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Coca-Cola Company’s Cross-Cultural Management Report (Assessment)


Coca-Cola is a company that is famous for producing the carbonated coca-cola soft drinks. Coca-cola is sold in many countries, and it is tailored to blend in various countries. It dominates the market due to its superb marketing skills and advertisement. The company has a mission statement, vision, values, culture and a strategy for the market. It has a mission statement that projects at refreshing the world, inspiriting moments of optimism and joy, making value and creating a difference. This acts as the benchmark upon which the company rates its progress and guide the types of decisions it lays.

The company also possesses a vision, which is a guiding factor to the units of the business, which is achieved by laying out whatever they need to achieve in order to sustain their progress and standards. Coca-cola’s vision covers a large area within which it sets its strategies. This is the scope upon which they operate. It covers employees, globe, productivity, returns, profit and portfolio. In terms of their productivity, they aim to be an effectual and a fast moving unit. Consequently, they are aimed at maximizing their revenues without compromising their responsibilities.

In addition, they aspire to be a place where people dream and enjoy work. They achieve this by creating a network linking all stakeholders. They, in turn, produce high quality brands and maximize communities’ welfare by helping them grow and sustain themselves. Moreover, the company has values to prop their vision and mission. They encourage future focusing on leadership, integrity, cooperation, passion, responsibility, value and responsibility.

The company requires the employees to be creative and focus on the customers’ needs. They are expected to be diverse in their world view and this should generate their search for information. In addition, they are required to be flexible and respond quickly to urgency. These assumptions are based on their aspiration to be a brand of fun, optimism, creativity and passion. The company ties to make work pleasant to the employees and therefore strives to make their brand a globally accepted one.

National culture can affect the organizational behavior in some ways. In a country like the USA, where there is a lot of freedom, rules at work need to be relaxed. This generates creativity but weakens pressure at work. In other countries, where health is minded by the population, aggressive marketing is slowed down since coke is criticized for health side effects. Cultures that emphasize on their own products reduce employees desire to work in the Coca-cola company in other countries.

The UAE

The United Arab Emirates is an Arabian country having Islam as the predominant culture and Arabic as the language. It is different from other Arabian countries in several ways. It has got a high proportion of foreigners in their country than any other Arabian country. The number of expatriates account for a large figure of eighty percent of their whole population. In addition, there have been an increasing number of these expatriates migrating to the UAE. Most of them are reported to come from the west than any other Arabian country. This seriously impacts their culture.

Unlike other Arabian countries, the UAE does not hold strong to its culture. It has experienced a weakening of their national language and Islam. In relation to this, the Emirati culture and religion faces low attention from the government and streets. Other implications include stagnated education and high competition for employment. The country reports scenarios of Emirati students being taught Islam in English by a Pakistani teacher.

The United Arab Emirates can approach the problem of loss of identity from two fronts. It should involve the UAE government through their ministry of culture, youth and through Emirati citizens. The government should first enforce a population cut of expatriates through a law that minimizes the level at twenty five percent of population. This way they will reduce the rate of immigration into the country and consequently the expatriates’ population.

Since most foreigners who were attracted to the UAE came due to its strategic trade ties and extensive oil, a counteractive decision need to be taken to avert their bulging population. Wealth creation seems to be the motivating factor of expatriates’ immigration and if this is stalled, it will be a disincentive for citizenship. The government should reduce the lease period of properties for expatriates and also limit renewal of those certificates. The limit should be reduced from ninety-nine years to a minimal number, like five years. Consequently, the expatriates spend less time in UAE and their influence becomes limited.

In addition, the government can enforce Arabian culture in the streets by introducing certain codes of behavior. This ranges from the social elements such as appearance to accepted mannerisms. The government can impose a dressing code that profess Islamic religion in the streets. It can also discourage extreme sexual connotation of any kind such as showing acts of love in public. Apart from that, the government can introduce changes in the education sector to curb culture loss.

The most essential agenda should be a requirement that students be instructed in Arabian language at most levels and disciplines. Closely related to this is that Emirati institutions need to be strengthened to prevent the UAE students from learning in foreign universities. They, consequently, will stay in touch with their traditions and culture. Alternatively, traditional Arabian culture should be promoted among the citizens by having national identity days. Students and young citizens should participate in traditional dances, music, desert camps or fishing trips.

An own goal

This title refers to the strain in which Mr. Wilhelm subject himself through the negotiation as the partner in contract. Mr. Haider views the subject of contract as an easy matter. Larry gets frustrated through the negotiation process while his partner seems not to be aware of his problem. According to me, it seems there is a cultural barrier causing the deadlock. Mr. Haider experiences that birth developed his attitude of little regard to formalities. Unlike Mr. Haider, Larry’s country stresses on the code of conducts for official agents. His attitude of formality seems to be too stringent for his partner in contract.

The process of negotiation reveals the disparity on culture of Larry and Mr. Haider. One of the most conspicuous differences exists on the value of time. Larry arrives in time despite the delay of flight. When he arrives at Hashem’s house he is witnessed to check his time to reaffirm whether he has arrived in time. Hashem, however, lazily welcomes him into the house and stays away for some time, yet he had promised to arrive earlier. This is seen to astound and offend Larry. It is discernible that Larry’s culture value time more than Hashem’s culture. In addition, there exists a difference in attention to details and records. Larry is surprised that Hashem does not include the player’s fees in the negotiation. Larry can respond to this problem by engaging Hashem’s country man in the negotiation. In later negotiations, he should first study the culture of a country before engaging in any deal in that country.

Culture in workplace

The survey shoes different attitudes that each citizen in a country possesses about their managers. This is a form of demonstration of an employee’s culture at the workplace. Given by their low figure, the Swedes seem to respect the autonomy of employees at workplace. According to them, the managers should practice minimal interference of employees because they are a different entity. The Germans allow their managers to control them moderately. This is represented by the medium response. The Japanese, however, give their managers almost absolute control over them. According to them, the employees are supposed to respond to manager’s demands with minimal questioning. In this method of survey, Laurent uses the method of questionnaire to obtain his data.

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IvyPanda. (2020, May 26). Coca-Cola Company's Cross-Cultural Management. Retrieved from https://ivypanda.com/essays/coca-cola-companys-cross-cultural-management/

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"Coca-Cola Company's Cross-Cultural Management." IvyPanda, 26 May 2020, ivypanda.com/essays/coca-cola-companys-cross-cultural-management/.

1. IvyPanda. "Coca-Cola Company's Cross-Cultural Management." May 26, 2020. https://ivypanda.com/essays/coca-cola-companys-cross-cultural-management/.


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IvyPanda. "Coca-Cola Company's Cross-Cultural Management." May 26, 2020. https://ivypanda.com/essays/coca-cola-companys-cross-cultural-management/.

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IvyPanda. 2020. "Coca-Cola Company's Cross-Cultural Management." May 26, 2020. https://ivypanda.com/essays/coca-cola-companys-cross-cultural-management/.

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IvyPanda. (2020) 'Coca-Cola Company's Cross-Cultural Management'. 26 May.

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