclusive as its brands and its business. Its inclusive culture is defined by its seven core values: leadership, passion, integrity, collaboration, diversity, quality, accountability.

Its 2020 Vision is the roadmap that guides every aspect of its business. An unwavering focus on people is essential to achieve its sustainable, quality growth. Its People goal is to Be a great place to work where people are inspired to be the best they can be. This is supported by its efforts to create a winning culture that defines the attitudes and behaviors that will be required of it to make its 2020 Vision a reality.

Workplace Culture
Diversity is an integral part of what it is, how it operates and how it sees the future. Its central promise at The Coca-Cola Company is to refresh the world in mind, body, and spirit, and inspire moments of optimism; to create value and make a difference. Two assets give us the opportunity to keep this promise its people and its brand. The Coca-Cola Company leverages a worldwide team that is rich in diverse people, talent and ideas. As a global business, its ability to understand, embrace and operate in a multicultural world -- both in the marketplace and in the workplace -- is critical to its sustainability.

Its diversity workplace strategy includes programs to attract, retain, and develop diverse talent; provide support systems for groups with diverse backgrounds; and educate all associates so that it masters the skills to achieve sustainable growth. It works hard to ensure an inclusive and fair work environment for its associates, all of whom undergo diversity training on a regular basis. It finds ongoing dialogue leads to better understanding of its colleagues, its suppliers, its customers, it s stakeholders, and ultimately, to greater success in the marketplace.

Governance & Ethics

At The Coca-Cola Company, it aims to lead by example and to learn from experience. We set high standards for its people at all levels and strive to consistently meet them. It is guided by its established standards of corporate governance and ethics. It reviews its systems to ensure it achieves international best practices in terms of transparency and accountability. The foundation of its approach to corporate governance is laid out in its Corporate Governance Guidelines and in the charters of its Board of Directors committees. Corporate Responsibility Corporate responsibility is managed through the Public Policy and Corporate Reputation Council, a cross-functional group of senior managers from the Company and bottling partners. The Council identifies risks and opportunities faced by its business and communities and recommends strategies to address these challenges. Ethics & Compliance The core of the ethics and compliance program at The Coca-Cola Company is its Code of Business Conduct. The Code guides it business conduct, requiring honesty and integrity in all matters. All of its associates and directors are required to read and understand the Code and follow its precepts in the workplace and larger community. The Code is administered by its Ethics & Compliance Committee. This cross-functional senior management team oversees all its ethics and compliance programs and determines Code violations and discipline. Its Ethics & Compliance Office has operational responsibility for education, consultation, monitoring and assessment related to the Code of Business Conduct and compliance issues. Associates worldwide receive a variety of ethics and compliance training courses administered by the Ethics & Compliance Office. It regularly monitors and audits its business to ensure compliance with the Code and the law. It also maintains a consistent set of best-in-class standards around the world that govern how it investigates and handle Code issues. In 2008, it revised the Code to further improve its effectiveness. Its associates, bottling partners, suppliers, customers and consumers can ask questions about its Code and other ethics and compliance issues, or report potential violations, through Ethics Line, a global Web and telephone information and reporting service. Telephone calls are toll-free, and Ethics Line is available 24 hours a day, seven days a week, with translators available.
Anti corruption

Our Company's long-standing commitment to doing business with integrity means avoiding corruption in any form, including bribery, and complying with the anti-

corruption laws of every country in which we operate. The Companys Code of Business Conduct and Anti-Bribery Policy provide guidance on how to conduct business in a fair, ethical and legal manner. Our anti-corruption compliance program encompasses numerous reporting, monitoring and certification controls, as well as a critical education component comprising both webbased and in-person training. We conduct periodic anti-bribery audits of our business to raise overall awareness, detect potential misconduct and monitor compliance with anti-corruption laws and Company policy.

Decision Making
The majority of decisions made by The Coca-Cola Company are done so by usingthe incremental method. Each year, the company would analyze results, and then make slight changes in operations to create better results next year. The company does not just quickly decide to create a new product, or change operations. Drastic changes take time. Recently, realizing that the company was in desperate need for a drastic change, Isdell sought to figure out why the company performance was declining. By starting at the lower levels of the organization to find solutions, the company was able to make some drastic changes to the companys culture, how employees were rewarded, and made efforts to get employees more involved. The changes brought on by using the unstructured decision making model created much better results for the company. One of the biggest flaws in the organization is that the board of directors is responsible for some of the non-programmed decisions made by the company. When The Coca-Cola Company was seeking to purchase Quaker Oats, the deal was almost finalized, but then stopped because the board felt the price was too high. When decisions are made by the board, it means they lack confidence in the upper management of the company to make vital decisions. This is problematic for the company for a few reasons. Because members of the board have so much money invested in company stock, they want to minimize risk, and thus, are extremely prone to take fewer chances. The members of the board (except the CEO) do not or have not worked for the company, so they are not close enough to know all the pertinent information required to make complex decisions.

Conclusion
Coca Colas core values:

Innovation Entrepreneurship Respect for diversity

Coca Cola has not only managed to create a strong organizational culture, but has also successfully imprinted its mark on the minds of its customers all over the world.