Introduction
In the Coca-Cola Company, the employees are entrusted with various roles to ensure the success of the company and the achievement of its goals and objectives. The company has various departments in which all the employees at various departments; have their specific roles to play geared to ensuring the company attains both its internal and external efficiencies (Hyten, 1997).
In the Coca-Cola Company, teamwork is highly advocated for; which in absolute terms means that each employee is entitled to ensure that, all the employees are responsible to each other and that they should be ready to help each other in times of difficulties. As it has been revealed, self-managed work teams feel that they are more responsible to carry out the activities they are entrusted with; as if they are their own (Duarte, 2006).
For example, the introduction of self-managed work teams in the production department in the year 2000 at the Amsterdam Coca Cola plant; it was observed that the production of canned cola per year rose from 1 billion cans of cola to 1.2 billion cans of cola. This increase in production depicted the significance of self-driven workgroups, which make the employees feel being part of the company and strive to achieve their best (Bosanko & Braeutigam, 2007).
The development of self-managed work teams in the Coca Cola Company
Self-managed work teams are workgroups in an organization that works together in the same area of work. These work teams are self-managed and are meant to evaluate the efficiency in the performance of each group member, and thereafter helping those individuals who may find themselves in difficulties. In this context, each group sets goals among its members, and each member works towards attaining the goals set by the group. Based on the strengths and weaknesses of each member, the entire group combines efforts in uplifting those members who seem to have difficulties in carrying out their activities (Snyder & Deresky, 2005).
By so doing, each group will find itself in a better position in terms of efficiency in carrying out the various activities they are entrusted with. In absolute terms these self-managed groups are meant to uplift the group members in terms of production efficiency among its members; and by so doing this will propel the company very high in terms of the attainment of the company’s general goals and objectives (Hyten, 1997).
Self-managed work teams are very important in the sense that, they ensure the acquaintance of the correct production strategies among the members working in the same environment and producing goods in the same line. Self-managed workgroups on the other hand may lead to conflict among individuals; where some individuals seem to oppress other people’s ideas leading to inefficiency in production within the company (Duarte, 2006).
Development of virtual workgroups
Virtual workgroups are the groups in an organization working at various places but being electrically connected which each other, enhancing the continuous flow of information among the members involved. Virtual workgroups develop as a result of different employees in the same line of production getting connected, in which the members compare themselves in terms of production level and efficiency at different regions in which they operate (Bosanko & Braeutigam, 2007).
Though virtual group members never meet, the evaluation of each member in terms of his or her production efficiency is electronically communicated and effective ways of uplifting each other are devised; which are also communicated electronically. Virtual workgroups are very helpful in the sense that, they ensure a well-linked network among members of the Coca-Cola Company despite the geographical separation, ensuring homogeneity in production. One disadvantage with virtual workgroups is that there occasionally arise misunderstandings among the members during their communication processes; which may lead to inefficiency in production (Duarte, 2006).
Matrix group members are those stakeholders who are not employees of the company; but play a significant role in the sharing of ideas with the company on management issues; and various ways in which the company can effectively attain its goals and objectives (Grace, 1988).
Matrix group members provide crucial information on the expectations of the society from the company; and share with the company’s employees on the best strategies applicable to meet the expectations of the company’s clients. Matrix workgroups are very important in the Coca-Cola Company in the sense that they provide the company with knowledge on the expectations of society. These groups thereafter, discuss with the company the best production strategies to meet the expectations relayed ensuring that the company meets the standards expected in the market (Hyten, 1997).
Conversely, these matrix workgroups sometimes advise the company wrongly leading to the loss of the company’s reputation; once inferior commodities are produced. Based on the introduction of a new team-based working arrangement as the coca-cola company prepares to expand its production level; following the new market of supplying caned cola to the 2012 Olympic games, the company should introduce virtual teamwork (Grace, 1988).
This team-based working arrangement will help the company in various ways. The following are some of the benefits which the company will get from devising the virtual team workgroups (Bosanko & Braeutigam, 2007).
Summary and recommendations
Virtual team workgroups help to nurture new employees by giving them a free working environment to express their talents, in their best way increasing levels of efficiency.
- Being a multi-national company, the coca-cola company needs to establish a network among employees in various work areas enhancing homogeneity in their production
- Effective leadership qualities are raised by engaging all team players in participation; in the long run, the Coca-Cola Company will end up having very competent personnel.
Conclusion
As it has been revealed workgroups are of crucial importance in which the Coca-Cola Company should pursue; towards achieving their goals. This is the case because it will boost the company’s performance in the long run enhancing its prosperity.
Reference list
Bosanko D. and Braeutigam R. 2007. Microeconomics (3rd Edition). New York: Wile Publishers.
Deresky, H. 2005. International Management; Managing across Borders and Cultures. New York: Prentice-Hall Publication.
Duarte, D. & Snyder, N. 2006. Mastering Virtual Teams (3rd Ed.). New York: San Francisco publishers.
Hyten, C., 1997. High Performing Self-Managed Work Teams. London: Sage Publication.
Grace, B. et al., 1988. An Approach to Effective Management. Princeton NJ: Princeton University Press.