Terry & Franklin (1994) defines management as 'a distinct process consisting of activities of planning, organising, actuating and controlling performed to determine and accomplish stated objectives with the use of human beings and other resources'. In this paper we will analyse Coca-Cola for the manner in which it manages its workforce.
Coca Cola is a kind of product which is known and available in almost all parts of the world. It is said that1 'if all the Coca-Cola ever produced were in 8-ounce contour bottles laid end-to-end, they would reach to the moon and back 1,677 times'. With increasing consumer base, opening economies, globally accepted rules and regulation, emphasis on quality standards etc. the consumer base of the company is bound to see many more milestones in the near future. Therefore managing such a company becomes far more challenging as the company requires to have policies in place to manage the diversity in workforce, depending upon the regional considerations etc.
With a global workforce of around 90, 500, the company has been able to attain 1.5 billion servings a day, Muhtar Kent, President and Chief Operating Officer of the company says2, "Coca-Cola isn't only a drink. It's an idea, a vision, a feeling. It's connection and refreshment."
Coca-Cola being an international brand and ha...
Therefore, to assess the need of new workforce, the company is in need of the following information and documentation;
i. The marketing strategies and sales targets planned for the year/ region. Coca Cola prefers to have ambitious targets and with the levels of competition increasing and margins shrinking, efficiency and effectiveness are the key consideration in planning the requirement of personnel.
ii. The employees' turnover ratio also plays a crucial role in such requirement. Suppose nobody leaves the job this year from the company, then the company will of course be looking to have fewer recruitments, while focusing on granting promotions and bonuses to the loyal workforce.
iii. The budgetary provisions under the HR department, of course are a key consideration as it will help in deciding about the salary and perquisites structure for the workforce.
iv. Regional considerations like the size of the market, topography of the area etc. For example, if the market/country is a big size, it requires a separate focus and a dedicated team, but if the market size is small, it can be clubbed with some other countries/ regions. For example China being a huge market with many more opportunities for the company, it certainly helps to have a dedicated team from top to bottom, but the markets like Thailand, Philippines etc. can be clubbed together from the point of view of top management. The sales force and lower level employees can of course be from the respective markets. Similarly, the topography and availability of facilities like transport, communication etc. also determines the kind of the workforce the company might be recruiting.
v. Strategies of competing companies also play a crucial