Organizational Design of Coca Cola Case Study by Master Researcher

Organizational Design of Coca Cola
A look at how Coca Cola's entry into international markets has influenced its management structure.
# 38338 | 1,150 words | 5 sources | APA | 2002 | US
Published on Oct 09, 2003 in Business (Companies) , Business (Management)

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This paper examines the Coca Cola Company and the ways in which globalization has forced the company to adapt aspects of its internal organization. The paper discusses how in its efforts over the past decade to expand into a number of new international markets, Coca Cola has been forced to change its internal structure and become significantly less centralized in its organization. The paper does note that it still remains a company more devoted to hierarchy than a number of other corporations its size.

From the Paper:

"While the company has experienced remarkable success both in the United States and in dozens of countries outside of the U.S. (where the company is headquartered and where it got its start), this does not mean that the company's entrance into different national markets has been entirely smooth - or that its continued competitiveness in various national markets will be assured. Each country presents a unique set of cultural and economic challenges as does each new year and the corporation has in the past four years made a number of adjustments so that the underlying organization of the Coca Cola corporation will allow it to flourish in such a highly segmented market. For the fiscal year that ended 12/31/02, the company's revenues rose 12% to $19.56 billion. This reflects both the historic strength of the company and the fact that it has recently undergone some significant structural changes.
'The company underwent an important structural overhaul in 1999 when Douglas Daft was chosen to become the company's new chair and CEO. After a review of the company's operations, Daft decided to make a number of internal changes, including decentralization of the company's operations "so the company can react more quickly to problems that arise in its markets around the world" and sending a number of its international officers out of Atlanta to be based in the regions that they oversee ("

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