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Programme Title
Unit No & Title
QCF Level:
Assignment
No/Title
Tutor/Assessor
Written By

Essex International College

BTEC HND in Business
Unit 3 Organisations and Behaviour
4
Credit: 15
H/601/0551

Coca Cola

Dr Keith Hoodless
To meet LO 1

Assessment

To meet LO 2

method

To meet LO 3

Written Report not exceeding 4000

words covering: Tasks 1, 2, 3 and 4.

To meet LO 4

Key dates:
Assignment distribution date to learners
Assignment submission date
Assignment returns date to learners (if applicable)
Aim
The aim of this unit is to give learners an understanding of individual and group
behaviour in organisations and to examine current theories and their application in
managing behaviour in the workplace.
Summary of Learning Outcomes
To achieve pass learners must demonstrate the ability to deliver sufficient evidence
to meet the criteria for assessment and subsequently meet the following learning
outcomes. This will be achieved through the methods outlined above.
LO1
LO2
LO3
LO4

Understand
Understand
Understand
Understand

Introduction

the relationship between organisational structure and culture

different approaches to management and leadership
ways of using motivational theories in organisations
mechanisms for developing effective teamwork in organisations

This unit focuses on the behaviour of individuals and groups within organisations. It
explores the links between the structure and culture of organisations and how these
interact and influence the behaviour of the workforce. The structure of a large multinational company with thousands of employees worldwide will be very different from
a small local business with 20 employees.
The way in which an organisation structures and organises its workforce will impact
on the culture that develops within the organisation. This system of shared values
and beliefs will determine and shape the accepted patterns of behaviour of an
organisations workforce. The culture in organisations that differ in size, for example,
or are from different sectors of the economy can be very different.
The structure and culture of an organisation are key factors which contribute to
motivating the workforce at all levels of the organisation. The Japanese were
instrumental in developing a culture of continuous improvement through teamwork
in their manufacturing industry.
This culture has now been exported around the world and encapsulates the way in
which structure and culture contribute to patterns of behaviour in the workplace.
This unit will develop learner understanding of the behaviour of people within
organisations and of the significance that organisational design has on shaping that
behaviour.

Edexcel Grading Criteria

This assignment/portfolio will be assessed according to the following grading criteria:

To attain a PASS grade, learners need to achieve all the PASS criteria.

To attain a MERIT grade, learners need to achieve all the MERIT criteria,
along with all the PASS criteria.

To attain a DISTINCTION grade, learners need to achieve all the DISTINCTION

criteria, along with all the MERIT and PASS criteria.

This assignment brief contains of the following tasks:

Task 1 (Learning Outcome 1)

Task 2 (Learning Outcome 2)

Task 3 (Learning Outcome 3)

Task 4 (Learning Outcome 4)

Scenario or Vocational Context

Coca-Cola is a carbonated soft drink sold in stores, restaurants, and vending
machines in every country except Cuba and North Korea. It is produced by The
Coca-Cola Company of Atlanta, Georgia, and is often referred to simply as Coke (a
registered trademark of The Coca-Cola Company in the United States since March
27, 1944). Originally intended as a patent medicine when it was invented in the
late 19th century by John Pemberton, Coca-Cola was bought out by
businessman Asa Griggs Candler, whose marketing tactics led Coke to its
dominance of the world soft-drink market throughout the 20th century.
The company produces concentrate, which is then sold to licensed Coca-Cola
bottlers throughout the world. The bottlers, who hold territorially exclusive
contracts with the company, produce finished product in cans and bottles from the
concentrate in combination with filtered water and sweeteners. The bottlers then
sell, distribute and merchandise Coca-Cola to retail stores and vending machines.
The Coca-Cola Company also sells concentrate for soda fountains to major
restaurants and food service distributors.
The Coca-Cola Company has, on occasion, introduced other cola drinks under the
Coke brand name. The most common of these is Diet Coke, with others
including Caffeine-Free Coca-Cola, Diet Coke Caffeine-Free, Coca-Cola
Cherry, Coca-Cola Zero, Coca-Cola Vanilla, and special versions with lemon, lime or
coffee.
Based on Interbrand's best global brand 2011, Coca-Cola was the world's most
valuable brand.

You are have been appointed to the HR Department of Coca Cola, Queen Caroline
Street Hammersmith, London.
The workforce is very diverse and requires an understanding of organisational
structure and behaviour as well as a degree of cultural awareness. This knowledge
will allow you to function better in your new position and allow the organisation to
work towards achieving its short-term and long-term Organisational and
Operational Goals.
You were recommended to the CEO and Board of Directors to take the above
position based on your achievements in a competitor organisation. As part of your
responsibilities, you are also required to apply different management styles and
motivational theories, in order to achieve positive results from the companys
activities. In order to achieve the above objectives, you have to complete the

following tasks.
*(Please read the Case Study attached to this Assignment Brief)

Learning
Outcome

Tasks

Mode of
Assessment

Learning
Outcome 1
Understand the
relationship
between
organisational
structure and
culture

Learning
Outcome 2
Understand
different
approaches to
management and
leadership

Learning
Outcome 3
Understand ways of
using motivational
theories in
organisations

Task 1
a) Compare and contrast three
different organisational structures
and
cultures (AC 1.1)
b) Explain how the relationship
between an organisations
structure and culture can
influence on the performance of
the Coca Colas activities (AC 1.2)
c) Identify and provide an overview
of four factors that can influence
individual behaviour in the
workplace at Coca Cola (AC 1.3)

Written Report
not exceeding
4000 words
covering: Tasks
1, 2, 3 and 4.

Task 2
a) Compare and contrast three
different leadership styles for
three different business
organisations (AC 2.1)
b) Explain how organisational theory
underpins the practice of
management for the Coca Cola
scenario (AC 2.2)
c) Evaluate four different
approaches to management used
by different
organisations (AC 2.3)

See above

Task 3
a) Discuss how different leadership
styles may impact employee
motivation in organisations in
periods of change. In tackling this
task, discuss to what extent
specific leadership styles may
positively or negatively could
affect performance in specific
change scenarios (e.g. adoption
of new staff rota, etc.). Please
provide how this could help with
a change at Coca Cola (AC 3.1)
b) Identify and discuss the
application of three different
motivational theories within the
workplace (AC 3.2)
c) Evaluate the usefulness of a
motivation theory for managers

See above

at Coca Cola (AC 3.3)

Learning
Outcome 4
Understand
mechanisms for
developing effective
teamwork in
organisations

Task 4
a) Explain the nature of groups and
group behaviour within
organisations (AC 4.1)
b) Discuss factors that may promote
or inhibit, limit, or undermine the
development of effective
teamwork in organisations
(physical, social, etc.) (AC 4.2)
c) Evaluate the impact of technology
on team functioning within such
an organisation as Coca Cola (AC
4.3)

See above

What you must hand in for assessment:

A written report covering Tasks 1, 2, 3, and 4.
For the purpose of this individual report, you must highlight:
the
the
the
the

relationship between organisational structure and culture

different approaches to management and leadership
ways of using motivational theories in organisations
mechanisms for developing effective teamwork in organisations

For the Report

As a guide you should aim to use around 4000 words for the written report.
Preferred writing styles Arial and Times New Roman
Line spacing 1.5, Font Size 12
Consistency in Heading Scheme, bullets and numbering
Consistency in top, bottom and left, right margins
Alphabetical Harvard referencing and bibliography
Report Structure

Cover
Title Page
Contents page.
Acknowledgement (optional)
Abstract/Executive Summary
Main Body (Tasks)
Conclusion.
References/Bibliography
Appendices (If applicable)

PASS Criteria
LO 1 Understand the relationship between organisational structure and
culture
1.1

Compare and contrast different organisational structures and culture

1.2

Explain how the relationship between an organisations structure and culture

can impact
1.3

on the performance of the business

Discuss the factors which influence individual behaviour at work

LO 2 Understand different approaches to management and leadership

2.1

Compare the effectiveness of different leadership styles in different

organisations
2.2

Explain how organisational theory underpins the practice of management

2.3

Evaluate the different approaches to management used by different

organisations
LO 3 Understand ways of using motivational theories in organisations
3.1

Discuss the impact that different leadership styles may have on motivation in
organisations in periods of change

3.2

Compare the application of different motivational theories within the

workplace
3.3

Evaluate the usefulness of a motivation theory for managers

LO 4 Understand mechanisms for developing effective teamwork in

organisations
4.1

Explain the nature of groups and group behaviour within organisations

4.2

Discuss factors that may promote or inhibit the development of effective

teamwork in organisations
4.3
Evaluate the impact of technology on team functioning within a given
organisation

Merit and Distinction descriptors: The grade descriptors provide a framework for
the creation of grading criteria to be written and set within the context of the
assignment. The grade descriptors describe the expected qualities of the learners
work at Merit and distinction levels. The merit and distinction levels have three
descriptors.
MERIT Criteria:
M1

Identify and apply strategies to find appropriate solutions.

M2

Select /Design and apply appropriate methods / techniques

M3

Present and communicate appropriate findings

DISTINCTION Criteria:
D1

Take responsibility for managing and organizing activities

D2

Use Critical reflection to evaluate own work and justify valid conclusions

D3

Demonstrate convergent /lateral/creative thinking

Indicative MERIT and DISTINCTION descriptors are given by individual Learning

Outcome below

LO 1 Understand the relationship between organisational structure and culture

Merit Descriptors

M
1

Identify and Apply

Strategies to find
Appropriate
Solutions

Indicative Characteristic

M
2

Select/Design and
Apply Appropriate
Methods/Techniques

M
3

Present and
Communicate
Appropriate Findings

Distinction
Descriptors

D
1

Use Critical
Reflection to
Evaluate own work
and Justify Valid
Conclusions

Indicative Characteristic

D
2

Take Responsibility
for Managing and
Organising Activities

Demonstrate
Convergent/Lateral/

Effective judgements have been made when

understanding the relationship between organisational
structure and culture at Coca Cola.
Complex problems with more than one variable have
been addressed when understanding the relationship
between organisational structure and culture at Coca
Cola.
An effective approach to study and research has been
applied when understanding the relationship between
organisational structure and culture at Coca Cola.
Relevant theories and techniques have been applied.
A range of methods and techniques have been applied.
A range of sources of information has been used.
The selection of methods and techniques/sources has
been justified.
The design of methods/techniques has been justified.
Complex information has been processed/synthesised.
Appropriate learning methods/techniques have been
applied.
The appropriate structure and approach has been used.
There is coherent, logical development of
principles/concepts for the intended audience.
A range of methods of presentation have been used and
technical language has been accurately used.
Communication has taken place in familiar and unfamiliar
contexts.
The communication is appropriate for familiar and
unfamiliar audiences and appropriate media have been
used.

Conclusions have been arrived at through synthesis of

ideas and have been justified by using different but
appropriate examples.
The validity of results has been evaluated using defined
criteria.
Self-Criticism of approach has taken place during the
evaluation.
Realistic Improvements have been proposed against
defined characteristics for success.
Autonomy/independence has been demonstrated.
Substantial activities, projects or investigations have
been planned, managed and organised.
Activities have been managed.
The unforeseen has been accommodated.
The importance of interdependence has been recognised
and achieved.
Ideas have been generated and decisions taken when
understanding the relationship between organisational
structure and culture at Coca Cola.

Creative Thinking

Self-evaluation has taken place.

Convergent and lateral thinking have been applied.
Problems have been solved
Innovation and creative thought have been applied.
Receptiveness to new ideas is evident.
Effective thinking has taken place in unfamiliar contexts.

LO 2 Understand different approaches to management and leadership

Merit Descriptors

M1

Identify and Apply

Strategies to find
Appropriate
Solutions

Indicative Characteristic

M2

Select/Design and
Apply Appropriate
Methods/Techniques

M3

Present and
Communicate
Appropriate Findings

Distinction
Descriptors

D1

Use Critical
Reflection to
Evaluate own work
and Justify Valid
Conclusions

Indicative Characteristic

D2

D3

Take Responsibility
for Managing and
Organising Activities

Demonstrate
Convergent/Lateral/

Effective judgements have been made when

understanding the different approaches to
management and leadership.
Complex problems with more than one variable have
been addressed when understanding the different
approaches to management and leadership.
An effective approach to study and research has been
applied when understanding the different approaches
to management and leadership.
Relevant theories and techniques have been applied.
A range of methods and techniques have been applied.
A range of sources of information has been used.
The selection of methods and techniques/sources has
been justified.
The design of methods/techniques has been justified.
Complex information has been processed/synthesised.
Appropriate learning methods/techniques have been
applied.
The appropriate structure and approach has been used.
There is coherent, logical development of
principles/concepts for the intended audience.
A range of methods of presentation have been used
and technical language has been accurately used.
Communication has taken place in familiar and
unfamiliar contexts.
The communication is appropriate for familiar and
unfamiliar audiences and appropriate media have been
used.

Conclusions have been arrived at through synthesis of

ideas and have been justified by using different but
appropriate examples.
The validity of results has been evaluated using
defined criteria.
Self-Criticism of approach has taken place when
understanding the different approaches to
management and leadership.
Realistic Improvements have been proposed against
defined characteristics for success.
Autonomy/independence has been demonstrated.
Substantial activities, projects or investigations have
been planned, managed and organised.
Activities have been managed.
The unforeseen has been accommodated.
The importance of interdependence has been
recognised and achieved.
Ideas have been generated and decisions taken when
when understanding the different approaches to
management and leadership.

Creative Thinking

Self-evaluation has taken place.

Convergent and lateral thinking have been applied.
Problems have been solved
Innovation and creative thought have been applied.
Receptiveness to new ideas is evident.
Effective thinking has taken place in unfamiliar
contexts.

LO 3 Understand ways of using motivational theories in organisations

Merit Descriptors

M1

Identify and Apply

Strategies to find
Appropriate
Solutions

Indicative Characteristic

M2

Select/Design and
Apply Appropriate
Methods/Techniques

M3

Present and
Communicate
Appropriate Findings

Distinction
Descriptors

D1

Use Critical
Reflection to
Evaluate own work
and Justify Valid
Conclusions

Indicative Characteristic

D2

Take Responsibility
for Managing and
Organising Activities

Effective judgements have been made when

understanding ways of using motivational theories in
organisations.
Complex problems with more than one variable have
been addressed when understanding ways of using
motivational theories in organisations.
An effective approach to study and research has been
applied when understanding ways of using
motivational theories in organisations.
Relevant theories and techniques have been applied.
A range of methods and techniques have been
applied.
A range of sources of information has been used.
The selection of methods and techniques/sources has
been justified.
The design of methods/techniques has been justified.
Complex information has been
processed/synthesised.
Appropriate learning methods/techniques have been
applied.
The appropriate structure and approach has been
used.
There is coherent, logical development of
principles/concepts for the intended audience.
A range of methods of presentation have been used
and technical language has been accurately used.
Communication has taken place in familiar and
unfamiliar contexts.
The communication is appropriate for familiar and
unfamiliar audiences and appropriate media have
been used.

Conclusions have been arrived at through synthesis

of ideas and have been justified by using different but
appropriate examples.
The validity of results has been evaluated using
defined criteria.
Self-Criticism of approach has taken when
understanding ways of using motivational theories in
organisations.
Realistic Improvements have been proposed against
defined characteristics for success.
Autonomy/independence has been demonstrated.
Substantial activities, projects or investigations have
been planned, managed and organised.
Activities have been managed.
The unforeseen has been accommodated.
The importance of interdependence has been
recognised and achieved.

D3

Demonstrate
Convergent/Lateral/
Creative Thinking

Ideas have been generated and decisions taken when

understanding ways of using motivational theories in
organisations.
Self-evaluation has taken place.
Convergent and lateral thinking have been applied.
Problems have been solved
Innovation and creative thought have been applied.
Receptiveness to new ideas is evident.
Effective thinking has taken place in unfamiliar
contexts.

LO 4 Understand mechanisms for developing effective teamwork in organisations

Merit Descriptors

M1

Identify and Apply

Strategies to find
Appropriate
Solutions

Indicative Characteristic

M2

Select/Design and
Apply Appropriate
Methods/Techniques

M3

Present and
Communicate
Appropriate Findings

Distinction
Descriptors

D1

Use Critical
Reflection to
Evaluate own work
and Justify Valid
Conclusions

Effective judgements have been made when

understanding mechanisms for developing effective
teamwork in organisations
Complex problems with more than one variable have
been addressed when understanding mechanisms for
developing effective teamwork in organisations
An effective approach to study and research has been
applied when understanding mechanisms for developing
effective teamwork in organisations
Relevant theories and techniques have been applied.
A range of methods and techniques have been applied.
A range of sources of information has been used.
The selection of methods and techniques/sources has
been justified.
The design of methods/techniques has been justified.
Complex information has been processed/synthesised.
Appropriate learning methods/techniques have been
applied.
The appropriate structure and approach has been used.
There is coherent, logical development of
principles/concepts for the intended audience.
A range of methods of presentation have been used and
technical language has been accurately used.
Communication has taken place in familiar and
unfamiliar contexts.
The communication is appropriate for familiar and
unfamiliar audiences and appropriate media have been
used.
Indicative Characteristic

Conclusions have been arrived at through synthesis of

ideas and have been justified by using different but
appropriate examples.
The validity of results has been evaluated using defined
criteria.
Self-Criticism of approach has taken place when
understanding the development of teamwork in
organisations.

Take Responsibility
for Managing and
Organising Activities

D2

Demonstrate
Convergent/Lateral/
Creative Thinking

D3

Realistic Improvements have been proposed against

defined characteristics for success.

Autonomy/independence has been demonstrated.

Substantial activities, projects or investigations have
been planned, managed and organised.
Activities have been managed.
The unforeseen has been accommodated.
The importance of interdependence has been
recognised and achieved.
Ideas have been generated and decisions taken when
understanding the development of teamwork in
organisations.
Self-evaluation has taken place.
Convergent and lateral thinking have been applied.
Problems have been solved
Innovation and creative thought have been applied.
Receptiveness to new ideas is evident.
Effective thinking has taken place in unfamiliar contexts.

Submission procedures

Learners must submit a hard copy of the full assignment to the

college/campus office no later than 5PM on the submission date with suitable
binding in addition to the softcopy and a turn-it-in report. Learners must
submit their softcopy of the assignment (including PowerPoint presentation
slides speaker notes if applicable) to academic department of their centre

Maximum 50% plagiarism or similarity will be tolerated while learners will

check their assignments onto Turn-it-in software. Before submission learners
must make sure that they have signed on the authentication statement to
declare him/her as the original author of the submitted assignment. After
submission, learners are advised to get a receipt from the college/campus
office for evidence.

Without a valid reason (such as serious illness, getting sick or death of close
relative), no late submission will be tolerated by the college. For extension of
submission deadline or acceptance of late submission, learners must contact
college/campus office and submit evidence such as medical certificate/note
and photocopy of death certificate in advanced for getting approval.

Please note that tutors/lecturers do not have the authority to alter or extend
assignment deadline or receive assignment directly from learners. After
submission learners will get feedback from the assessors/markers within short
time with pass, merit, distinction, refer or fail outcomes. It normally takes
three weeks from the submission but it depends on the assessors/markers and
college authority. If any learner gets refer, his/her coursework will be returned
with feedback. After that the learner will get two weeks time to resubmit it.

There is no stipulated length for the words but it should not exceed 4000
words for all tasks given. All work must be delivered in hard copy and soft
copy to the college/campus office and for your own security, it is important to

keep both copies for yourself. All assignments should be properly referenced
with Harvard Referencing System.

Assignment Notes
Learners are requested to comply with the following instructions on handing in their
written assignment work:

Learner must put their name, ID, unit name and page number as footer
(eg. Aron Jackson/RM1234567/Business
Environment............................................... 1/page)

Work should be comprehensively referenced

Sources must be acknowledged fully by reference books, journals used and

URL visited

Include the Harvard Referencing System (see attached)

All work should be word-processed, font size of 12 and font style of Times New
Roman or Arial. Subtitles of the assignment should be in the font size of 14

Pages should be numbered in bottom right hand corner

Spell check the document and read thoroughly for grammatical errors

1.5-line spacing is preferable

Reference at the end of the assignment

All paragraphs should be aligned in justified mode.

Recommended resources
Textbooks
Brooks I Organisational Behaviour, Individuals, Groups and Organisation 4th
Edition (Financial Times/Prentice Hall, 2008) ISBN: 9780273715368
Mullins J L Essentials of Organisational Behaviour (Financial Times/Prentice Hall,
2008)
ISBN: 9780273716464
Bloisi W, Cook C aand Hunsaker P Management and Organisational Behaviour
(McGraw-Hill Education 2006) ISBN: 9780077111076
Journals and Newspapers
Personnel Review (Emerald)
Personnel Today (Reed Business Information)
Websites
The professional accounting bodies all have websites with lots of useful
information and links.
www.cipd.co.uk - Chartered Institute of Personnel and Development website with a
range of
learning resources and journals The Association of Accounting
Technicians
www.bized.co.uk - Bized provides a selection of teaching and learning resources
www.incomesdata.co.uk - Up-to-date intelligence on employment issues (Incomes
Data Services) The Financial Times
*For Late Submission Policy, please refer to your student course handbook.

Plagiarism
Plagiarism is passing off the work of others as your own. This constitutes academic
theft and is a serious matter which is penalised in assignment marking. Plagiarism is
the submission of an item of assessment containing elements of work produced by
another person(s) in such a way that it could be assumed to be the students own
work. Examples of plagiarism are:

The verbatim copying of another persons work without acknowledgement

The close paraphrasing of another persons work by simply changing a few

words or altering the order of presentation without acknowledgement

The unacknowledged quotation of phrases from another persons work and/or

the presentation of another persons idea(s) as ones own.

Copying or close paraphrasing with occasional acknowledgement of the source may

also be deemed to be plagiarism if the absence of quotation marks implies that the
phraseology is the students own. Plagiarised work may belong to another student or
be from a published source such as a book, report, journal or material available on
the internet.
What is Turnitin?
Turnitin is the software that Essex International College uses to calculate the
similarity of your assignment to any other document submitted in the same system
all over the world.
What happens when you submit an assignment on Turnitin?
You submit your assignment on Turnitin where the instructions on how to do it will be
emailed to you. Your assignment is then compared with all of the assignments for all
the different units submitted as well as assignments submitted by other students in
other colleges and books and documents all over the world. The report generated is
not the final report. The final report will only be generated after the final deadline
which would mean that once the submission date expires only then the final report
will be generated. This means that if you have shared your assignment with anybody
and they have submitted part of it or the full assignment the initial report your friend
got wouldve indicated the similarity, but your report wouldve remained unchanged.
This is because the report is refreshed every time that you upload your assignment
and then finally after the deadline. After the deadline their plagiarism will be high as
well as your own.
What can you do to avoid getting a high Turnitin score?

Do not copy pieces of work from any book or website. It needs to be rewritten
in your own words and proper in text citation should be done according to the
Harvard referencing method
Do not share your assignment with any friend, not even to assist them

Harvard Referencing System

We recommend the use of a Harvard Referencing generator for help with referencing,
a good one can be found at www.neilstoolbox.com
We expect students to use the alphabetical or name-date method known as the
HARVARD system. There are two parts in this system:
1. Citation within text or body of the report:
In this the author's surname and year of publication are cited in the text, e.g.
(Bond, 2004).
2. Reference List:
A reference list (of these citations) is included at the end of the assignment, in
alphabetical order by author. The reference list also includes additional details
such as the title and publisher.
A bibliography lists relevant items that you have used in the preparation of the
assignment but not cited in your text. A bibliography should also be in the Harvard
style and the inclusion of such a list shows that you have read widely beyond the
items you have cited.
Examples of citation within text or body of the report:
1. Cormack (1994, p.32-33) states that................
2. ............ This view has been supported in the work of Cormack (1994, p.32-33).
3. Jones (1946) and Smith (1948) have both shown
4. Corporate Author: 1st citation: Royal College of Nursing (RCN), 2007
2nd citation: RCN, 2007

Examples of listings in reference list:

1.

Books with one author:

Redman, P., 2006. Good essay writing: a social sciences guide. 3rd ed.

London: Open
2.

University in assoc. with Sage.

Books with two, three or four authors:

The required elements for a reference are: Authors, Initials, Year. Title of book.
Edition. Place: Publisher Kirk, J. & Munday, R.J., 1988. Narrative analysis. 3rd
ed. Bloomington: Indiana University Press.

3.

Books with more than four authors:

For books where there are more than four authors, use the first author only
with

surname and initials followed by et al.

The required elements for a reference are:

Author, Initials., Year. Title of book. Edition. (only include this if not the first
edition)
Place: Publisher
Grace, B. et al., 1988. A history of the world. Princeton, NJ: Princeton
University Press.
4.

e-books
For e-books the required elements for a reference are : Author, Year, title of
book. [type

of medium] Place of publication: Publisher

Fishman, R., 2005. The rise and fall of suburbia. [e-book]. Chester: Castle
Press.
If available at website:
Fishman, R., 2005. The rise and fall of suburbia. [e-book]. Chester: Castle
Press.

Available at: www.libweb.anglia.ac.uk/E-books [accessed 5 June 2005].

5.

Journal articles
Author, Initials., Year. Title of article. Full Title of Journal, Volume number

(Issue/Part

number), Page numbers.

Perry, C., 2001. What health care assistants know about clean hands. Nursing
Times,
6.

97(22), p.63-64.
Newspaper articles
Author, Initials., Year. Title of article. Full Title of Newspaper Day and month

before page numbers of article.

Times,

Slapper, G., 2005. Corporate manslaughter: new issues for lawyers. The
3 Sep. p.4-5.

7.

Journal articles from an electronic source

Boughton, J.M., 2002. The Bretton Woods proposal: an indepth look. Political
Science Quarterly, [online]. 42 (6), Available at: http://www.pol.upenn/articles
(Blackwell Science Synergy) [accessed 12 June 2005].

8.

Internet
National electronic Library for Health. 2003. Can walking make you slimmer

and

healthier? (Hitting the headlines article) [Online]. (Updated 16 Jan 2005)

Available at: http://www.nhs.uk.hth.walking [accessed 10 April 2005].

The title of a web page is normally the main heading on the page.
9.

E-version of annual reports

Marks & Spencer, 2004. Annual report 2003-2004. [Online].
Available at: http://www-marks-and-spencer.co.uk/corporate/annual2003/
[accessed 4 June 2005].

(Case Study)

Coca Cola

The Coca-Cola Company is truly global, and its main product is recognised and
consumed worldwide. The Company organises and structures itself in a way that
reflects that fact. At the same time, the Company looks to meet the particular needs
of regional markets sensitively and its structure also needs to reflect that fact.
This Case Study illustrates the way in which the Company has built an organisational
structure that is robust and yet also flexible enough to meet these particular
requirements.
The Coca-Cola Company is the world's largest beverage company and is the leading
producer and marketer of soft drinks. The Company markets four of the world's top
five soft drinks brands: Coca-Cola, Diet Coke, Fanta and Sprite.
The success of The Coca-Cola Company revolves around five main factors:
1. A unique and recognised brand - Coca-Cola is among the most recognised
trade marks around the globe
2. Quality - consistently offering consumers products of the highest quality
3. Marketing - delivering creative and innovative marketing programmes
worldwide
4. Global availability - Coca-Cola products are bottled and distributed worldwide
5. Ongoing innovation - continually providing consumers with new product
offerings e.g. Diet Coke (1982), Coca-Cola Vanilla (2002)

The illustration shows the worldwide distribution of sales of Coca-Cola products by

quantity in 2003. Although Coca-Cola is a global product with universal appeal, the
Company actually operates in local environments around the world, with each
country having its own unique needs and requirements.

So while Coca-Cola is probably the only product in the world that is universally
relevant in every corner of the globe, the Company feels that its responsibility is to
ensure that with every single can or bottle of Coca-Cola sold and enjoyed, individual
connections are made with their consumer. That can only be achieved at a local
level.
The challenge facing The Coca-Cola Company today is therefore to continue to build
an organisational structure that will deliver a global and local strategy.

An organisation's strategy is its plan for the whole business that sets out how the
organisation will use its major resources. An organisation's structure is the way the
pieces of the organisation fit together internally. It also covers the links with external
organisations such as partners.

For the organisation to deliver its plans, the strategy and the structure must be
woven together seamlessly.
The goal of The Coca-Cola Company is 'to be the world's leading provider of branded
beverage solutions, to deliver consistent and profitable growth, and to have the
highest quality products and processes.'

To achieve this goal, the Company has established six strategic priorities and has
built these into every aspect of its business:
1. Accelerate carbonated soft drinks growth, led by Coca-Cola
2. Broaden the family of products, wherever appropriate e.g. bottled water, tea,
coffee, juices, energy drinks
3. Grow system profitability & capability together with the bottlers
4. Creatively serve customers (e.g. retailers) to build their businesses
5. Invest intelligently in market growth
6. Drive efficiency & cost effectiveness by using technology and large scale
production to control costs enabling our people to achieve extraordinary
results everyday
There are many ways to structure an organisation. For example, a structure may be
built around:

function: reflecting main specialisms e.g. marketing, finance, production,

distribution
product: reflecting product categories e.g. bread, pies, cakes, biscuits
process: reflecting different processes e.g. storage, manufacturing, packing,
delivery.

Organisational structures need to be designed to meet aims. They involve combining

flexibility of decision making, and the sharing of best ideas across the organisation,
with appropriate levels of management and control from the centre.
Modern organisations like The Coca-Cola Company, have built flexible structures
which, wherever possible, encourage teamwork. For example, at Coca-Cola Great
Britain any new product development (e.g. Coca-Cola Vanilla) brings together teams
of employees with different specialisms.
At such team meetings, marketing specialists clarify the results of their market
research and testing, food technologists describe what changes to a product are
feasible, financial experts report on the cost implications of change.

The Coca-Cola Company has a corporate (Head Office) segment that is responsible
for giving the Company an overall direction and providing support to the regional
structure.

Key strategic decisions at The Coca-Cola Company are made by an Executive

Committee of 12 Company Officers. This Committee helped to shape the six
strategic priorities set out earlier. The Chair of the Executive Committee acts as a
figurehead for the Company and chairs the board meetings. He is also the Chief
Executive Officer (CEO) and as such he is the senior decision maker. Other
executives are responsible either for the major regions (e.g. Africa) or have an
important business specialism e.g. the Chief Financial Officer.

As a company whose success rests on its ability to connect with local consumers, it
makes sense for The Coca-Cola Company to be organised into a regional structure
which combines centralisation and localisation. The Company operates six
geographic operating segments - also called Strategic Business Units (SBUs) - as well
as the corporate (Head Office) segment.

Each of these regional SBUs is sub-divided into divisions. Take the European union,
SBU, for example. The UK fits into the Northwest Europe division. This geographical
structure recognises that:

markets are geographically separated

tastes and lifestyles vary from area to area. As do incomes and consumption
patterns
markets are at different stages of development

At a more local level the management of The Coca-Cola Company involves a number
of functional specialisms. The management structure for Great Britain illustrates this.
The structure of Coca-Cola Great Britain combines elements of centralisation and
decentralisation. Divisions and regions operate as business unit teams, with each
Director reporting to the General Manager, i.e. Division President.

However, there is a matrix structure for each function e.g. the Finance Director in the
GB Division reports to the GB President, but also to (dotted line) the Finance Director
of North West Europe Division. In addition, functions within the Company operate
across geographical boundaries to share best practice.

To take another example of local decision making at a regional (local) level the
various SBUs are responsible for region-specific market research, and for developing
local advertising, e.g. using the languages of the countries in which The Coca-Cola
Company operates. A major region like Great Britain has its own marketing structure,
organised as shown on the diagram.

The way The Coca-Cola Company works reflects the many countries and cultures in
which it does business. It owns or licences nearly 400 brands in non-alcoholic
beverages serving consumers in over 200 countries. An essential part of the
organisation's structure therefore focuses on ensuring that individual products are
given the best possible support in regional markets.

Within the Company, different teams concentrate on particular products and use
their specialist knowledge of the brands and consumer needs to support the sales
and promotional effort. In some cases a product is developed solely for local

consumption and an example of this is the product Lilt, which is only available in
Great Britain and Ireland.

Examples of other products available in Great Britain include:

Carbonated soft drinks- Coca-Cola, Fanta, Sprite

Juice & juice drinks- Schweppes' Tomato Juice Cocktail, Oasis, Five Alive
Waters- Malvern
Energy drinks- Burn
Sports drinks- Powerade
Squashes/cordials- Kia-Ora, Rose's Lime Cordial.

Structuring an organisation is not only about organising internal relationships, it also

involves external ones. The Coca-Cola Company has built well-structured
relationships with a range of external groups including bottling partners.
People often assume that The Coca-Cola Company bottles and distributes its own
beverages. For the most part, it does not. The Company's primary business consists
of manufacturing and selling beverage concentrates and syrups - as well as some
finished beverages - to bottling and canning operations and other distributors.
The concentrates and syrups are generally sold to bottling partners, which are
authorised to manufacture, distribute and sell branded products. The business
system consisting of The Coca-Cola Company and bottling partners is referred to as
'the Coca-Cola system'.
The relationship The Coca-Cola Company has with its bottlers worldwide is a key
source of strength. The Company works together with them to ensure that
concentrates and syrups are made into finished beverages that are produced and
distributed to consumers around the globe with unmatched quality and service.
Every organisation has not only a structure but also a culture. 'Culture' describes the
typical way an organisation does things, including patterns of behaviour and
relationships.
Important aspects of culture at Coca-Cola Great Britain (which reflect the culture of
The Coca-Cola Company as a whole) are an emphasis on teamwork, and
empowerment. Coca-Cola Great Britain sees its employees as its most important
asset.
Motivated employees provide the engine that drives the Company's growth.
Organising people into teams (e.g. marketing, sales or product teams) encourages
people to feel valued. Within a team they are encouraged to contribute ideas and to
be innovative. If they feel that something could be done better they are encouraged
to voice that opinion.
By creating a friendly, innovative culture, Coca-Cola Great Britain is able to depend
on a high quality workforce that helps it to maintain brand leadership in Great Britain

and in every other market in which it operates. Trust is at the heart of every
relationship, whether it be:

customers' and consumers' trust that the Company will provide the highest
level of service and attention to their needs
bottling partners' trust that the Company is operating in the best interests of
the Coca-Cola system
employees' trust that their contribution is being valued in an open culture.
Open communication channels provide the means to support a culture based
on relationships. Coca-Cola has a number of communication channels,
including:
monthly leadership team meeting (involving function heads)
weekly department team meetings
monthly employee team briefing sessions
consultative employee groups for each region (with representatives meeting
in a European Council)
surveys to monitor employee views and feelings

The Coca-Cola Company has built internal and external structures to support the
delivery of its business goals. The regional structure is the best way of supporting
this growth, allowing attention to local requirements while at the same time building
on a clear strategic direction from the centre. A culture of innovation, teamwork and
partnership means that the Company has a firm foundation of relationships and open
communication channels on which to build its growth.