Management Theory Of Coca-cola

MANAGEMENT THEORY OF COCA-COLA

Assignment No.: 01

Submitted By:

Group 2

Sharif Hasan Shakil

: 090302

Md. Mashqur Hasan

: 090308

Tasnuba Nowrin

: 090316

Falguni Chisty

: 090322

Lemon Das

: 090329

Submitted To:

Tarun Kanti Bose

Lecturer

KHULNA UNIVERSITY

Business Administration Discipline

BBA Program

1st Year, 1st Term

Course: Principles of Management

Course No.: BA-1107

Date of Submission: May 10, 2009

EXICUTIVE SUMMERY:

The following pages include numerous data & information about the world’s

largest beverage company, The Coca–Cola Co., on the basis of which we’ve

made conceptual decisions about their management practice and other

Operations. Now we’ll see the supreme performance of Coca-Cola (24% net

on total assets) at a glance:

:

• Established: 1886

• Ranking: Coca-Cola own 4 of the world’s top 5 nonalcoholic sparkling

beverage brands

• Associates: 92,400 worldwide

• Operational Reach: More than 200 countries

• Consumer Servings (per day): Nearly 1.6 billion

• Beverage Variety: More than 3,000 products

INTRODUCTION:

Here we are analyzing the management practice of The Coca-Cola Co., a

highly reputed and world renowned multinational company, which is the

Oldest(120 years)beverage company & world leader in soft drink sales. Its

birthplace & home to its Company headquarters is North America. Coca-Cola

produces and distributes several brands in the USA & internationally. The

company also produces & markets many fruit juices and other nonsoda

beverages. The Coca-Cola Company is based in Atlanta, Georgia.

Coca-Cola’s soft drinks include its flagship product Coca-Cola

(popularly known as Coke), Diet Coke, Tab, Sprite, Fanta,

Fresca, Mello Yello, and Barq’s root beer. The company’s

nonsoda beverages include Minute Maid fruit juices,

PowerAde sports drinks, and Nestea iced tea drinks.

LITERATURE REVIEW:

From the pre-historic decades up to recent times, from the times of merchants

up to today’s businessmen’s journey, the whole trade, commerce & business

are being controlled in numerous theories & certain rules. At the beginning of

the 20th century, these theories have been analyzed, updated and recorded as

management theories by different proponents. These theories are 8 in number.

All are given below:

Scientific management: Sir Frederic Winslow Taylor first introduced this

theory. For this, it is called as ‘Taylorism’ or ‘The Taylor system’ too.

Scientific management is a theory of management that analyzes and

synthesizes workflows, with the objective of improving labor productivity.

Frederick Winslow Taylor developed the core ideas of the theory.

General approach of scientific theory:

❖ Develop a standard method for performing each job.

❖ Select workers with appropriate abilities for each job.

❖ Train workers in the standard method previously developed.

❖ Support workers by planning their work and eliminating interruptions.

❖ Provide wage incentives to workers for increased output.

Bureaucratic management: Max Weber developed the bureaucratic model as

a rational method of structuring complex organizations.

The term bureaucracy evokes images of the federal government, a large,

inefficient organization and lots of red tape. Most bureaucracies also have

rather inflexible rules and a preponderance of regulations. Still, a large part of

the industrialized world is modeled on bureaucracy and basic principles of

bureaucratic management dominate the way we think.

Administrative management: Administrative management focuses on

managing the total organization rather than the jobs of individual employees.

It is an approach which explains the responsibilities of a manager according to

the general principles of management for Planning, Organizing, Leading and

Controlling.

Henri Fayol was administrative management’s most articulate spokesperson.

He gave 14 principles as a guideline. The principals are:

· Division of work

· Authority and responsibility

· Discipline

· Unity of command

· Unity of direction

· Subordination of individual interest to general interest

· Remuneration of personnel

· Centralization

· Scalar chain

· Order

· Equity

· Stability of tenure of personnel

· Initiative

· Esprit de corps