Question1: Select two organizational perspectives of theory and also discuss why and how they will provide us with different ways of analyzing and understanding the coca cola and its affiliation with the environment of the organization. (500 words)
Question1: Select two organizational perspectives of theory and also discuss why and how they will provide us with different ways of analyzing and understanding the coca cola and its affiliation with the environment of the organization. (500 words)
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Question
Transcribed Image Text:Q1: Read the case study and answer the question:
Introduction
According to Gready (2013) organizational theory is based on four major perspectives namely the Classical, modem prospective, symbolic interpretive and postmodern perspectives. Management
at Coca Cola focuses in adopting modern and postmodern perspectives in order to maintain the relation with business environment. Gill (2007) opined that adoption of modern perspective has
enabled managers at Coca Cola to focus on reality of market situation based on the concepts and theories. Moreover, the adoption of the postmodern perspective helps the organization to increase
the productivity of the different geographical operating division and focus on local and international customer satisfaction.
Adoption
Coca Cola adopts both mechanistic and organic models of organizational control and hence incorporates both modernist and post-modernist perspectives in the organizational management. Previously
Coca Cola followed a centralized organizational structure with chain of command. The company at that time followed McGregors theory X Y to devise motivational techniques for the employees.
However, the lack in the productivity of the employees provoked the company to adopt a post-modernist perspective. Coca Cola then adopted the post-modernist perspective by maintaining
decentralized
of different organizational perspectives by Coca Cola
organization
structure with two main operating groups namely bottling investments, the corporate group. The two operating groups are further divided based on geographical location.
This ensured constant monitoring and increased productivity of labor in Coca Cola. With the decentralization of the authority and tasks, the employees became more responsible and accountable and
the productivity increased. The Company employs around 31,000 people from all kinds of cultural diversities in order to maintain organizational diversity within the work culture and to generate high
employment opportunity. This shows the adoption
in global market conditions. Hence by decentralizing the organizational structure and commencing the responsibility of the separate locations on the location head has helped Coca Cola to identify
the unique target market (like diet coke for US customers. The company's flexibility, stability and high degree of standardization are the mechanistic features of the company and on the contrary,
high degree of responsiveness, efficiency and top down communication channels are the features of the organic model of Coca Cola. The postmodern consumer is focused on customer experience,
meaning of the product rather than the product features, brand name and brand image. Thus, Coca Cola adopts a unique branding strategy to in influence the emotions of the consumers so that the
consumers are able to connect with the brand and product. Coca-Cola since the time of its inception has faced numerous problems in relation to the effective management of labor within the
organization. The labor policy of Coca Cola in 2005 showed a situation of unrest in the organizational structure. The policy introduced by the company in 2005 compelled the employees to pay for
their medical bill more than the employer's contribution. The high demand of Coca Cola indicated that the labor unrest will result in lowering of the production of coke and the company will not be
able to meet the consumer requirements. The company went against the negative side of the modernist approach. Further, the company adopts the modernistic X and Y theory of motivation in order
to assess the productivity levels of the employees and accordingly generate the motivational techniques. Baligh (2007) opined that the theory divides the managers within an organization into two
parts namely X mangers and the Y managers. The X managers assume that the employees are lazy and are devising strategies to avoid hard work. On the contrary, the Y managers assume that all
employees are productive and smart to handle all organizational situations with proper care. Although from the organization point of view theory Y managers, create more congenial working
environment however, Coca Cola adopts theory X strategies to increase the productivity of the employees. Bansemir (2013) suggests that theory Y managers believe that the employees are capable
of displaying self-direction and self-control and are capable of providing important suggestions that will help to increase organizational effectiveness. On the contrary the theory X managers do not
take into account the views, creativity and ideas of the employees and creates a situation of dictatorship within the organiz
the employees are required to undertake activities in a structured manner. The overall activity of the company is divided primarily into production, marketing and human resource segments. The
employees of these divisions are required to perform similar activities for the total life span of the organization. The employees in the production segment are required to manufacture bottle, the
employees in the packaging departments are required to bottle the products along with labels. Hence, these are some of the repe
adoption of theory X in management of these segments helps the managers in Coca Cola to supervise the progress and monitor the work process. However, Coca Cola has switched over to the
post modernism perspective by the company. Majority of the problems of Coca Cola arises due to diversities in the prices
the raw materials
the
Sagie, and Koslewsky. (2000) however commented that in Coca Cola
repetitive activities
engaged
by
the employees of Coke. Hence, the
of theory Y technique in case of managing the employees in the marketing division. The marketing division particularly employees connected with branding development needs to device
creative strategies in order to attract the customers. Hence, the management of Coca Cola adopts a theory Y motivation technique in order to monitor their performance levels. The employees of this
division are given the freedom take their own decisions and are equally accountable for any creative failure. Bukovsky (2011) suggested that the dual adoption of the combined leadership and
motivational technique has helped Coca Cola in building a competitive work culture. The company also faces difficulty in maintaining and controlling the suppliers. Free flow of raw materials is
hampered due to the lack of reliable suppliers in all geographical regions. Moreover depending upon a single supplier has also contributed to the inefficient supply chain system of the company
especially the company faces geographical issues in regard to the supply of raw materials. Gill (2007) suggested the adoption of modernistic approach of ownership would help the company in
resolving the supply issues. If the company adopts ownership strategies and instated of controlling suppliers, owns or purchases a supplier company then the company can develop its own supply as
and when required. The owning of a supplier will enable Coca Cola to reduce the supplier costs and increase the make the business profitable.
Questionl: Select two organizational perspectives of theory and also discuss why and how they will provide us with different ways of analyzing and understanding the coca cola and its
affiliation with the environment of the organization.
(500 words)
Transcribed Image Text:Q2: Read the case study and answer the question.
Introduction
Crowdsourcing-asking an undefined group of external contributors to work on tasks-allows organizations to tap into the expertise of people around the world. Crowdsourcing is known to increase
innovation and loyalty to brands, but many organizations struggle to leverage its potential, as our research shows. Most often this is because organizations fail to properly plan for all1 the different
stages of crowd engagement. Take the case of the Canadian mining company GoldCorp. Its mines seemed to have run dry, and its CEO decided to pursue a novel path
In the process, he reshaped the company's approach to discovery. They started a crowdsourcing initiative asking external contributors where to drill, and the crowd detected new ways of finding
gold previously unknown to GoldCom. The end result was a skyrocketing share price and the additional discovery of a different kind of gold-previously unknown talent that was subsequently
hired.
the form of crowdsourcing.
Organizational Design Problems of Crowdsourcing
Problem 1: managing crowds involves multiple steps
A problem we observed repeatedly is that companies want to use crowds to get ideas, but they fail to organize for crowdsourcing. A key challenge is that it involves various decisions with complex
interdependencies. We have summarized the process into four main steps: (1) define the task to be completed; (2) broadcast to a pool of potential contributors; (3) attract a crowd of contributors;
and (4) select among the input received. Think of the interdependencies between these stages. If you define the task too broadly, then it has significant implications for the types of people who
engage, the size of the crowd, and the challenge of sifting through the submitted ideas. This makes a simple task suddenly tricky, because interdependent decisions cannot be made in isolation. A
key challenge beyond interdependence is irreversibility. Once the crowdsourcing initiative is configured and has been broadcasted, it is very difficult to adjust, as external contributors start engaging
on building the current configuration. Thus, when an organization decides to configure one aspect of their crowdsourcing initiative in a particular way and afterward realizes that doing so requires
another aspect, it may be unable to adjust. This challenge of irreversibility is exemplified by the experience of the Natural Environment Research Council, which in March 2016 announced a plan to
tap into the crowd for a name for their next polar vessel. The task was poorly designed from the beginning: previous suggestions were visible to the contributors, leading to a herding effect, which
eventually led to the jokingly number one nominated suggestion "Boaty McBoatface". Once the media-traditional and social-got hold of it, it was difficult to withdraw. An implication for
organizational design is to outline the different steps in the process and to outline interdependencies between the steps. This sounds like commonsense, but many organizations fail to appreciate the
downstream implications of, for instance, vaguely defining the problem. Thompson's (1967) classical notion of reciprocal interdependence can be used to illustrate this. Reciprocal interdependence
is more complicated than sequential interdependence where the output of one unit becomes the input of another, as it is cyclical. A similar form of reciprocal interdependence occurs in crowdsourcing,
with the added difficulty that resolving the coordination through information sharing and mutual adjustments is harder when the involved parties transcend a single organization. From this follows
that organizations could outline the process carefully when initiating crowdsourcing, and consider possible interdependencies to avoid future coordination problems.
Problem 2: building a crowd
Our research has used data from thousands of different organizations to document the challenge inherent in building a crowd. Rather than seeking to develop innovations, these organizations turned
to crowdsourcing merely to articulate concerns and ideas. We found that it is difficult to build a crowd even when there are low participation barriers. For each successful crowdsourcing initiative
such as Dell IdeaStorm or Starbucks ideas, there are plenty of cases where an organization never manages to build a crowd. Some 90% of organizations in our sample collect less than one idea per
month. In other words, success stories can be deceiving. Focusing exclusively on initiatives that reach a certain stage can lead to partial or erroneous conclusions about the lack of challenges in
crowdsourcing, as well as about why some organizations manage to build a crowd while others fail.
Our research points to strategies that can be used to increase the odds of building a crowd. One reason for sharing suggestions is to get feedback from peers and firms (Jeppesen and Frederiksen
2006;
(the extent to which the organization push the direction by posting own suggestions) and reactive attention (whether ideas posted receive feedback from the company (Dahlander and Piezunka 2014).
In other words, receiving feedback from organizations increases the likelihood of those organizations building a crowd. In addition, the effect is larger when an organization is active in the beginning
formative phase of the crowd. This is because it is important to weave in newcomers and get them attached to the crowd. Unfortunately, this stands in contrast to what many organizations do:
they are only willing to invest their time and attention if the crowd has reached a more critical threshold. Our findings also suggest that organizations are well served by giving feedback to newcomers
who show up the first time rather than people who are already well-integrated. Companies often neglect newcomers, as they are more concerned about their core members. This is unfortunate as it
is a missed opportunity to grow the crowd.
et al. 2010). In our research, feedback was given publicly with more or less specified feedback. Our work shows crowds are more likely to grow when companies use proactive attention
in
Question2. The role of the organization is thus to cultivate these crowds. This, however, often implies that the organization that turns to the crowd must devote resources, time, and
attention to managing it. How will you solve the above problems by using the organization theory and design? Provide reasoning.
words)
(500
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