Management Coca Cola Research

In the past decade, the company has been involved in questionable misconduct. The company branch in Colombia has been accused of participating in unethical behavior while the branch in Latin America has been criticized for having a negative attitude towards workers union (“The Coca-Cola Company and Colombia,” 20). Reports indicate that the Coca-Cola bottling company hired guerrilla armed force to kill workers and union leaders. In Colombia eight workers died, forty-eight went into hiding, and sixty-five received death threats by militias hired by the Coca-Cola management to terrorize workers. It was believed that the company and its local bottlers were complicit in the case hence sought compensations to the families of the killed and displaced workers. The company needed to admit and be responsible for workers who lost their lives to regain the lost glory and improve the cooperative responsibility of the company. This shows solidarity, and social responsibility, compensation made to the families killed by the militiamen and the rest of the workers promised of security (“The Coca-Cola Company And Colombia,” 96).

Diversity in the Coca-Cola Company

Coca-Cola Company has improved its focus on diversity and built a foundation for companywide inclusion, resulting in the organization introducing engaging and innovative programs, obtaining the enthusiastic support of senior leadership, and gaining momentum. Although proud of the progress made, the organization is challenged with sustaining momentum, aligning diversity and inclusion plans with the main concern of business, and focusing on specific dimensions of diversity and inclusion ("Diversity is Everybody’s Business", 67). For example, to implant diversity and inclusion more into management routines, the organization recently launched a “Diversity Is Everybody’s Business” awareness-raising program that required all managers to run an inclusion workshop during a team meeting. The company has considered turning this into an annual condition for all managers to help cultivate a culture of positive dialogue around diversity and inclusion. The organization also created the Diversity in Action program, which encourages positions and professional functions to create and track the development of diversity and inclusion action plans based on valuations and constant meetings with senior management. This continuous program has helped target most of its workplace and community initiatives ("Diversity is Everybody’s Business",81).

Leadership Style of Coca-Cola Company

Coca-Cola CEO Muhtar Kent runs his company by being an entrepreneur and focusing on cash. He describes his leadership philosophy as "constructively discontent." Which he describes to be not fast enough, not innovative enough, not entrepreneurial enough, but all about an entrepreneurial mentality. He motivates his 146,000 employees to think like owners of the company, concerning the money made by the company. For instance, he only looks at Coke's share price once a week (Bhasin, 201). At Coke, managers have to pay $15 a month to use their cellphones for personal calls, and the rule applies to Muhtar Kent as well. He argues that if there is no money in sight, things tend to go wrong, such as individual overspending which may spill over into the company and run it at a loss. For him, leadership is all about creating value in whatever one does and whatever role they are in, leaving something better than they found it. He argues that the best leaders keep learning from their mistakes and their successes throughout their careers while listening to others. Leadership involves seeking advice and good counsel (Bhasin, 82)

Contemporary Issues of Coca-Cola Company

With the growing concern over obesity, the sugar content in soft drinks has gone under increased scrutiny.  While the Coca-Cola Co. has already developed low and zero calorie drinks that have been top-ranked brands in their respective categories, the overall category is weak in the US, reflecting concerns over alternative sweeteners. Despite Coke dominating the emerging markets, it has seen increased competition from domestic players, with global competitors such as Pepsi Co. also looking to grow its roots.  Therefore the company needs to boost its growth in countries such as Indonesia and Vietnam to keep its top position (Telford, 75). Coca-Cola invested a wide range of juice brands and waters that could be profitable for the company. However, it is important to continue to develop and innovate new health and wellness angles within its brands, for instance, functional energy drinks, to counter competition like Monster. Also, Coke will need to expand sales of other beverages and diversity its soft drinks category collection, including functional beverages and dairy. This comes in light of the preference of less carbonated products due to increased lifestyle diseases (Telford, 66).  

Works cited

Bhasin, K. (2012). Coca-Cola CEO Muhtar Kent Explains Why Everything's All About Cash. Business Insider. Retrieved 25 October 2017, from http://www.businessinsider.com/coca-cola-ceo-muhtar-kents-leadership-philosophy-2012-5?IR=T

Diversity is Everybody’s Business. (2017). Diversityjournal.com. Retrieved 25 October 2017, from http://www.diversityjournal.com/12148-diversity-everybodys-business/

Telford, H. (2015). Four big challenges for Coca-Cola | Food & Beverage. Foodmag.com.au. Retrieved 25 October 2017, from https://foodmag.com.au/four-big-challenges-for-coca-cola

The Coca-Cola Company And Colombia. (2006). Retrieved October 25, 2017, from http://www.coca-colacompany.com/press-center/company-statements/the-facts-the-coca-cola-company-and-colombia