Organizational culture: The organizational culture is one system which defines the organization as a unique organization, which differentiates

the organization from others. Google, Microsoft, apple etc. are the corporations which are known for their culture and climate. It provides directions to employees. A strong culture additionally provides stability to an organization. Definition: Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations. The system is a set of characteristics that the organizations value. Characteristics of good organizational culture: 1) 2) 3) Innovation and risk taking: organizational culture encourages the ability of Attention to details: a good organizational system teaches the employees to Outcome orientation: the degree to which management focuses on results or employees to innovate and take a risk of innovations, investments etc. pay attention to every minute aspect of data. out comes rather than on the techniques and processes used to achieve those outcomes. 4) 5) 6) 7) People orientation: the degree to which management decisions take into Team orientation: the degree to which work activities are organized around Aggressiveness: the degree to which people are aggressive and competitive Stability: the degree to which organizational activities emphasis maintaining consideration the effect of outcomes on people within the organization teams rather than individuals. rather than easy going. the status quo in contrast to growth.

Dominant Culture Subculture Core Values

Figure: layers of organizational culture. Dominant Culture: A culture that expresses the core values that are shared by a majority of the organizations members. Subculture: Minicultures within an organization typically defines by department designations and geographical separation. Core Values: The primary or dominant values that are accepted throughout the organization. Functions of organizational culture: Organizational culture performs number of functions in an organization. Some of them are as mentioned below: 1) 2) 3) 4) It creates the distinction between one organization and others. It conveys a sense of identity for organization members Culture facilitates the generation of commitment to something larger than It enhances the stability of the social system

ones individual self-interest. Formation of organizational culture:

Figure: formation of organizational culture. Philosophy of founders: The founders of an organization traditionally have a major impact on that organizations early culture. They have a vision of what the organization should be. They are unconstrained by previous customs or ideologies. Founders hire and keep only employees who think and the same way they do. Selection of criteria: The explicit goal of selection process is to identify and hire individuals who have the knowledge, skills, and abilities to perform the jobs within the organization

successfully. More than one candidate will be identified who meets any given jobs requirements. When that point is reached, it would be naive to ignore the fact that the final decision as to who is hired will be significantly influenced by the decision makers judgment of how well the candidate will fit into the organization. This attempt to ensure a proper match, whether purposely or inadvertently, results in the hiring of people who have values essentially consistent with those of organization, the selection process provides the information to applicants about the organization. Candidates learn about the organization and if they perceive a conflict between their values and those of the organization. Selection becomes two way process allowing employer or applicant to abrogate a marriage if there appears to be mismatch. The selection process sustains an organizations culture by selecting out those individuals who might attack or undermine its core values. Top management The actions of top management also have a major impact on organizations culture. Through what they say and how they behave, senior executives establish norms that filter down through the organization as to whether risk taking is desirable, how much freedom managers should give their employees what is appropriate dress, what actions will pay off in terms of pay rises, promotions, and other rewards, and the like. Socialization: No matter how good a job the organization does in recruiting and selection, new employees are not fully indoctrinated in the organizations cultures. Because they are unfamiliar with the organizations culture, new employees are potentially likely to disturb the beliefs and customs that are in place. The organization will therefore want to help new employees adapt to its culture. This adaptation process is called socialization.

Socialization process

outcome

Metamorphosis: in this stage the relatively long lasting changes take place. The new employee masters the skills required for the job successfully performs the new roles and makes the adjustments to the work groups values and norms. Successful metamorphosis should have a positive impact on new employees productivity and their commitment to the organization and reduce their propensity to leave the organization. The importance of organisational culture Organizational culture has been linked to economic performance and organization viability/success. For example, organizations dedicated to continuous improvement, with visionary leaders who 'walk their talk' and focus on a set of core values, have been shown to be more financially successful in the long-term. Organizational culture has also been shown to be important for successful new product/process innovation and organizational change. People are constantly surrounded by culture. It forms the background (often invisible) of our work-lives, coloring everything in an organization. Organizational culture also provides a powerful mechanism for controlling behavior by influencing how we attach meaning to our world and how we interpret events. Organizational culture is the collection of norms, values, beliefs, expectations, assumptions, and philosophy of the people within it. Different organizations, and different parts of the same organization, use diverse jargon, participate in various rituals, and use a number of different artifacts. For example, merchant bankers, as compared to medical practitioners or school teachers for example, would have a jargon all their own and would use certain analysis tools and techniques vastly

dissimilar to the language and tools used by doctors or teachers. Even within the same organisation, there would be distinct sub-cultures. We would expect people in and engineering or IT department to have a distinctly different culture from those in the accounting or HR areas. There are many ways to visualize the concept of organizational culture. One popular conceptualization is the onion model. If you cut an onion in half and look at it, you will see many layers. An organization's culture can be visually represented in this way.

Figure: The onion model of organizational culture. When we walk around an organization, there are elements of the organization's culture that are 'on the surface' and are relatively easily visible. We can see many cultural symbols (e.g., whether your office is on a floor close to the top or the bottom of the building, how big your office is), artifacts (e.g., computers), and patterns of behavior (e.g., how and where people interact, how they behave in formal and informal meetings). Less visible, but equally important, are the less visible aspects of culture such as the norms, values and basic assumptions people make. Another way of conceptualizing organizational culture is in terms of its 'hard' and its 'soft' sides. As we see in Figure 2, organizational culture is 'supported' by both social/psychological aspects (e.g., stories, symbols, rituals) and by some more concrete elements such as power structures, hierarchical structure and control systems (e.g., financial, measurement and reward systems).

Organizational culture analysis brings out a large number of to the front that combine to build overall organizational culture. While it can be oversimplification to try to break down organizational culture into specific pieces, or it can be easy to get lost within the individual pieces and lose focus of the big picture, another exercise that can be more helpful is making a list of the individual stumbling blocks that can prevent a company from having its ideal organizational culture. While this is not a complete list, here are some of the major attitudes/obstacles that can be detrimental to the ideal work place. Conformity. While you do want everyone to be on the same page, having everyone completely thinking, acting, and doing things the same way prevents new ideas from developing, stops new ideas from challenging and sharpening the old, and kills any chance of a breakthrough innovation that puts you way ahead of the market. Fear. Fear can be a major stumbling block in many different ways. A fear of taking risks can make a company so conservative they fall behind and eventually get hammered by competitors Fear can be the common fear of being seen as unoriginal, and thus not useful. Fear can be having all your ideas shot down so viciously that you no longer share any ideas. Fear on any level should be challenged and beaten. A strong culture can not thrive with fear. Group think and extreme risk aversion. These are the two extremes on opposite ends of the spectrum. A company with group think may take extreme risks, or they may not, but the problem is there are never any new ideas because everyone is so inline with the CEOs thoughts that it doesnt matter if they make sense or not, everyone is going to step in line. Extreme risk aversion is when a company plays it so safe on major risks that they then play it safe on moderate risks, then minor risks, and eventually become incapable of competing at all. Lack of common sense. This one can kill anywhere, but in the business world this is also true. If a company has been pushing back negative profits for several quarters, acquiring a smaller company or two could help if they are turning a profit. Its not uncommon to watch a struggling corporation look to acquire other smaller companies to generate buzz .Cleaning up in house would have been a far smarter move. Lack of resources. The only so much anyone can do with this problem. No matter

what the company, they have to be able to start out, and maintain, adequate resources. Without it, theres no way a companys organized culture can be successful, because everyone will always be worried. Waiting for inspiration. Inspiration is a great thing but even the greatest artists and writers in history talked about hard work and attention to details being far more important. Ernest Hemingway was renowned for his work ethic. His first drafts of novels are stunningly bad but he didnt wait for that magical idea, he worked and re-wrote. The Old Man and the Sea was re-written over 200 times before it was finally published, and is now considered one of the great American classics. Getting off target. In worrying about the small stuff, it is easy to lose sight with the big picture. While problems have to be broke down into manageable bits, dont become so obsessed with perfecting the manageable bits that you lose sight of how that time can be more effectively spent on the larger goal. Not everything has to be perfect. A good practice of organizational culture analysis will help keep a business running smoothly and effectively. The Coca Cola Company is a soft drink company, which is believed to be the worlds first non-alcoholic drink introduced in the market. It is the world largest revenue earning company. This Company operates in the 46 states in the United States, all 10 provinces in Canada, and portions of Europe including Belgium, continental France, Great Britain, Luxembourg, Monaco, and the Netherlands & also in Asia. Coca Cola Enterprises' franchise territories encompass a population of 362 million people. This represents 72 percent of the population in North America and all of the population in Belgium, continental France, Great Britain, Luxembourg, Monaco, and the Netherlands. Coca Cola Enterprises employs approximately 67,000 people who operate 436 facilities, 52,000 vehicles, and 2.3 million vending machines, beverage dispensers, and coolers. Coca Cola Enterprises initially offered its stock to the public on November 21, 1986, and is listed on the New York Stock Exchange under the symbol "CCE". The one of the main offices of this company is in USA, but the main head office is in Atlanta. HISTORY OF COCA-COLA: In May, 1886, Coca Cola was invented by Doctor John Pemberton a pharmacist from Atlanta, Georgia. John Pemberton concocted the Coca Cola formula in a three legged brass kettle in his backyard. The name was a suggestion given by John Pemberton's bookkeeper Frank Robinson.

Coca-Cola originated as a soda fountain beverage in 1886 selling for five cents a glass. Early growth was impressive, but it was only when a strong bottling system developed that Coca-Cola became the world-famous brand it is today. HISTORY OF BOTTLING: 1894 A modest start for a bold idea In a candy store in Vicksburg, Mississippi, brisk sales of the new fountain beverage called Coca-Cola impressed the store's owner, Joseph A. Biedenharn. He began bottling Coca-Cola to sell, using a common glass bottle called a Hutchinson. Biedenharn sent a case to Asa Griggs Candler, who owned the Company. Candler thanked him but took no action. One of his nephews already had urged that CocaCola be bottled, but Candler focused on fountain sales. 1899 The first bottling agreement Two young attorneys from Chattanooga, Tennessee believed they could build a business around bottling Coca-Cola. In a meeting with Candler, Benjamin F. Thomas and Joseph B. Whitehead obtained exclusive rights to bottle Coca-Cola across most of the United States -- for the sum of one dollar. A third Chattanooga lawyer, John T. Lupton, soon joined their venture.

1900-1909 Rapid growth

The three pioneer bottlers divided the country into territories and sold bottling rights to local entrepreneurs. Their efforts were boosted by major progress in bottling technology, which improved efficiency and product quality. By 1909, nearly 400 Coca-Cola bottling plants were operating, most of them family-owned businesses. Some were open only during hot-weather months when demand was high. 1916 Birth of the Contour Bottle Bottlers worried that Coca-Cola's straight-sided bottle was easily confused with imitators. A group representing the Company and bottlers asked glass manufacturers to offer ideas for a distinctive bottle. A design from the Root Glass Company of Terre Haute, Indiana won enthusiastic approval. The Contour Bottle became one of the few packages ever granted trademark status by the U.S. Patent Office. Today, it's one of the most recognized icons in the world - even in the dark.

1920s Bottling overtakes fountain sales As the 1920s dawned, more than 1,000 Coca-Cola bottlers were operating in the U.S. Their ideas and zeal fueled steady growth. Six-bottle cartons were a huge hit starting in 1923. A few years later, open-top metal coolers became the forerunners of automated vending machines. By the end of the 1920s, bottle sales of Coca-Cola exceeded fountain sales. 1920s and '30s International expansion Led by Robert W. Woodruff, chief executive officer and chairman of the Board, the Company began a major push to establish bottling operations outside the U.S. Plants were opened in France, Guatemala, Honduras, Mexico, Belgium, Italy and

South Africa. By the time World War II began, Coca-Cola was being bottled in 44 countries. 1940s Post-war growth During the war, 64 bottling plants were set up around the world to supply the troops. This followed an urgent request for bottling equipment and materials from General Eisenhower's base in North Africa. Many of these war-time plants were later converted to civilian use, permanently enlarging the bottling system and accelerating the growth of the Company's worldwide business. 1950s Packaging innovations For the first time, consumers had choices of Coca-Cola package size and type-the traditional 6.5 ounce Contour Bottle, or larger servings including 10-, 12- and 26ounce versions. Cans were also introduced, becoming generally available in 1960.

1960s New brands introduced Sprite, Fanta, Fresca and TAB joined brand Coca-Cola in the 1960s. Mr. Pibb and Mello Yello were added in the 1970s. The 1980s brought diet Coke and Cherry Coke, followed by POWERaDE and Fruitopia in the 1990s. Today scores of other brands are offered to meet consumer preferences in local markets around the world. 1970s and '80s Consolidation to serve customers As technology led to a global economy, retail customers of The Coca-Cola Company merged and evolved into international mega-chains. Such customers required a new

approach. In response, many small and medium-size bottlers consolidated to better serve giant international customers. The Company encouraged and invested in a number of bottler consolidations to assure that its largest bottling partners would have capacity to lead the system in working with global retailers.

1990s New and growing markets Political and economic changes opened vast markets that were closed or underdeveloped for decades. After the fall of the Berlin Wall, the Company invested heavily to build plants in Eastern Europe. As the century closed, more than $1.5 billion was committed to new bottling facilities in Africa. 21st Century Think local, act local The Coca-Cola bottling system grew up with roots deeply planted in local communities. This heritage serves the Company well today as consumers seek brands that honor local identity and the distinctiveness of local markets. As was true a century ago, strong locally based relationships between Coca-Cola bottlers, customers and communities are the foundation on which the entire business grows.

HISTORY OF COCA-COLA IN PAKISTAN Coca Cola began its operation in Pakistan in 1953.Benjamin H. Boehlert Jr., former senior vice president of The Coca-Cola Company, served as United States Ambassador to Pakistan from 1967 to 1969. The Coca-Cola System in Pakistan employs 1,800 people. During the last two years, The Coca-Cola System in Pakistan has invested over $130 million (U.S.). First there was a franchise in Pakistan. Now coca cola international is itself working in Pakistan. MISSION:

An organizations vision and major goals spell out formally what the organization is trying to achieve; they give direction to the corporate mission statement and help guide the formulation of strategy. Some of the mission statements of coca cola are as follows The Coca-Cola Company exists to benefit and refresh everyone who is touched by our business. Coca Cola is in the refreshment business and not the soft drink business. To create values for our share owner on a long term basis by building a business that enhances the coca-cola company trade marks. To have a strong, dominant and profitable business in Pakistan. Coca-Cola has almost limitless Growth opportunities around the world. Currently, every human being on the face of this planet has a minimal need for 64 liquid ounces to stay alive. Coke consumption represents only 2 of the ounces per day. Coke in 1995 accounted for 80% of the soft drink industrys growth in the United States. Why, because their mission is that of providing refreshment and not just a beverage. As a result of this mission statement, Coke sees unlimited growth opportunities. VISION: A vision statement is a concise word picture of the organization at some future time; this sets the overall direction of the organization. It is what the organization strives to be. They are determined not only to make great drinks, but also to contribute to communities around the world through our commitments to education, health, wellness, and diversity. Coca-Cola family wake up each morning knowing that Every single one of the worlds 5.6 billion people will get thirsty that Day... and those we are the ones with the best opportunity to refresh them. Make Coca-Cola and our other products available, Affordable, and acceptable to them, quenching their thirst and providing them a perfect moment of relaxation. Some of the visions of coca-cola are:

Building preference and market leadership for our brands. Achieve quality excellence and serve our customers with quality products. To create value for our share holders. Developing people The main consumers of the coca cola are people in the age group of 30 and below. This can be seen by Coca-Colas advertising campaigns, which are aimed towards the young, by featuring well known personalities popular to this age group, ranging from entertainers such as Imaan Ali, Ibrar_ul haq. Company always tries to convince the customers by providing the superior value at suitable place. But this can be done according to the need of customer. Coca-Cola is not just satisfying the need of thirst but also fulfilling the need of enjoyment, fashion and status. Coca-Cola has target the segments in which it can gain much profitability, which generate the greatest customer value and sustain it for long time. Coca-Cola targets the market of such type where there is a great need of drink. For example, fast food chains are not complete without drink. The best example of this is McDonalds in which Coca-Cola is an essential drink with fast food. And customer has no choice to take Coca-Cola with their food. Further more the key targets of Coca-Cola are tuck shops, hotels, restaurants, Stalls etc. Coca-Colas aim is to serve every age, every class (lower to upper level) and every sector. Coca-Cola offers excellent opportunity for early responsibility and a culture that encourages initiative, risk taking and access to decision makers," says one insider. The company has a "professional but fun" corporate culture in which employees are "free to pursue their goals" without "the burden of excessive structure." The "casual" and "collegial" environment is headed by senior management "eager to hear the questions and ideas" of their more junior colleagues. Pepsi "is also a company of candor and reality."

Coca Cola Culture Coca-Cola is into "diversity - they welcome and actively recruit people of color and give them early opportunity for advancement.". However, say insiders, "Coca-Cola really wants one type of person, regardless of ancestry, someone who will put their job before their family or personal life." As Coca-Cola"diversity is centered around birth rather than style or culture," the result for some is that Coca-Cola culture is "fairly uniform: extremely competitive and very focused." However "the business units have a fair degree of autonomy" so even things such as dress code vary from office to office. Employees praise the company's benefits program, which includes a "bountiful retirement package, a tuition reimbursement program, and even a legal assistance program." Many see Coca-Cola as the " ultimate corporate workplace - if you make it here you can make it anywhere." Coca-Cola has instituted a number of work family programs to ease the strain of corporate life including flex-time and work at home arrangements. Though insiders have mixed reactions to Coca-Cola compensation packages, company representatives report that they strive to offer salaries in the top quartile. Monetary issues aside, the "challenging" assignments and "accessible promotion path" aid job retention. When people do leave, they do so in a position of strength, as one employee notes, "Coca-Cola experience is well thought of, and this seems to be backed up by the jobs that people hold after they leave." The bottom line, an insider concludes, is that "Coca Cola is a great place to make a name for yourself with a wide open career track, but only if you are prepared to make personal sacrifices."

Conclusion & Recommendations The downside of Coca Cola culture is that "the culture is deliberately geared to churn people - the workload is extreme, your job is everything, and personal needs (family, vacation, etc.) are frowned upon." The effect of this attitude is that "CocaCola will burn many people out very quickly." Thus cultural initiative is required. A cultural initiative is about creating consistency in the workplace. Companies have achieved success through powerful cultural initiatives. Employees at these organizations are trained well and treated well, and customers know what to expect when walking into any one of these companies. The experiences of both employee and customer are positive in the overwhelming majority of instances. It is critical that the entire organization learn from its successful peers because in this highly competitive economy, any company that keeps both its employees and customers happy simultaneously is the team that wins. A cultural initiative does not take place only at the managerial level or in a short period of time. There has to be a firm commitment from the top down, and there are no quick fixes. This will foster a even better organization culture that will bring new success to the organization.