Recommended
More Related Content
What's hot
What's hot (20)
Similar to Organizing and Managing Across Cultures - coca cola
Similar to Organizing and Managing Across Cultures - coca cola (20)
Recently uploaded
Recently uploaded (20)
Organizing and Managing Across Cultures - coca cola
- 1. HR6055_Organising and Managing Across Cultures Group Presentation – Monochronic and Polychronic approaches towards time 01
- 3. Monochronic and Polychronic approaches towards time (Brocklehurst, 2001; Tietze and Musson, 2002) 03
- 4. Monochronic Vs Polychronic Monochronic Polychronic • Do one thing at a time and Committed to the job • Late comers are not appreciated (Punctual) • People work together to reach as much agreement as possible. • Concentrate on the job • Focused comminution to the point • Plans methodically (Plan first then work) and Sticks to plans (Without delay) • Sticks to facts (low-context and need information, Gets info from statistics, reference books, database and strict to the memoranda) • Take time commitments (deadlines, schedules) seriously • No distractions or interruptions • Time to spent useful • Completing tasks in a systematic way. Works within department • Accustomed to short-term relationships • Concerned about not disturbing others; follow rules of privacy and consideration • Do many things at a once • Importance of Relationship and Respects through relationship • More concerned with those who are closely related (family, friends, close business associates) • Negotiation • Time to understand the issues from up to bottom • Quick decisions • Gets first-hand oral information • High-context and already have information • Unlike of communication and Take time for meetings • Frequent interruption • No concentration in a meeting • Highly distractible and subject to interruptions • Plans grand outline/ “vision” • Change plans often and easily • Unpunctual • Talks for hours • Dislikes writing too much, prefers flexibility to commitment (Gesteland, 2000; Bartosik-Purgat, 2006) 04
- 5. Canada Brazil India Japan USA Germany Sweden New Zealand Russia Singapore Hong Kong China South Africa Argentina Paraguay Egypt Saudi Arabia Australia Monochronic Countries c Moderately Monochronic Countries Polychronic Countries Countries within Monochronic & Polychronic cultures (Kaufman et al., 1991a; Bluedorn et al., 1999; Cotte and Ratneshwar, 1999). 05
- 6. The transformations in the world’s economy, have forced enterprises to expand their activities and management by adding the international dimension (Nowakowski, 2005; Hofstede, 2000) 06
- 7. Company Background Industries served Beverage Geographic areas served Worldwide (more than 200 countries) Headquarters Atlanta, Georgia, United States Current CEO James Quincey Revenue (US$) 35.410 billion (2017) 15.4% decrease over 41.863 billion (2016) Profit (US$) 1.182 billion (2017) 81.9% decrease over 6.527 billion (2016) Employees 61,800 (2018) Main Competitors PepsiCo Inc., Dr Pepper Snapple Group, Inc., Unilever Group, Mondelez International, Inc., Groupe Danone, Kraft Foods Inc., Nestle S.A. and many other companies in the beverage industry. Company Profile The Coca-Cola Company was originally established as the J. S. Pemberton Medicine Company, a co-partnership between Dr. John Stith Pemberton and Ed Holland. Dr. John Stith Pemberton for the first time produced the syrup for Coca-Cola on May 8,1886. The Coca- Cola formula and brand was bought in 1889 by Asa Candler who incorporated The Coca-Cola Company in 1892. (coca-cola.com, 2019) 07
- 8. Managing Cultural differences between monochronic and polychronic towards time in Coca-Cola Company Country Chit-chat Agenda Communication Brazil Chit-chat No agenda Direct USA Minimal Chit-chat Yes Direct Northern Europe Minimal Chit-chat Sticking to it firmly Indirect UAE Chit-chat Agenda but very relaxed Indirect Hong Kong and Japan Chit-chat Sticking to the Agenda Indirect New Zealand and Australia Minimal Chit-chat Sticking to the Agenda Direct (Kroeber, 2002) 08
- 9. Monochronic cultures at Coca Cola Germany Entrepreneurship and innovation Scheduling a Meeting one at time Late comers are not appreciated Straight forward and consensus-oriented Task oriented People work together to reach as much agreement as possible. Canada Scheduled events by Focus on one at a time Schedules programs by wasting time for unnecessarily Welled planed Changes in plan will make an inconvenience Complete the tasks methodically No interruptions in the meetings Late is disrespectful in a meetings (Segrest, 2014) 09
- 10. Polychronic cultures at Coca Cola India Importance of Relationship Negotiation in every event. Discussion and Opinion of everyone is important. Time to understand the issues from up to bottom Quick decisions Japan Sticking to the agenda Unclear in communication Take time for meetings Not active speakers to others Respects through relationship Latin America Meetings are not on time Frequent interruption Several work simultaneously Time is flexible Meetings are not to Agenda Multiple tasks during the meeting No concentration in a meeting (Segrest, 2014) 10
- 11. Coca Cola is based in several geophyte locations in the world. Managing cultures, for multinational business meetings is very important. Clash during meetings with clients or colleagues, due to cultural differences. Need find the barriers which are affected to smoothly run of multicultural meetings Important to not allow preconceptions and stereotypes to influence company behaviour Don't make assumptions about an individual or a group; take time to get to know people and find out the correct information. Avoid making instant judgement. The company tend to make immediate evaluations based on their own culture. Can use different methods in relationship building. When companies which in other countries come together to work on a task, Cultures differ also with respect to the importance placed on establishing relationships early in the collaboration. When Coca Cola Company in another culture, they can try to engage more with “locals” in workplace. Get an honest opinion of any mistreatment and oppression that may have taken place in that environment. Be open to learning about people. Conclusion 11
- 12. Recommendations •1. Ascertain the cross- cultural concerns and acquire a critical awareness regarding the cultural landscape of the business setup. •2. Develop skills of conflict resolution of the managers and encourage collaborations and partnerships. •3. Be specific about the expected outcome of the meeting before the commencement. •4. Don’t leave anything to the imagination. Confusion is even more likely when there is a cultural difference. •5. Important to involve every member and at the same time respect everyone’s cultural assumptions. 6. Always facilitator or adviser need to lead the team carefully with understanding their subordinate’s cultural behaviours •7. Do homework before meeting with any culture. This way everyone will feel respected and facilitator can truly enjoy a diverse team. •8. Capitalize on communicative skills of personnel to build trust across cultural diversities. 12
- 13. • Avruch, K. and P.W. Black (1993), ‘Conflict Resolution in Intercultural Settings: Problems and Prospects’, in D.J.D. Sandole and H. van der Merwe (eds), Conflict Resolution Theory and Practice: Integration and Application, Manchester University Press, Manchester (England) and St. Martin’s Press, New York. • Fleming, Quenting W., Koppleman Joel M. (2005) Earned Value Project Management. Newton Square – Pennsylvania: PMI Publications. • Hall, E. T. (1983). The dance of life: The other dimension of time. New York: Anchor Press. • Hall, E. T. (1989). Beyond culture. New York: Anchor Press. • Hall, E. T. (1990). The hidden dimension. New York: Anchor Press. • Hall, E. T., & Hall, M. R. (1990). Understanding cultural differences. Yarmouth, ME: Intercultural Press. • Kaufman, C. F., Lane, P. M., & Lindquist, J. D. (1991). Exploring more than 24 hours a day: A preliminary investigation of polychronic time use. Journal of Consumer Research, 18(3), 392–401. • - 13 ReferencesList-1
- 14. • Kvassov, V., & Tetard, F. (2000, November). Impacts of information technology on temporal dimensions of managerial work and its productivity. Proceedings of 5th AIM conference. Montpellier, France. • Kras, E. (1995). Management in two cultures: Bridging the gap between US and Mexican managers. Yarmouth, ME: Intercultural Press. • Morosini, P., Shane, S., & Singh, H. (1998). National cultural distance and cross- border acquisition performance. Journal of International Business Studies, 29(1), 137–158. • Morrison, T., Conaway, W., & Borden, G. (1994). Kiss, bow, or shake hands: How to do business in sixty countries. Holbrook, MA: Adams Publishing. • Segrest, S. (2014) Coke Executives on How to Navigate a Complex Global Business Environment [online] viewed on 21st November 2019 available at <https://www.coca-colacompany.com/stories/coke-executives-on-how-to-navigate- a-complex-global-business-environment> 14 ReferencesList-2
- 15. 15