Introduction

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INTRODUCTION Performance appraisal is a systematic evaluation of the individuals with regard to his (or) her performance on the job and his potential for development. Performance appraisal is the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed. For the purpose of administration including placement, selection for promotion, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally. Appraisal should be future oriented activity that provides workers with useful feedback and coaches them to higher levels of performance. Appraisal the performance of individuals, groups and organizations is a common practice of all societies while in some instances these appraisal processes are structured and formally sanctioned. In other instances they are an informal and integral part of daily activities. Performance Appraisal is the most powerful and least expensive for directing, managing and developing the performance and potential of teams and individuals. Performance Appraisal is the systematic 1

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Transcript of Introduction

Page 1: Introduction

INTRODUCTION

Performance appraisal is a systematic evaluation of the individuals with regard to

his (or) her performance on the job and his potential for development. Performance

appraisal is the process of evaluating the performance and qualifications of the employees

in terms of the requirements of the job for which he is employed. For the purpose of

administration including placement, selection for promotion, providing financial rewards

and other actions which require differential treatment among the members of a group as

distinguished from actions affecting all members equally.

Appraisal should be future oriented activity that provides workers with useful

feedback and coaches them to higher levels of performance. Appraisal the performance of

individuals, groups and organizations is a common practice of all societies while in some

instances these appraisal processes are structured and formally sanctioned. In other

instances they are an informal and integral part of daily activities. Performance Appraisal is

the most powerful and least expensive for directing, managing and developing the

performance and potential of teams and individuals. Performance Appraisal is the

systematic description of an employee’s job relevant strengths and weaknesses.

Performance Appraisal is the method of evaluating the work allotted to the employee in the

work area. Performance Appraisal is a process of summarizing, assessing and developing

the work performance of an employ. The basic purpose is the find out how; well the

employee is performing the job and establish a plan of improvement. Performance

Appraisal can also provide data to determine promotion transfer and even demotions of the

employee. It has direct bearing an other personal decisions.

Performance Appraisal is a continuous process in every large scale organization. It may

involve goal setting, employee selection, placement and compensation, training and

development and carrier management. Performance Appraisal is creating a shared vision of

the purpose and aims of the organization, helping each individual employee to understand

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and recognize their part in contributing to them there by managing and enhancing the

performance of both individuals and the organization.

A properly developed appraisal process can serve as contract between the team

numbers and the team. It informs people about what expected and how performance will be

appraised.

During the appraisal period, an effective appraisal tool and process can help

determine what the individual (or) team member must start doing, continue doing (or) stop

to be more effective. This serves and important development function that may suggest

training to improve the ability to perform. But suppose, an individual has the skills to do

the job but is still not performing. The issue is likely motivation (or) lack of motivation.

Since the elements of an effective motivation. Strategy includes feed back, goal setting,

team problem solving and incentives.

By using the techniques and apply the skills, individual and the team can

construct a meaningful appraisal tools and use a process that serves the purposes, you want

purposes like clarifying expected performance, focusing team work, reviewing progress

and developing performance and the team can use the tool for continuous improvement of

performance and development of potential to perform more complex tasks.

For ex. feed back given periodically help ensure that the team and individual know how he

(or) she is doing. Goals are set that specify what the team member (or) individual should be

doing. The team participates in problem solving barriers that impede productivity. Finally,

decisions about how to equitability allocate incentives are made contingent on a fair

appraisal of performance.

OBJECTIVES OF PERFORMANCE APPRAISAL:

Data relevant to performance assessment of employee are recorded, stored and

used for several purposes.

The main objectives of employee’s performance appraisal are:

1. To effect promotions based on performance and competence.

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1. To confirm the services of probationary employees, upon their completing the probationary

period satisfactorily.

2. To access the training and development need of the employees.

3. To decide upon a pay raise where (as in the unorganized sector) regular pay scales have not

been fixed.

4. To let the employees become aware about their performance level and to assist them with

constructive criticism and guidance for the purpose of their development.

5. To improve communication, performance appraisal provides a format of dialog between

superiors and the subordinates, there by bringing an understanding or personal goals and

concerns.

IMPORTANCE OF PERFORMANCE APPRAISAL:

Performance appraisal is the systematic description of an employee’s job relevant

strengths and weakness.

The basic purpose is to find out how well the employee is performing the job and

establish a plan of improvement.

Appraisal is arranged periodically according to a definite plan.

Performance appraisal is not job evaluation. Performance appraisal refers to how

well; someone is doing the assigned job. Job evaluation determines how much a job

is worth, to the organization and therefore, what range of pay should be assigned to

the job.

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PERFORMANCE APPRAISAL PROCESS:

Establishing the Performance appraisal standards

Communicating the standards to employee

Measuring the actual performance

Comparing the actual performance with standard performance

Discussing about appraisal

Taking corrective action

ESTABL

ISHING THE PERFORMANCE APPRAISAL STANDARDS:

The appraisal process begins with setting up of objective. To be used for

appraising the performance of employee. The criteria are specified with the help of job

analysis. The criteria should be clear objective and in written form.

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COMMUNICATING THE STANDARDS TO EMPLOYEE:

The standard set for performance appraisal should be communicated to all the

employees. That standard must be explained to all employees. When the standards are

known to the employee they will try to put their affords for to achieve objectives with out

communicating.

MEASURING THE ACTUAL PERFORMANCE:

Once, the performance standards are specified and accepted the next step is

evaluated the actual performance. The evaluation mainly depending upon some techniques

and methods and internal and external factors.

COMPARING THE ACTUAL PERFORMANCE WITH STANDARD

PERFORMANCE:

The actual performance compared with the pre determined performance

standards. When, the actual performance is exceed than standard performance the result is

positive. The actual performance is less than standard performance the result is negative.

DISCUSSING ABOUT APPRAISAL:

The results of the appraisals are communicated to the employees and discussed

with the employee about performance such decisions enable thee employee to know his

weaknesses and strengths.

TAKING CORRECTIVE ACTION:

Appraisal process will be useful only when corrective action is taken on the basis of

results. The corrective action may be the form of advice (or) warning. It may be in the form

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of additional training, refresher training, and management development programs,

coaching, etc,

CHARACTERISTICS OF PERFORMANCE APPERAISAL:

(1). RELIABILITY AND VALIDITY:

Appraisal system should provide consistent reliable and valid information and

data, which can be used to defend the organization even in large challenges.

(2). JOB RELATEDNESS:

The appraisal technique should measure the performance and information in job

related areas.

(3). STANDARDIZATION:

Appraisal forms, procedures, administration of techniques, rating, etc., should be

standardized as appraisal decisions affect all employees of the group.

(4). PRACTICAL VIABILITY:

The techniques should be practically viable to administrator, possible to

implement and economical regarding cost aspect.

(5). LEGAL SANCTION:

It should have compliance with the legal provisions concerned of the counter.

(6). TRAINING AND APPRAISERS:

Appraisal is important and some times difficult. It would be useful to provide

training to appraisers.

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(7). OPEN COMMUNICATION:

A good appraisal system provides the needed feedback on a continuing basis.

(8). EMPLOYEE ASSESS TO RESULTS:

The employees should receive adequate feedback on their performance. If

performance appraisal is meant for improving employee’s performance, then with holding

appraisal results would not serve any purpose

CONTENTS OF PERFORMANCE APPRAISAL:

Every organization has to decide upon the content to be appraised before the

programmer is approved. Content to be appraisal may be in the form of contribution to

organizational objectives. Like, production, cost saving, return of capital, etc., .

Other measures are based on

Regularity of attendance.

Self expression.

Ability to work with others.

Leadership styles and abilities.

Initiative.

Technical skills.

Ability to insert.

Originality and resourcefulness.

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Creative skills.

Area of insert.

Area of suitability.

Judgment skills.

Honesty and sincerity.

Organizational knowledge.

PURPOSE OF PERFORMANCE APPRAISAL:

In general these can be classified as either Administrative or developmental.

ADMINISTRATIVE:

From standpoint of administration, an appraisal program provides inputs that can be used

for entire range of HRM activities.

Performance Appraisal is also directly related to a member of other major HR functions:

Such as promotion, transfer and lay off decisions.

PURPOSE OF PERFORMANCE APPRAISAL AT ADMINISTRATION:

Document personnel decisions

Determine promotion candidates

Determine transfers and assignment

Identify poor performance

Decide retention or termination

Decide on lay offs

Validate selection criteria

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Meet legal requirements

Evaluate training programs/progress

Personnel planning

Make reward / compensation decisions.

DEVELOPMENTAL PURPOSE

From the standpoint of development, appraisal provides the feedback essential for

discussing strengths weakness as well as improving performance. Regardless of the

employees level of performance, the appraisal process provides an opportunity to identify

issues for discussion, eliminate any potential problems, and set new goals for achieving

high performance.

PURPOSE OF PERFORMANCE APPRAISAL AT DEVELOPMENT:

Provide performance feedback

Identify individual strengths/ weaknesses

Recognize individual performance

Assist in goal identification

Evaluate goal achievement

Identify individual training needs

Determine organizational training needs

Reinforce authority structure

Allow employees to discuss concerns

Improve communication

Provide a forum for leaders to help

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REASONS WHY APPRAISAL PROGRAMS FAILS SOMETIMES:

Employee is not given clear objectives at the beginning of performance period.

Manager may not be able to observe performance or have al the information.

Performance standards may not be clear.

Inconsistency in ratings among supervisors or other raters.

Rating personality rather than performance.

The halo effect, contrast effect, or some other perceptual bias.

Inappropriate time span (either too short or too long).

Overemphasis on uncharacteristic performance.

Inflated ratings because managers do not want to deal with “bad news”

Subjective or vague language in written appraisals.

Organizational politics or personal relationships cloud judgments.

No through discussion of causes of performance problems.

Manager may not be trained at evaluation or giving feedback.

No follow-up and coaching after the evaluation.

WHO SHOULD APPRAISE PERFORMANCE?

Superior

Peers

Customers

Subordinates

Self

Team members

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MANAGER / SUPERIOR APPRAISAL

Performance Appraisal done by an employee’s manager and often reviewed by a

manager one level higher.

Manager and/or Superior appraisal has been the traditional approach to evaluating an

employee’s performance. In most instances supervisors are in the best position to perform

this function, although it may not always be possible for them to do so. Managers often

complain that they do not have the time to fully observe the performance of employees.

These managers must then rely on performance records to evaluate an employee’s

performance. If reliable and valid measures are not available, the appraisal May be less

than accurate.

SELF-APPRAISAL

Performance appraisal done by the employee being evaluated, generally on an

appraisal form completed by the employee prior to the performance interview.

Sometimes employees are asked to evaluate themselves on a self-appraisal form.

The self-appraisal is beneficial when managers seek to increase an employee’s involvement

in the review process. A self-appraisal system requires an employee to complete the

appraisal from prior to the performance interview. At a minimum, this gets the employee

thinking about his or her strengths and weaknesses and may lead to discussions about

barriers to effective performance. During the performance interview, the manager and the

employee discuss job performance and agree on a final appraisal.

Critics of self-appraisal argue that self-raters are more lenient than managers in their

assessments and tend to present themselves in a highly favorable light.

SUBORDINATE APPRAISAL

Performance appraisal of a superior by an employee, which is more appropriate

for developmental than for administrative purposes.

Subordinate appraisal has been used by both large organizations (such as Xerox

and Honeywell) and small organizations (such as Hyde Manufacturing and Alliance

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funding) to give managers feedback on how their subordinates view them. Subordinates are

I in a good position to evaluate their managers since they are in frequent contact with their

superiors and occupy a unique position from which to observe many performance related

behaviors. Those performance dimensions judged most appropriate for subordinate

appraisals include leadership, oral communication, delegation of authority, coordination of

team efforts, and interest in subordinates.

PEER APPRAISAL

Performance appraisal done by one’s fellow employees, generally on forms that

are compiled into a single profile for use in the performance interview conducted by the

employee’s manager.

Individuals of equal rank who work together are increasingly asked to evaluate

each other. A peer appraisal provides information that differs to some degree from ratings

by a superior, since peers often see different dimensions of performance. Peers can readily

identity leadership and interpersonal skills along with other strengths and weakness of their

co-workers. A superior asked to rate a patrol officer on a dimension such as “dealing with

the public” may not have had much opportunity to observe it. Fellow officers on the other

hand, have the opportunity to observe their behavior regularly.

One advantage of peer appraisals is the belief that they furnish more accurate

and valid information than appraisals by superiors. The supervisor often sees employees

putting their best foot forward, while those who work with their fellow employees on a

regular basis may see a more realistic picture. With peer appraisals, co-workers complete

an evaluation on the employee.

Despite the evidence that peer appraisals are possibly the most accurate method of judging

employee behavior, there are reasons why they have not been used more frequently.

The reasons commonly cited include the following:

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1. Peer ratings are simply a popularity contest.

2. Managers are reluctant to give up control over the appraisal process.

3. Those receiving low ratings might retaliate against their peers’

4. Peers rely on stereotypes in ratings

TEAM APPRAISAL

Performance appraisal, based on TQM concepts, that recognizes team

accomplishment rather than individual performance.

An extension of the peer appraisal is the team appraisal. While peers are on equal standing

with one another, they may not work closely together. In a team setting, it may be nearly

impossible to separate out an individual’s contribution. Advocates of team appraisal argue

that, in such cases, individual appraisal can be dysfunctional since it detracts from the

critical issues of the team.

A company’s interest in team appraisals is frequently driven by its commitment to TQM

principles and practices. At its root, TQM is a control system that involves settings

standards (based on customer requirements), measuring performance against those

standards and identifying opportunities for continuous improvement.

CUSTOMER APPRAISAL

Performance appraisal, which, like team appraisal, is based on TQM concepts and

seeks evaluation from both internal and external customers. Also driven by TQM concerns,

an increasing number of organizations use internal and external customer appraisal as a

source of performance appraisal information. External customer’s evaluations, of course,

have been used for sometime to appraise restaurant personal.

Managers establish customer service measure (CSMs) and set goals for

employees (linked to company goals).Often the CSM goals are linked to employee pay

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through incentive programs. Customer survey data are then incorporated into the

performance evaluation. By including CSMs in their performance reviews, managers hope

to produce more objective evaluations, more effective employees, more satisfied

customers, and better business performance.

PERFORMANCE MANAGEMENT AT COCA-COLA:

The Performance Management System assesses performance based on targets

set in sync with the Annual Business Plan. An extensive database housing the performance

of every manager in the country provides a ready tracking system for employee

performance.

The Performance Management System is linked to compensation,

development and career moves. Also in a super-charged work environment, the key to

success is delivery- incentive schemes that add significantly to the overall compensation

packages are a seasonal feature.

Summer Thunder is one such performance incentive, which rewards team performance and

is directly linked to delivery of business results. The competition is tough, the targets

challenging, but the adrenaline charge is definitely worth it! With lakes on the line and the

whole country competing one can feel the energy.

A program called Pegasus (The word ‘Pegasus’ is derived from the winged horse from

Greek mythology and symbolizes characteristics such as action-orientation, goal-driving,

speed and power) is a 4-day off-site program built over a series of outbound activities,

indoor games, classroom discussions and business group-work where the company’s key

contributors participate.

THE PROGRAM HAS BEEN CONCEPTUALIZED TO PROVIDE:

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Recognition for the identified key performers in the company

An opportunity to these key contributors to fraternize /bond and have fun

A forum to focus on 2 or 3 organizational challenges leveraging the collective

knowledge, experience and expertise of the group to find solutions which are

“better - faster - cheaper”

Personal recognition and first hand rapport with the Division President

The business themes identified are in the nature of problems, issues, systems or

processes that may be posing challenges to the business. As part of the super-group,

employees should present recommendations to the Division President to resolve the

system or process challenge and develop a blue print for implementation. The team

with the best presentation is given an opportunity to present its findings and

recommendations to the entire Leadership council and relevant aspects are then

adopted for execution.

PERFORMANCE APPRAISAL

It accounts lot to the performance of the organization. The performance of

employees is measured on the basis of their work accomplishment and skill. Each and

every individual performance is observed. By the end of the year if the employees

performance does not meet the standards required for the work to be done appropriate

training is given to the employee in the field he is not doing good. During these training

programs all employees are not subjected to training programs at same time. Half the

people are sent for training and others are sent afterwards so that work doesn’t get

hampered.

SUPERIOR-SUBORDINATE RELATIONSHIPS

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This is one of the major aspects an organization must concentrate on. Without

employee healthy relations organization development cannot be possible. Coca-Cola

concentrates in peer relationships i.e. among superiors and subordinates.

Company organizes weekly meetings, individual meets with employees so that superior

and subordinates communicate well to improve their relations. Superiors are free to allow

employees suggestions and advices and if the advice really fit the situation to solve

problem superiors implement the advice for better results.

PPERFORMANCE APPERAISAL AT ATMAKURU UNIT:

PURPOSE OF PERFORMANCE APPRAISAL

To provide employees and manager with an opportunity to discuss and establish

objectives and expectations, measure results and accomplishments and evaluate

overall performance.

To communicate the importance of individuals and team contributions to the

department and the division’s business plan and objectives.

To facilitate employee development.

To provide an objective basis for compensation progression recommendation.

GUIDELINES FOR PERFORMANCE APPRAISAL:

Key result area is a combination of WHAT AND HOW

Identify 5 to 8 major components of your job, i.e. KRA and detail each of them.

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Identify a HOW for achieving a each WHAT by referring to the compensation

director for performance management.

Identify the HOW based on critically for success of WHAT and development need

of the associate.

Detail each HOW with key actions to be demonized/carried out by the associate.

Ideally identify only one HOW for each WHAT

Each of the objectives of a KRA and key actions of HOW must necessarily have ‘

defined tracking sources.’

Employee performance development process includes 3 stages

Performance planning—what and how

Development plan

Performance review (continuous feedback both formal and informal

PERFORMANCE PLANNING

What and how process includes the set up of

Key result areas,

Setting up of objectives

Test the competence .skills and knowledge

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THE PERFORMANCE APPRAISAL PROCESS:

KRA IDENTIFICATION

KRA’s should number between 5 to 7

A KRA should be within the scope of Ur job and be similar for similar jobs.

GOAL SETTING

Set smart goals

Arrive at performance standards for the set goals

Discuss the ratings for the goals with the correspondent standards of performance.

MID-YEAR REVIEW

Share your thoughts and feelings with your superior

Use data to support your performance and mutual draw up the action plan for the

balance of the year.

Identify training needs for the balance of the year.

FEEDBACK

Be specific

Keep accurate data

Check expectations

Look for missed opportunities

Clarify expectations.

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ANNUAL REVIEW

Share your thoughts and feelings with your superior

Use data to support your performance and mutual draw up the action plan for the

balance of the year.

Identify areas for training and development and provide these for HR Once the

performance is reviewed the employees are given performance rating as bellow.

CE - Consistently Exceeds

ME - Meets and Exceeds

SM - Successfully Meets

MS - Meets Some

FM - Fails to Meet

After the rating is given to the employee performance based on this rating salary increment

is given to the employee.

Only when the employee is recommended for promotion by the department head the

employee is eligible for promotion along with salary increment based on his performance.

OBJECTIVES OF THE STUDY

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Appraisal System of Coca-Cola. The Proposed study of the Performance

Appraisal System and practices followed in Hindustan Coca-Cola Beverage Private

Limited has various objectives such as..,

To study the present appraisal systems followed in Coca-Cola.

To identify any gaps, loopholes in the performance appraisal.

To identify feasibilities of improving existing system of performance appraisal

system of Coca-Cola

To give suggestions for improvement, if any, of existing Performance

SCOPE OF THE STUDY

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Performance is the product of one’s attitude, skill and knowledge. Hence it

requires periodical evaluation with continuity and time. The proposed this study is

primarily concerned with the performance appraisal system, this enables employees to have

a sense of fulfillment and help in achieving the goals of the organizations by improving

their knowledge, skills and competency and provide opportunities for occupying higher

positions etc., and will also hope in assessing the effective utilization of manpower.

LIMITATIONS OF THE STUDY

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The first and foremost limitation of the study is the sample size.

The study is restricted to. Hindustan Coca-Cola Beverages Private Limited

Time had also been a major limitation as the period of project work in only three

months.

The data given by the employee are based on the individual perception, so matter is

not reliable.

The data collected from the questionnaire is limited.

NEED FOR THE STUDY:

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The efficiency and effectiveness of performance depend to a great extent on how

human resources are viewed and treated in the organization.. If the organization believes

that the people do no work unless they are closely supervised and controlled, it may tend to

have a confidential report form instead of appraisal. If the organization believes that every

individual has potential and strengths and that human capabilities can be honed, developed

and utilized better by providing a healthy climate, then the organization would have

appraisal system that attempts to identify, hone, develop and utilize the potential

capabilities of employees.

REVIEW OF LITERATURE

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MEANING:

Performance appraisal may be understood as the assessment of an

individual’s performance in a systematic way, the performance being measured against

such factors as job knowledge, quality of output, initiative, leadership abilities, potential

dependability, co-operative, judgment versatility and health.

Assessment should not be conformed to past performance alone. Potentials of

employees for future performance must also be assessed.

Performance appraisal or merit rating or performance evaluation is one of the

most important functions of personnel management that area of management deals with

human beings and their behavior. The need of performance appraisal also arises due to the

fact that every person has a different personality-situational, social and psychological.

Once the employees are hired, they are inducted trained and developed with the help of

various development programs.

DEFINITION:

Performance appraisal is a systematic judgment of the subordinate by the superior

authority to access the standard of work and overall performance.

Performance appraisal is a formal structured system of measuring and

evaluating an employee’s job related behaviors and outcomes to discover how and why

employee is presently performing on the job and how the employee can perform more

effectively in the future so that employee, organization and society all benefit.

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Performance appraisal may be understood as the assessment of an

individual’s performance in a systematic way, the performance being measured against such

factors as job knowledge, quality and quantity of output, initiative, leadership abilities,

supervisors, dependability, co-operation, judgment, versatility, health etc.

BENEFITS OF A SYSTEMATIC APPROACH TO PERFORMANCE APPRAISAL:

1. Help to establish the current level of performance in the job and seek ways of

improving it.

2. Helps to identify potential for the development and to aid manpower planning ‘Right

man for the right job at right time can be aimed’.

3. Helps to ink salary realistically to performance.

4. Helps to maintain good employee-employer relationship for promoting motivation,

communication and equality.

5. Helps in promoting group cohesiveness and establish fair relationship with in the work

groups.

METHODS OF APPRAISAL

Broadly all the approaches to appraisal can be classified in to following:

1. Past-oriented methods

2. Future oriented method.

1. PAST ORIENTED

Rating Scale

Check Lists

Forced Choice Method

Forced Distribution Method

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Critical Incident Method

Behaviorally Anchored Scale

Field Review Method

Performance Tests And Observations

Annual Confidential Report

Essay Method

Cost Accounting Approach

Comparative Evaluation

2. FUTURE ORIENTED

Management By Objectives

360 Degree Appraisal

Psychological Appraisal

Assessment Centers

PAST-ORIENTED METHODS:

RATING SCALE:

This is the simplest and most popular technique of appraising employee’s

performance. The typical rating scale system consists of several numerical scales, each

representing a job related performance criterion such as dependability, initiation, output,

attendance, attitude, co-operation and the like. Each scale ranges from excellent to poor.

The rater checks the appropriate performance level on each criterion, and then computes

the employee’s to total numerical score. The number of points scored may be linked salary

increases, where by so many points equal a rise of some percentage. Rating scaled offers

the advantages of adaptability, relatively easy use and low cost.

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The disadvantages of this method are several. The rater’s biases are likely to

influence evaluation, and the biases are particularly pronounced on subjective criteria such

as co-operation, attitude and initiative.

CHECK LIST METHOD

Under this method, a check list of statements on the traits of the employee and

his /her job is prepared in 2 columns-vise, a ‘Yes’ column and a ‘No’ column. All that the

rater should do is to tick the ‘Yes’ column if the answer to the statement is positive and in

the column ’No’ if the answer is negative.

FORCED CHOICE METHOD:

In this the rate is given a series of statements about an employee. These

statements are arranged in a block of two or more, and rather indicate, which statement is

more or least descriptive of the employee.

FORCED DISTRIBUTION METHOD:

The forced distribution method seeks to over come the problems by compelling

the rates on all points on the rating scale. The method operates under an assumption that

employee performance level conforms to a normal statistical distribution. Generally it is

assumed that the employee performance levels conform to a bell shaped curve.

CRITICAL INCIDENTS METHOD:

The critical incident method of employee assessment has generated a lot of

interest these days. The approach focuses on behavior of employees that makes all the

difference between effective and non-effective performance of job. Such incidences are

recorded by superiors as and when they occur.

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BEHAVIOURALLY ANCHORED RATING SCALE (BAR):

Behaviorally anchored scales, sometimes called behavioral expectation scales, are

rating scales whose scale points are determined by statements of effective and in-effective

behaviors. They are said to be behaviorally anchored in that the scale represent a range of

descriptive statements of behavior varying from least to most effective. BAR has following

features:

1. Areas of performance to be evaluated are identified and defined by the people who

will use the scale.

2. The scales are anchored by descriptions of actual job behavior that, supervisors

agree, represent specific level of performance. The result is a set of rating scale in which

both dimensions and anchors are precisely defined.

3. All dimensions of performance to be evaluated are based on observable behaviors

and are relevant to the job being evaluated since BARS are tailor-made for the job.

4. Since the raters who will actually scale are actively involved in the development

process, they are more likely to be committed to final product.

FIELD REVIEW METHOD:

This is an appraisal by someone outside the access’s own department, usually

someone from the corporate office or the HR department. The outsider reviews employee

records and holds interviews with the rate and his or her superior. The method is primarily

used for making promotional decision at the managerial level; field reviews are also useful

when comparable information is needed from employees in different units or locations.

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PERFORMANCE TEST AND OBSERVATIONS:

With a limited number of jobs, employee assessment may be based upon a test of

knowledge or skills. The test may be of the paper and pencil variety or an actual

demonstration of skills. The test must be reliable and validated to be useful.

COFIDENTIAL RECORDS:

Confidential records are maintained only in government departments, though its

application in the industry is not ruled out. The system is highly secretive and confidential.

Feedback to the assesses was given only incase of an adverse entry.

ESSAY METHOD:

In the essay method, the rater must describe the employee within a number of board

categories such as

The rater’s overall impression of the employee’s performance,

The promo ability of the employee,

The jobs that the employee is now able or qualified to perform,

The strengths and weakness of employee

The training and the development assistance required by the employee. Although

this method is being used independently, it is most frequently found is combination

with others. It is extremely useful for filling information gaps about the employees

that often occur in the best structured checklist method.

This is the traditional method in which appraises the rate in an open-ended

manner and uses a free-form in his own words and puts down his impressions about the

employee.

They take note about these factors:

a) Job knowledge and potentials.

a) Employee’s characteristics and attitude.

b) General organization and planning attitude.

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d) Production or quantity, quality and cost control.

e) Physical conditions.

f) Development needs of future.

COST ACCOUNTING METHOD:

This method evaluates performance from the monitory returns the employee

yields to his or her organization. A relationship established between the cost included in

keeping the employees and the benefits the organization derives from him or her.

Performance of the employee is then evaluated based on the established relationship

between the cost and the benefits.

COMPARITIVE EVALUATION APPROACHS:

This method evaluates performance from the monetary returns the employee

yields to his or her organization. A relationship is established between the cost included in

keeping the employee and the benefit the organization derives from his or her. Performance

of the employee is then evaluated based on the established relationship between the cost

and the benefit.

FUTURE ORIENTED APPRAISAL:

The commonly used future oriented technique is MBO, psychological appraisal

&assessment centers.

MANAGEMENT BY OBJECTIVES:

Management by objectives is a technique used by managers in some organizations

to motivate employees to perform well by using the goal-setting technique.

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OBJECTIVES OF MBO:

1). to identify the problems and opportunities in the business.

2). to convert identified opportunities in to clear goals.

3). to set up a system to convert these goals into achievements.

4). to set a standard of performance.

5). to raise a standard of performance

6). to set a new target where the existing ones have proved unrealistic.

.

PSYCHOLOGICAL APPRAISAL:

Large organizations employ full time industrial psychologist, when psychologists

are used for evaluations; they assess an individual’s future potential and not performance.

The appraisal normally consists of in depth interviews, psychological tests, discussions

with supervisors and a review of other evaluations. The psychologist may be for a specific

job opening for which the person is being considered, or it may be a global assessment of

his or her future potential.

ASSESSMENT CENTER:

Mainly used for executive hiring, assessment centers are now beginning used for

evaluating executive or supervisory potential. An Assessment centers are a central location

where managers may come together to have their participation in job-related exercises

evaluated by trained observers. The principal idea is to evaluate managers over a period of

time, say one to three days, by observing(and later evaluating) their behavior across a series

of select exercises or work samples.

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360-DEGREE FEEDBACK:

The performance evaluation technique by multiple raters is called 360-degree

appraisal. The 360-degree technique is understood as systematic collection of performance

data on an individual or group, derived from a number of stakeholders- the stakeholders

being the immediate supervisors, team members, customers, peers, and self. In fact, anyone

who has useful information on ‘how an employee does the job’ may be one of the

appraisers.

The 360-degree appraisal provides a broader perspective about an

employee’s performance. In addition, the technique facilitates greater self-development of

the employees.

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RESEARCH METHODOLOGY

Research Methodology is a systematic and objective process of identifying and

formulating the problem by setting objective and methods and the methods for collecting,

editing, tabulating, evaluating, analyzing, interpreting and presenting data in order to find

justified solution.

RESEARCH DESIGN

A Research Design is a purely and simply the framework or plan for a study that

guides the collection and analysis of data. It is a blue print that is followed in completing a

study.

The research design undertaken by the researcher is descriptive research design. The

methodology involved in this design is mostly qualitative in nature. Descriptive research design

is concerned with the research studies with a focus on the portrayal of the characteristics of a

group or individual or a situation. The main objective of such studies is to acquire knowledge.

Similarly, such studies are used to examine the characteristics of the corporate sector or

consumer behavior etc., the descriptive study is typically concerned with determining

frequency with which something occurs or how two variables vary together.

SOURCES OF DATA COLLECTION

Data refers to the information or facts. Often researchers understand by data only numerical

figures. It also includes descriptive facts, non-numerical information, qualitative and qualitative

information. The source of data can be from primary and secondary.

PRIMARY DATA

Primary data are those data, which are collected as fresh and for the just time and

thus happen to be original primary data for this study was collected by preparing a well-

structured questionnaire.

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SECONDARY DATA

Secondary data are those data, which are collected from the already existing

information through reference. The secondary data collected by analyzing various materials

like Company profiles, Magazines, Journals, Past records and reports and Websites, etc.,

The Sample constituted of 60 employees from different department of the organization.

Method of Sampling

There are many sample methods to collect data. The sampling method used is simple

random sampling.

Sample Size:

The Sample constituted of 60 workers from different department of the organizations.

Survey Design:

The survey is based on the primary source of data. Three methods of primary

data were selected to conduct the study i.e., Questionnaire, Observation and Personal

Interviews methods. Since the statements in the Questionnaire and Schedule were

qualitative, they are quantified on a five-point Scale using Linker type technique.

Respondents are asked to tick mark the appropriate scope on a five-point continuum.

STATISTICAL TOOLS FOR THE STUDY

Sample Analysis by Percentage (%) Method

% refers to a special kind of ratio. % is used in making comparison between two

or more serried of data, % are used to describe relationship. It can be used to compare the

relative terms, the distribution of two or more series of data.

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Chi – Square Method:

The 2 tests is one of the simplest and most widely used in statistical work.

The 2 test was first used by Karl Pearson in the year 1890, it is defined as

USES:

1. With 2 tests we can find out whether two or more attributes are associated or

not.

2. Test of homogeneity are designed to determine whether two or more independent

random samples are drawn from the same population of different populations

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INDUSTRY PROFILE

HISTORY OF SOFT DRINKS

The manufacturing company of soft drinks began in 1830’s. How ever the

evolution of soft drinks took place over a long period. The four numbers of soft drinks

began more then 2000years ago .When Hippocrates the father of medicine. First suspected

that mineral water could be beneficial to our well being. But Hippocrates didn’t envision

drinking the deferments mineral water bobbing from the earth crust. In scatted the

GREEKS and ROMANS used them for bathing and relaxation.

More than 1000years pared before mineral water made the transition from the

theraperative bath to refreshing beverage. Many legends and myths developed about the

my seditious water. be lived to be course for any thing from are thirsts to induction .The

claims attracted physician and scientists eventually proclaimed the air being released as gas

carbolic simple carbon dioxide soon after wards they protected may of producing artificial

carbonated water is the carbonator with that development. it was only a water of time

before soft drinks made it in hands of the public. By the 1930’s both artificial and natural

mineral water were considered healthy and refreshing products. But pharmacists believing

they could improve up on their corrective properties experiments. With a multitude of

ingredient form birch back to landslips. And which no miracles were developed so May

interesting flavor and taster were discovered. Ginger ale, root bear, sarsaparilla, lemon and

strawberry were among the more popular of the early flavor. The soft drinks industries

were a seasonal business in the early days. Operating primarily during the summer months

sales were limited by few outlets for the new carbonated beverages and by the consumer’s

mobility for many years’ pharmacists were the driving force behind the refinement of soft

drinks and many of the flavors and consideration. Their association which chemistry in

many forces in the mind in 1800’s. It was customary to gather around the new sad fountain

and enjoy ours favorite refreshment mixed on the spot.

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Gradually decreased grew for soft drinks to be coarsened in the home. Bottling

the product proved different at first since pressure from the cobondioxide forced corks right

art of the bottler clearly it soft drinks were ever to be soled for consumption beyond the

corner pharmacy. There would have to be a way to develop a solution. Patenting some

1500 different corks caps and lids for soft drinks. Then in 1892 the crown craps was

invented Tiny is design the crown completely the revolutionized the soft drinks industry by

preventing the escape of cobondioxide from bottled beverage intact it was the soft drinks

closure for more then. More then 70 years. Soon the crown craps business was begin to

divide many pharmacists realizing the promising feature of soft drinks. Then 70 years soon

crown craps business was being felt. As home consumption of soft drinks grew demand at

the corner drug begin to dwindle.

Many pharmacists relating the promoting future of soft drinks a bounded their

trade to become full time bottler. Realizing the promoting future of soft drinks in stoner

Horse drawn wagon traveled the streets loaded with brand name soft drinks and named for

growing for retail outlets. While the crown craps helped load the may to soft drinks in the

home it was not until the 1920’s that the trend took hold the invention of “home-packs” the

first six packs cartoon made it more convenient to carry promotes back to the home. There

are resulted in the increased and the growing popularity of soft drinks.

The appearance of the automobile heralded new era for the soft drinks industry.

Road sides stands appeared across the country, service station become major reflects for

bottle refreshments and large delivery trucks where better able to satisfy the country taste

for liquid refreshment. Automatic vending machines began to appear in the 1920’sonce

again hanging the business of soft drinks to traditional reflects. New technology helped soft

drinks bottler neat growing consumer demand by significantly increasing the product

availability. Traditional 6 ounce “split” better grew to 8 ounce and then larger and large

container. The crush rooming demand for product resulted in the growth of soft drinks

industry from the planning in to a National Invention of soft drinks spread their products

cross by opening a few strategically placed bottling facilities through franchise agreement.

Eventually it become clear that supplying a growing theirs for soft drinks would require

more then a few additional bottling plant. But until the 1990’s the industry was primarily

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one of manual operations. Glass bottler were blown individually while fixing ,sealing,

mixing and packaging were almost totally manual operations expatiations could not occur

with out more machinazined process. That changed between 1910. New automated and

productive. That number of plants bottling soft drinks increased form 1377 to 1916 as sales

carried. Responding to customer demand the industry rolled out soft drinks in cases are

introduced diet beverages to the market carriers were developed for convenience and care

in taking soft drinks force the store at a home. The development of new flavors the sale of

carried products in vending machines and the invention of Poly EthyleneTerephalate (PET)

bottler followed.

HISTORY OF COKE:

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.

Being a bookkeeper, Frank Robinson also had excellent penmanship. It was he

who first scripted “Coca Cola” into the flowing letters which has become the famous logo

of the day.

The soft drink was first sold to the public at the soda fountain in Jacob’s

Pharmacy in Atlanta on May 8, 1886. About nine servings of the soft drink were sold each

day. Sales for that first year added up to a total of about $50. The funny thing was that it

cost John Pemberton over $70 in expanses, and so the first year of sales were a loss.

By the late 1890s, Coca-Cola was one of America’s most popular fountain

drinks. With another Atlanta pharmacist, As a Griggs Candler, at the helm, the Coca-Cola

Company increased syrup sales by over 4000% between 1890 and 1900. Advertising was

an important factor in Pemberton and Candler’s success and by the turn of the century, the

drink was sold across the United States and Canada. Around the same time, the company

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began selling syrup to independent bottling companies licensed to sell the drink. Even

today, the US soft drink industry is organized on this principle. Until the 1960s, both small

town and big city dwellers enjoyed carbonated beverages at the local soda fountain or ice

cream saloon. Often housed in the drug store, the soda fountain counter served as a meeting

place for people of all ages. Often combined with lunch counters, the soda fountain

declined in popularity as commercial ice cream, bottled soft drinks, and fast food

restaurants came to the fore front.

On April 23, 1985, the trade secret “New Coke” formula was released. Today,

products of the Coca Cola Company are consumed at the rate of more than one billion

drinks per day.

BACK GROUND:

Non alcoholic soft drink beverage market can be divided in to first drinks and

soft drinks. Soft drinks can be further divide in to carbonated and non – carbonated drinks

cola, lemon, and oranges under non – carbonated while mango drinks come under non –

carbonated category. The soft drinks market till 1990’s was in the hands of Economy and

coming of MNC’s like Pepsi and coke the market has come totally under their control.

While world wide coke in the leader in the carbonated drinks market in India . Pepsi which

season over reentered (after they were throw set in 1977 by the central government) in

1993.Pepsi has been targeting it’s product towards youth and it has struck right chorded

with market and the sales have been doing well by sticking to this youth based wagon.

Coke on the other hand struggled identically mutually in establishing itself in the market in

a span of seven years of its operation in the country. It has changed its C.E.O four times but

finally then seems to have starting the pulse of Indian consumer. As on May 2003 Coke in

the market leader with the market share at 60% self drinks is available in glass bottler

aluminum cans and PET bottler for home consumption function also disperse then “in

disposable container”.

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SEGMENTATION:-

The soft drinks market can be segmented on the basis of place of consumption

or on the basis of type of product. The segmentation on the basis of place of consumption

divider to the market in two parts. Once premise 80%of the consumption of soft drinks is

on primes i.e., restaurants, railway stations consumption, cinema e.t.c.

At home in the rest 20% as the market comprises of the soft drink purchased for

consumption at home.

The market can also be segmented on the basis of types of products are non – Coca

– cola products.

Cola products accurate for nearly 61 – 62% of the total drinks market, the brands

that full in his category are Pepsi, Coca–Cola, Tums-up, diet Coke, diet Pepsi e.t.c.

Non Cola segment which constitutes 36% can be divided in to categories based on

the type of flavors available manually.

ü Orange

ü Clouded lime

ü Clear lime

ü Mango

CONSUMER HABITS AND PRACTICES:-

Soft drinks come under the category of product purchased in impulse. Through

the market is named by brand loyalty the purchase division it self is a low involvement

decision.. This attitude of impulse buying is slowly changing to led buying and also to

some extent to consumption through home refrigeration particularly in urban areas.

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The market is slowly moving low non – alcoholic carbonated drinks to fruit based

drinks and also to places bottled water due to lower price and reduces to

availability.

Consumer purchase soft drinks primarily to quench thirst. People traveling and not

having access to cryogenic water reach net for soft drinks. This accounts for a large

part of the sales.

Braced accrues plays a critical role in purchasing decisions.

Availability in the chilled from affects the purchase decision. Their has made both

the main consumer of this market which age of 30 mid bellow.

Product differentiation is May low as all the products taste the same. But loyalty is

high in the care of kids and people in the age group of 20 to 30 years..

Consumer are sensitive to the out lay were the purchase of beverages commenced

hence market is

Due to the high cost of soft drinks a lot consumer prefers beverages like tea, coffee,

or other drinks like sherbet..

Purcapita assumption is India is lowest in the worlds at 8 better per compared to go

better in Thailand and 800 better in U.S.A.

Delhi market has highest purcapita consumption in the country with 50 bottles per

annum compared to 5 bottles for the country.

While 75% of the PET bottle consumption is in urban areas the 200ml bottler are

higher in urban areas.

According to NCAER survey 91% of the total consumption of soft drinks in the

country is done by lower, middle and upper clam people.

MARKET CHARACTERSTICKS: -

The soft drink market is highly skewed in term of place of consumption in in

term of regional distribution and soft drink flavors as well as in term of stock keeping unit

(SKU). While 80% of consumption in impulse land out side home 20%comes from

consumption at home

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The market performance is highly regional based while Cola drinks have

arrange flavored drinks are popular in southern states. So are sold largely in southern states

besides sales through bars, western markets have performed towards mango flavor drinks.

Diet coke presently consist just 0.7% of the total carbonated beverage market. It terms of

(SKU)’s the market is skewed towards 200ml which consists around 80-85% pack size. But

a sale of bigger SKU’s like more than 1liter pack size has increased. This has led to

increase in contribution from PET bottler sales up to 75%are in urban areas.

Skewers is in the form of the time of the year when the consumption taken

place most of the sales of soft drinks take place during the summer while just 5 to 6 of total

sales took place in winter. In summer the high season lost for 70 – 75, which contributor

more than 50%of the total yearly sales. Another premolar feature of the markets in that of

positioning and targeting of various brands, while cola brands of Coke is target at teenagers

and is positioned as refreshments for mind and body. Its Thums-up brands is targeting at

people in age group of 12-29years positioned as a thing for adventure giving. Bashful and a

nachos person. Fantail is targeted at customer in preteen age group positioned as fun thing.

Sprite is targeted towards teenagers positioned to convince them to follow their instincts

and net all for false pretence. Maaza is positioned as a finally drink while diet coke is

targeted towards teenagers positioned to convince them to follow their instincts and not to

fall for false pretence. Coke is targeted towards health and figure conscious people

especially teenage girls Pepsi’s cola product is targeted towards youth while the Miranda

and 7up positioned to fun platform and enjoying light movement of life.

MAJOR PLAYER AND MARKET SHARES:-

The Soft Drinks Market In India Is Dominated By The Global Major Pepsi And

Coca-Cola. According To Released by IMBR in the month of JAN-FEB 2003. The

combined market share of all CSD beverages under Pepsi, marinade, orange and lemon and

all Pepsi co beverages have led over coca-cola brands in terms of markets share in the

period. However when contracted by business line coca-cola is official spokes person

designed with there flyovers.

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According to ORG –MARG which tracks market figure for coca-cola brands

put together stands at 58%while declining to provide individual market share of brands

under the company portfolio, coca-cola Indians official spoken person said “we don’t agree

with the figure given by Pepsi PepsiCo. It our turnover of last year was almost doubles

theirs. How can their market share be higher the market share. The starting are obviously

questionable Pepsi official spokes person verified that among cola’s which company close

to70% of the approximately 270million cases CSD markets. Brand Pepsi’s market share

stands at 51% the combined market share of coca – cola and Thums-up stand 49%

according to IMPB. In the carbonated orange segment high account for roughly 15% of the

over all CSD market, the market share for Miranda orange has been estimated at 53%by

IMPB. The market share of coca-cola’s, fanta based in estimated at 47%.In cloudy lemon

segment which accents for roughly 10% of the CSD market coca-cola’s limca brand leads

Pepsi, mirrinda, lemon by huge margin limca has a 75% size in the segment while mirrinda

with 25% .

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COMPANY PROFILE

Coca-Cola Company is a world’s leading manufacturer, marketer and distributor

of non alcoholic beverage concentrate and syrups, with world headquarters in Atlanta,

Georgia. Syrups, concentrates, and beverage bases for the Coca-Cola, the company’s

flagship brand, and over 230 other soft drink brands are manufactured and sold by the

Coca-Cola Company and its subsidiaries in nearly 200countries around the world. By the

contract with Coca-Cola Company or its local subsidiaries, local businesses are authorized

to bottle and sell company soft drinks within certain territorial boundaries. The Coca-Cola

company stock, with ticker symbol KO, is listed and traded in the United States on the New

York Stock Exchange.

COCA-COLA INTO INDIA

After the exit of the Coca-Cola in 1977 from India, Parle has established its reign

over the Indian soil and had been flourishing since, in leaps and bounce. Ramesh Chou Han

and Prakash Chou Han were steering the Phenomenon brands like Thums-up, Limca, Citra,

Gold Spot etc., Soft drink industry was reined by these wizards for a period of two decades.

In the 1990’s came the era of changes, LPG opened up the gates for the biggies to

flood with the competencies. Coca-Cola re-entered India in the year 1993, yet another time.

Prior to the entry to Coca-Cola, Pepsi was doing a cats business and has been eating the

biggest pie of the cake every now and them. It had already established its base and had a

firm hold in the market, things were a big mess for the Coca-Cola, and it had to start all the

way again from the word go, its sail was the toughest and had to bend its back like

Beckham does when he is in the midst of the practice.

Three years after the return to India, the real thing was not happening and was

not proving to be choice of new generation. It was being forced to share the shelf space and

fridge space equally with its arch-rival. As far as mind space is concerned it was the Pepsi

way all the way. The fizz has gone, in a word flat. Coca-Cola has also got the basis of the

bottling strategy tooted as its global competitive advantage has some proof of its vast

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competencies. But here all was wrong with supply chain failing to deliver C.E.O No.1,

Jayadey Raja and Richard Nicholas has failed to deliver.

Then enter, Donald Short a 45 year old Coke lifer, air lifted from his assignment

in Japan to take Coke back where it believes, it belongs to ahead of Pepsi Co. His mandates

“re-establish Coca-Cola on the marketing landscape”. Strategy, operations and partner

management not people. Processes or even profits. Short had gone into minute of selling

and created a template called “the five steps of selling process”.

During his tint in Japan, came to India with the tag line – “do the right thing”

and a vision that encompassed two objectives adaptability and a comprehension of the

needs of the constituents in the Coca-Cola system. Coca-Cola has also integrated its

bottling operations:40 of the companies and 54 bottlers have either signed up a joint

venture partnership or sold out. To finance these acquisitions, the setting up of four

regional anchor-bottlers and aggressive marketing thrust Coca-Cola has planned its Atlanta

plant to invest $550 millions.

INDUSTRY CHANGE:

The soft drink industry is affected by macro environment factors of the industry

that will lead to change. First, the entry/exit of major films is a trend in the industry that

will likely lead to change. More specifically, merger and consolidation has been prevalent

in the soft drinks market, causing some firms to exit the industry and then re-enter

themselves. Several leading companies have been looking to drive revenue growth and

improve market share through the increased economies of scale found through mergers and

acquisitions. One specific example is how PepsiCo acquired Quaker Oats, who bought

Gatorade which will help expand PepsiCo’s energy drink sector (Data monitor, 2005). This

trend has increased competition as firms’ diversification of products is increasing. A

second trend in the macro environment is globalization. With the growing use of the

internet and other electronic technologies, global communication is rapidly increasing. This

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is allowing firms to collaborate within the country market and expand into world markets.

It has driven competition greatly as companies strive to be first-movers. Specifically, the

global soft drink market’s compound annual growth rate (CAGR) is expected to expand to

3.6% from 2004-2009 (Data monitor, 2005);

Third, changing societal concerns, attitudes, and lifestyles are important trends.

In the United States and Europe, people are becoming more concerned with a healthy

lifestyle.

“Consumer awareness of health problems arising from obesity and inactive

lifestyles represent a serious risk to the carbonated drinks sector” (Data monitor, 2005, p,

15). The trend is causing the industry’s business environment to change, as firms are

differentiating their products in order to increase sales in a stagnant market. Thus, the long-

term industry growth rate, the fourth trend, shows low growth in recent years. Since 2000,

the CAGR is 1.5% (Data monitor, 2005). The low growth rates are of concern for soft

drink companies, and several are creating new strategies to combat the low rates.

This leads to the fifth trend of growing buyer preferences for differentiated

products. Because soft drinks have been around since as early as 1798 (American Beverage

Association, 2006), buyers want innovation with the products they buy. In today’s

globalizing society, being plain is not good enough. According to Barbara Murray (2006c).

“The key for all of these beverage companies is differentiation. The giants have new

formulations and appearances. Whatever the strategy, be I a new color, flavor, or formula,

companies will strive to create the greatest brand awareness in the minds of the consumer

in the hopes of crowding out its competitors. “Thus, the last trend, product innovation, is

necessary to combat buyers need for a variety of tastes. Firms are already differentiating by

taste, with the Coca-Cola Company as an example. The firm’s product line includes regular

Coca-Cola, Diet Coke, Diet Cherry Coke, Vanilla Coke, Coca-Cola with Lime, and Coca-

Cola with lemon and many more (Murray, 2006a).

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FIVE COMPETITIVE FORCES FOR COCA-COLA COMPANY:

The soft drink industry is very competitive for all corporations involved, with

the greatest competition being that from rival sellers within the industry. All soft drink

companies have to think about the pressures that from rival sellers within the industry, new

entrants to the industry, substitutes products, suppliers, and buyers.

The competitive pressure from rival sellers is the greatest competition that Coca-

Cola faces in the soft drink industry. Coca-cola, Pepsi Co., and Cadbury Schweppes are the

largest competitors in this industry, and they are all globally established which creates a

great amount of competition. Though Coca-Cola owns four of the top five soft drink brands

(Coca-Cola, Diet Coke, Fanta and Sprite), it had lower sales in 2005 than did Pepsi

Co(Murray, 2006c). However, Coca-Cola has higher sales in the global market than

PepsiCo. In 2004, PepsiCo dominated North America with sales of $22 billion, whereas

Coca-Cola only had about $6.6 billion, with more of their sales coming from overseas, as

shown in Table 4 and Table 5. PepsiCo is the main competitor for Coca-Cola and these two

brands have been in a power struggle for years (Murray, 2006c).

Brand name loyalty is another competitive pressure. The Brand Keys’ Customer

Loyalty Leaders Survey (2004) shows the brands with the greatest customer loyalty in all

industries. Diet Pepsi ranked 17th and Diet Coke ranked 36th as having the most loyal

customers to their brands. Refer to List 15 for the brand loyalty rankings of the various

competitors. The new competition between rival sellers is to create new varieties of the soft

drinks, such as vanilla and cherry, in order to keep increasing sales and enticing new

customers (Murray, 2006c).

New entrants are not a strong competitive pressure for the soft drink industry.

Coca-Cola and Pepsi Co dominate the industry with their strong brank name and great

distribution channels. In addition, the soft-drink industry is fully saturated and growth is

small. This makes it very difficult for new, unknown entrants to start competing against the

existing firms. Another barrier to entry is the high fixed costs for warehouses, trucks, and

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labor and economies of scale. New entrants cannot compete in price without economies of

scale. These high capital requirements and market saturation make it extremely difficult for

companies to enter the soft drink industry; therefore new entrants are not a strong

competitive force (Murray, 2006c).

Substitute products are those competitors that are not in the soft drink industry.

Such substitutes for Coca-Cola product are bottled water, sports drinks, coffee, and tea.

Bottled water and sports drinks are increasingly popular with the trend to be a more health

conscious consumer. There are progressively more varieties in the water and sports drinks

that appeal to different customers’ tastes, but also appear healthier than soft drinks. In

addition, coffee and tea are competitive substitutes because they provide caffeine. The

consumers who purchase a lot of soft drinks may substitute coffee if they want to keep the

caffeine and lose the sugar and carbonation. Specially blend coffees are also becoming

more popular with the increasing number of Starbucks stores that offer many different

flavors to appeal to all consumer markets. It is very cheap for consumers to switch to these

substitutes making the threat of substitute products very strong (Data monitor, 2005).

Suppliers for the soft drink industry do not hold much competitive pressure.

Suppliers to Coca-Cola are bottling equipment manufacturers and secondary packaging

suppliers. Although Coca-Cola does not do any bottling, the company owns about 36% of

Coca-Cola Enterprises which is the largest Coke bottler in the world (Murray 2006a). Since

Coca-Cola owns the majority of the bottler, that particular supplier does not hold much

bargaining power. In terms of equipment manufacturers, the suppliers are generally

providing the same products. The number of equipment suppliers is not in short supply, so

it is fairly easy for a company to switch suppliers. This takes away much of suppliers’

bargaining power.

The buyers of the Coca-Cola and other soft drinks are mainly large grocers,

discount stores, and restraints. The soft drink companies distribute the beverages to these

stores, for resale to the consumer. The bargaining power of the buyers is very evident and

strong. Large grocers and discount stores buy large volumes of the soft drinks, allowing

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them to buy at lower prices. Restraints have less bargaining power because they do not

order a large volume. However, with the number of people are drinking less soft drinks, the

bargaining power of buyers could start increasing due to decreasing buyer demand

(Murray, 2006a).

Porter’s Five Forces Model identifies the five forces of competition fro any

company. The recognition of the strength of these forces helps to see where Coca-Cola

stands in the industry. Of the five forces, rivalry within the soft drink industry, especially

from PepsiCo, is the greatest source of competition for Coca-Cola.

PRODUCT PROFILE

COCA-COLA:

Coca-Cola created in Atlanta, Georgia by Dr.John Smyth Pemberton, was

registered as a trademark in 1887 and by 1895 Coca- Cola was being sold in every state

and territory in the United States. In 1899, the Company began franchising bottling

operations in the United States. Today, Coca-Cola is in virtually every part of the world.

The Company has nearly 400 beverages in its portfolio.

LIMCA:

It’s light and Lemony. This thirst-quenching beverage features a fresh, light

lemon-lime taste and fun-loving attitude. It’s a home-grown, national treasure in India,

where it was acquired by the Coca-Cola Company in 1993. Limca continues to build a

loyal following among young adults who love the lighthearted way it complements the best

moments of their lives. Grab a Limca and go.

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Page 50: Introduction

FANTA:

A favorite in Europe since the 1940’s, Fanta was acquired by the Coca-Cola

Company in 1960. Fanta Orange is the flavor, contributing to about 70% of sales, but other

citrus and fruit flavors have their own solid fan base. Fanta sells best in Brazil, Germany,

Spain, Japan, Italy and Argentina. Fanta distribution was increased in the U.S. in 2001 with

the return of four flavors: Orange, Strawberry, Pineapple and Grape. Orange, the biggest

seller, is now available in most of the countries.

THUMS UP:

It’s a Strong Cola Taste, Exciting Personality.

Thums Up is a leading carbonated soft drink and most trusted brand in India.

Originally introduced in 1977, Thums Up was acquired by the Coca-Cola Company in

1993. Thums Up is known for its strong, fizzy taste and its confident, mature and uniquely

masculine attitude. Thums-up goes with the catchy tag line

Thums up I Want My Thunder.

SPRITE:

It’s a Clear, Crisp, Refreshing soft drink, introduced in 1960; Sprite is the world’s

leading lemon-lime flavored soft drink. Sprite is sold in more than 190 countries and ranks

as the No.4 soft drink worldwide, with a strong appeal to young people. Millions of people

enjoy Sprite because of its Crisp, clean taste that really quenches thirst. Sprite encourages

us to be true to who you are and to obey your thirst.

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Page 51: Introduction

MAAZA:

“Yaari-Dosti Taaza Maaza”

With the real fruit taste kids love, plus added calcium, Maaza’s tagline, “ Yaari-

Dosti Taaza Maaza “ means in Hindi “ Friendship moments with fresh Maaza “. Maaza

was introduced in India in 1984 as a no carbonated mango fruit drink. It was acquired by

the Coca-Cola Company in 1993 and is currently available in three flavors: Mango,

Pineapple, Orange ——plus added calcium.

KINLEY:

Introduced in India in August 2000, Kinley is purified bottled water. In a country

where many people are concerned about reliable drinking water, Kinley delivers a product

that is safe and suitable for consumers and their families. Within ten months of its launch,

Kinley had emerged as India’s number two packaged water and is currently the number

three Coca-Cola product in India. Especially popular among adults who seek a better

quality of life and a healthier lifestyle, Kinley is available in a range of packaging including

500ml, 1 liter, and 2 liter PET bottles, and 5 liter, 15 liter, 20 liter and 25 liter bulk jars for

in- home consumption.

PROFILE OF ATMAKUR UNIT

Atmakuru unit is located amidst the green pastures of Atmakuru Village. The

ambience, hospitality, professionalism & excellence are in tune with the corporate

requirements.

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Page 52: Introduction

ATMAKUR UNIT AT A GLANCE:

Total Area 40 Acres

Built up Area 6 Acres

Green Belt Area 36Acres

Construction Phase I completed 1999

Phase 1 Installed Capacity 36000 cases/day

Construction Phase 2Completed February 2003

Phase 2 Installed Capacity 72,000 Cases/day

Brands Produced Coca-Cola, Thums up, Sprite, Limca,

Fanta, Kinley Soda

Sales Territory Krishna, Guntur, Prakasam

Leading Brands 1.Thums up 2.Sprite

Population under this unit 12 Million (Guntur, Krishna, Prakasm)

No. of outlets 40000 outlets (Approx)

Policies:

Unit Policy: The Company has made it a policy to perpetually update its quality,

productivity, sales, customer satisfaction and environmental friendliness to become a role

model. To achieve this end, Atmakuru unit implements quality systems.

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Page 53: Introduction

Environment Policy: Atmakuru Unit carries out operations in ways that preserve, protect

and enhance the environment in which the employees work.

FACILITY LOCATION:

Abundant water resources.

Tax free zone.

Availability of site for starting up the plant.

National Highway 5(NH-5) connecting Vizag, Kolkatta and Chennai.

Availability of casual labor.

Ever since coke embarked on a new journey in Vijayawada, reaching new

unattained heights has been its persistent endeavor. Erstwhile two operations Guntur and

Vijayawada, after being acquired by coke were merged into a single operation. This

consolidation process started in 1998 and the new merger encountered many challenges

successfully through. A green field project was initiated to meet the KO standards as the

two old parent plants were sub-standard in terms of KO standards. Production commenced

from March 1999. With in the record time of two months it started meeting the complete

market requirements of two territories by May 1999.Since then there was no looking back

as it had become a force to reckon with. Unit strives hard to make improvements as and

when required, to become a forefront runner with its competitors.

Now, we have a single 600 Bottles per Minute line purchased from KHS, Germany. The

utility equipment is sized for two lines and is procured from renowned suppliers. .

KEY SUCCESS FACTERS

Key Factors for Competitive Success within the soft drink Industry branch from

the Trends of the macro environment. Primarily, constant product innovation is imperative.

A company must be able to recognize the consumer wants and needs, while maintaining

the ability to adjust with the changing market. They must keep up with the changing trends

(Murray, 2006c). Another key factor is the size of the organization, especially in terms of

market share. Large distributors have the ability to negotiate with stadiums, universities

and school systems, making them the exclusive supplier for a special period of time.

53

Page 54: Introduction

Additionally, they have the ability to commit to mass purchase that significantly lower their

costs. They must implement effective distribution channels to remain competitive. Taste of

the product is also a key factor for success. Furthermore, established brand loyalty is a

large aspect of the soft drink industry. Many consumers of the carbonated beverages are

extremely dedicated to a particular product, and rarely purchase other varieties. This

stresses the importance of developing and maintaining a superior brand image.

Price, however, is also a key factor because consumers without a strong brand

preference will select the product with the most competitive price. Finally, global

expansion is a vital factor in the success of a company within the soft drink industry. The

United States has reached relative market saturation, requiring movement into the global

industry to maintain growth (Data monitor, 2005).

54

Page 55: Introduction

Finance:

55

Finance Manager

Finance Manager – Working Capital Team Leader 1 – OME & MIS Team Leader 1 - Accounts

Executive 1 - Finance

Executive 3 - FinanceTeam Leader – Taxation

Executive 2 - Finance

Page 56: Introduction

HR:

56

HR – Team Leader 1Executive 1 - HR Welfare Officer

HR – Team Leader 1

Factory Manager

Page 57: Introduction

Sales:

57

GSM

ASM 1 – Vijayawada& Prakasam

ASM 1 - ROKASM 1 – Guntur City ASM 1 - ROG

Page 58: Introduction

TABLE 4.1

TABLE SHOWINGTHE COMPANY HAVING PERFORMANCE APPRAISAL

SYSTEM

ATTRIBUTES NO OF

RESPONDENTS

% OF

RESPONDENTS

YES 48 80

NO 12 20

TOTAL 60 100

INFERENCE: From the above table, 80% of respondent felt that company should have a

performance appraisal system and 20% felt that no need of performance appraisal system.

GRAPH

80%

20%

YesNo

58

Page 59: Introduction

TABLE 4.2

THE TABLE SHOWING THAT EMPLOYEES SATISFACTION AND

DISSATISFACTION LEVEL OF PERFORMANCE APPRAISAL

ATTRIBUTES NO OF

RESPONDENTS

% OF

RESPONDENTS

SATISFIED 32 53

DISSATISFIED 28 47

CANNOT 0 0

TOTAL 60 100

INFERENCE: The above table shows that, most of the people satisfied with current

performance appraisal system53% and 47% people dissatisfied.

GRAPH

5347

00

10

20

30

40

50

60

SATISFACTION DISSATISFACTION CANNOT

%OF RESPONDENTS

59

Page 60: Introduction

TABLE 4.3

THE TABLE SHOWING THAT WHO IS APPRAISE EMPLOYEE PERFORMANCE

ATTRIBUTES NO OF

RESPONDENTS

%OF

RESPNDENTS

SUPERVISOR 32 53

SUBORDINATES 28 47

OTHERS 0 0

TOTAL 60 100

INFERENCE: From the above table shows that 53% of the people agree that superiors and

47% with subordinates and 0% with others.

GRAPH

5347

00

10

20

30

40

50

60

SUPERIORS SUBORDINATES OTHERS

%OF RESPONDENTS

60

Page 61: Introduction

TABLE 4.4

TABLE SHOWING THE BENEFIT OF PERFORMANCE APPRAISAL SYSTEM

ATTRIBUTES NO OF

RESPONDENTS

%OF

RESPONDENTS

GROWTH 24 40

REWARDS 0 0

MOTIVATION 28 47

MISTAKES ARE

CORRECTED

8 13

TOTAL 60 100

INFERENCE: The above table shows that, 47% of the employees feel that motivation is

the only benefit of performance appraisal and 40% of employees feel growth and 13% with

mistakes.

GRAPH

40%

0%47%

13%GrowthRewards

Motivation

Mistake

61

Page 62: Introduction

CHI SQUARE TEST

TABLE 4.4

To test the hypothesis what is the main benefit of performance appraisal system in

Hindustan coca-cola beverages private LTD

Responses GROWTH REWARDS MOTIVATION MISTAKES ARE CORRECTED

No. of workers 24 0 28 8

Ho: not benefit of performance appraisal system in Hindustan coca-cola private ltd

ObservedFrequency

(Oi)

Expected Frequencies

(Ei)(Oi – Ei) (Oi – Ei)2 (Oi – Ei)2 / Ei

24 15 9 81 5.4

0 15 -15 225 15

28 15 13 169 11.27

8 15 -7 49 3.27

Ei = 60/ 4

= 15

Calculated value of 2 = 34.94

62

Page 63: Introduction

Degrees of freedom = n-1

= 4-1

= 3

The value of 2 at 5level of significance at 3 degrees of freedom is 7.82

The calculated value of 2 is greater than the table value.

It is significant. Hence we reject the null Hypothesis Ho

Conclusion:

There fore, we conclude that there is no significance is the main benefit of

performance appraisal system in Hindustan coca-cola beverages private LTD

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Page 64: Introduction

TABLE 4.5

THE TABLE SHOWING THATPROMOTIONS ARE GIVEN BASED ON

PERFORMANCE

INFERENCE: From the above table shows that 53% of respondents are agreed with

promotions made on performance and remaining 47% is not needed

GRAPH

53%

47% Yes

No

ATTRIBUTES NO OF

RESPONDENTS

% OOF

RESPONDENTS

YES 32 53

NO 28 47

TOTAL 60 100

64

Page 65: Introduction

TABLE 4.6

TABLE SHOWING THE PURPOSE OF PERFORMANCE APPRAISAL

ATTRIBUTES NO OF

RESPONDENTS

%OF

RESPONDENTS

ORGANIZATIONAL 24 40

PERSONAL 16 27

T&D 16 27

REWARDS 4 6

TOTAL 60 100

INFERENCE: From the above table shows that, 40% respondents says that performance

appraisal means to improve organizational effectiveness where as 27% of the respondents

says that performance appraisal is to improve personal effectiveness and recommended for

training and development needs and 6% says help in pay adjustments/rewards.

GRAPH

40%

27%

27%6% Organizational

Personal

T&DRewards

65

Page 66: Introduction

TABLE 4.7TABLE SHOWING OBJECTIVE OF PERFORMANCE APPRAISAL SYSTEM

ATTRIBUTES NO OF

RESPONDENTS

%OF

RESPONDENTS

NEEDS 24 40

ROTATION 16 27

PROMOTIONA; 20 33

PUNISHMENT 0 0

TOTAL 60 100

INFERENCE: The above table shows that, majority of respondents i.e.; 40% feels

objective of performance appraisal system is to identify the training needs and 33% of

respondents says to determine promotional opportunity and 27% says that the objectives is

to be effect job rotation.

GRAPH

40

27

33

005

1015202530354045

NEEDS

ROTATIO

N

PROMOTIONAL

PUNISHMENT

%OF RESPONDENTS

66

Page 67: Introduction

TABLE 4.8

ETABLE SHOWING PERFORMANCE APPRAISAL TO CHANGE THE BEHAVIOR

OF EMPLOYEE

ATTRIBUTES NO OF

RESPONDENTS

%OF

RESPONDENTS

YES 48 80

NO 12 20

TOTAL 60 100

INFERENCE: From the above table shows that, 80% of respondents said that current

appraisal system is Yes.20% of respondents said no.

GRAPH

80%

20%

YesNo

67

Page 68: Introduction

TABLE 4.9TABLE SHOWING THAT APPRAISAL SYSTEM USEFUL TO IDENTIFYING

EMPLOYEE ABILITIES

ATTRIBUTES NO OF

RESPONDENTS

%OF

RESPONDENTS

YES 36 60

NO 24 40

TOTAL 60 100

INFERENCE: From the above table shows that, 60% of the respondents said yes because

the company is providing constructive feedback to the employees. By this employees can

identify their abilities. And 40% of employees are said no.

60%

40%YesNo

68

Page 69: Introduction

TABLE 4.10

TABLE SHOWING WHAT BASIS COCA COLA EVALUATING PERFORMANCE

APPRAISAL

ATTRIBUTES NO OF

RESPONDENTS

%OF

RESPONDENTS

BASED ON

WORK

28 47

BASED ON

QUALITY OF

WORK

32 53

TOTAL 60 100

INFERENCE: From the above table shows that, 53% respondents feels based on work,

47% respondents feels based on quality of work.

GRAPH

47%

53%

YesNo

69

Page 70: Introduction

TABLE 4.11

TABLE SHOWING WHAT EMPLOYEE THINKS NEED WHILE WORKING

ATTREBUTES NO OF

RESPONDENTS

%OF

RESPONDENTS

CLOSE 24 40

ALONE 36 60

TOTAL 60 100

INFERENCE: From the above table shows that, 60% of respondents prefer to work alone

to do work while 40% respondents requires close supervision while doing work.

GRAPH

40%

60%

CloseAlone

70

Page 71: Introduction

TABLE 4.12

TABLE SHOWING COMPANY SHOULD CONDUCTED APPRAISAL IN PRACTICE

ATTREBUTES NO OF

RESPONDENTS

%OF

RESPONDENTS

3MONTHS 0 0

6MONTHS 4 7

12MONTHS 56 93

TOTAL 60 100

INFERENCE: From the above table shows that, 93% of the respondents feel that the

appraisal should be conducted for every 12 months and 7% of the respondents feel that it

should be conducted for every 6months.

GRAPH

0 7

93

0102030405060708090

100

3MONTHS 6MONTHS 12MONTHS

%OF RESPONDENTS

71

Page 72: Introduction

TABLE 4.13

TABLE SHOWING EMPLOYEE FEELING ABOUT PRESENT JOB

ATTREBUTES NO OF

RESPONDENTS

% OF

RESPONDENTS

HOBBY 4 7

INTERESTING 12 20

SATISFIED 44 73

TOTAL 60 100

INFERENCE: From the above table shows that, 73% of employees are satisfied with their

present job and 20% feel that there job is interesting and rest of the employees feel their job

as hobby.

GRAPH

7%20%

73%

HobbyInteresting

Satisfied

72

Page 73: Introduction

TABLE 4.14

TABLE SHOWING EMPLOYEES RECEIVE ANY INCREMENT-REWARDS BASED ON APPRAISAL

ATTRIBUTES NO OF

RESPONDENTS

%OF

RESPONDENTS

YES 48 80

NO 12 20

TOTAL 60 100

INFERENCE: From the above table shows that, 80% of employees are said yes 20% said

that no.

GRAPH

80%

20%

YesNo

73

Page 74: Introduction

TABLE 4.15

TABLE SHOWING THAT HOW TO APPRECIATE THE CURRENT APPRAISAL

SYSTEM

ATTREBUTES NO OF

RESPONDENTS

% OF

RESPONDENTS

BETTER 20 33

BETTERWAY 0 0

CLEAR 12 20

SATISFACTION 28 47

TOTAL 60 100

.

INFERENCE: From the above table shows that, 47% of respondents appreciate the

current appraisal system by increasing job satisfaction. Where as 20% of respondents

appreciate it provides a clear communication of employees expectation.

GRAPH

33%

0%20%

47%BetterBetter way

Clear Satisfaction

74

Page 75: Introduction

FINDINGS

It is found that employees are satisfied with the organizations performance

appraisal system.

Observed that employees in the organization receive correct information about their

work to perform well.

Observed that complaints of employees are handled immediately up to maximum

extent.

The study reveals that the training programs are conducted on the basis of

performance appraisal.

Monetary rewards and responsibilities are the most motivating factor for the

employees in the organization.

Observed that employees are satisfies with motivational techniques followed by the

organization.

Observed that employees here work with team spirit and helpful to each other.

From the study it is clear that management inform to their employees about the

change, which are planned.

Observed that creative new ideas are been invited and given preference. Also the

performance appraisal system is helpful in generating new ideas.

It is found that employees in the organization definitely get an opportunity to

develop their skills.

Observed that healthy relationships among employees are been maintained in the

organization.

75

Page 76: Introduction

SUGGESTIONS

The employees feel that even after the appraisal growth to the higher-grade

employees is not taken into consideration.

Some employees feel that practical discussions should be their in order to make the

appraisal process more effective.

The company should quickly respond to the complaints and problems of employees

to improve its relationships and provide confidence among employees.

More training programs should be conducted to produce trained associates for

better performance.

For motivating programs, a balance should be maintained between financial

incentives and non-financial incentives.

Arranging individual meetings, cultural programs frequently may lead employees to

communicate well within themselves that helps them to work as a team spirit.

The main problem faced by employees is that they sometimes get bored with their

routine work. It is recommended to make them busy with creative and challenging

work.

In official meetings or formal meetings superiors should give employees chance to

express their views, ideas and suggestions for better performance.

76

Page 77: Introduction

CONCLUSION

The performance appraisal in HCCB is to be done for determining the promotion,

identifying areas of non performance and for improving the performance of an employee.

The system is effective and the appraisal system is satisfied by most of the employees.

There is no training session is conducted in HCCB employees want to that before the

evaluating process. And they also want performance appraisal should be done quarterly.

The management has to inform and well communicate to the employees regarding various

factors which are used for their performance evaluation .And feedback has to be given to

the employee regarding their performance.

The superiors has to be identify employees non performance areas regularly Then they

have the chance to improve their skills and knowledge.

The superiors has to be identify employees non performance areas regularly Then they

have the chance to improve their skills and knowledge.

77

Page 78: Introduction

QUESTIONNAIRE

1. Whether the company should have a performance appraisal system?

a. Yes

b. No

2. Are you satisfied with current performance appraisal system?

a. Satisfied

b. Dissatisfied

c. Can not

3. According to you who should appraise employee performance?

a. Supervisor

b. Subordinates

c. Others

4. What is the main benefit of performance appraisal system?

a. Growth

b. Rewards

c. Motivation

d. Mistakes are corrected

5. Do you feel that promotions are given based on performance?a. Yes

b. No

6. According to you, what is the purpose of performance appraisal?

a. To improve organizational effectiveness.

b. To improve personal effectiveness.

c. Recommended for training and development needs.

d. Helps in pay adjustments/rewards.

7. What is the objective of performance appraisal system?

a. To identify training needs.

b. To effect job rotation.

c. To determine promotional opportunity.

d. To evolve reward and punishment system.

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Page 79: Introduction

8. Whether performance appraisal will change the behavior of the employee?

a. Yes

b. No9. Is performance appraisal system useful in identifying your abilities?

a. Yesb. No

10. on what basis Coca-Cola evaluating performance appraisal?

a. Based on work

b. Based on quality of work

11. What do you think you need while working?

a. Require close supervisor

b. Prefer to work alone

12. How often appraisal should be conducted in practice?

a. 3 months

b. 6 months

c. 12 months

13. How do you feel about present job?

a. My job is like a hobby to me.

b. My job is interesting to me

c. I am satisfied with my present job

14. Have you receive any increment / rewards based on appraisal?

a. Yes

b. No

15. How do you appreciate the current appraisal system?

a. Opportunities to perform better

b. Task setting will induce people in better way

c. It provides a clear communication of employee’s expectation.

d. It increases job satisfaction

79

Page 80: Introduction

BIOBLOGRAPHY

References:

Human Research Management - Aswathappa

Organizational Behavior - Subba Rao

Website:

www.coc-cola.com

www.historyofbeverages.com

www.googlesearch.com

www.oligopolywatch.com

80

http://www.oligopolywatch.com/
http://www.googlesearch.com/
http://www.historyofbeverages.com/
http://www.coc-cola.com/
Page 81: Introduction

81


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