Case 8-B – Assignment Example
Case Problem 8 – B: Sparking Change at Coke Case Problem 8 – B: Sparking Change at Coke Why does this story belong in a chapter that deals with organization change? Should’t the Coke story be placed in a chapter exclusively about marketing?
The case not only deals exclusively about marketing as it involves devising strategies that would transform the organization and lead it into new areas of endeavor (new product development, more extensive marketing efforts, and the need to address stakeholders’ reactions on the proposed changes). Organization change is the essence of adaptation and innovation. People and organizations need to be flexible in order to respond to changes in the environment, or, otherwise, take advantage of them. The case, therefore, needs to address factors of managing change, in addition to implementing marketing strategies to achieve organizational goals.
2. In what ways does the Coca-Cola Co. transformation require changes in the attitudes of employees and in the organizational culture?
An organization’s level of adaptation is not improved until many of its employees have adopted new patterns of behavior in relation to each other and to their jobs. As averred by Martires & Fule (2000), “change, no matter how elegant on paper it appears to be, becomes effective only when it results in people and groups actually improving their collective performance” (357). In this regard, Coca-Cola’s transformation would require that the attitudes of employees and the organizational culture would adopt and adjust to the changes in strategies which require their collective power and support to make things work.
3. What advise can you offer Isdell Minnick, and her successor to make the Coca-Cola Co. even more successful?
To make Coca-Cola even more successful, Minnick and her successor must creatively manage organizational change by making employees more involved in planning for future changes and strategies that the company plans to implement. As leaders, they should anticipate the responses to change and be able to address conflicts and resistance. The ultimate success of change efforts, rests on the acceptance by employees. Success means the creation of a new and higher level of performance by people in the organization, through identifying goals and setting standards of performance, motivating people and rewarding exemplary results. In this regard, for future plans and strategies, the change manager should determine and relay the real need for change, look for an idea that suits the need, consider the benefits and costs of change, obtain support for change, change by small steps at a time, assign an idea champion, and determine any post-change problems and treat them immediately (Martires & Fule, 2000, 380).
Martires, C.R. & Fule, G.S. (2000). Management of Human Behavior in Organizations.
National Bookstore, Philippines.