Henri Fayol five rules of management

Henri Fayol five rules of management can be applied to the Coca-Cola case quite simply: Fayol’s first “rule” is foresight. Coca-Cola “complete[d] a plan of action for the future” (37) by planning to find a leader that could help “Coke recapture its previous growth pace and stock value without Goizueta’s legendary leadership.” (W-7) Fayol’s second rule is organization. Coca-Cola took care of this rule of management by being “very sensitive to local market conditions.” (W-7) They used bottlers that were local or one’s not entirely owned by the Coca-Cola Company. This allocation of local bottle companies “provide[d] and mobilize[d] resources to implement [Coca-Cola’s] plan.” (37) The next of Fayol’s rules is command. Coke implemented this rule by selecting Douglas Daft to take over as chairman and CEO in 2000 for Douglas Ivester. After being appointed CEO, Daft constructed a new executive management team consisting of just ten persons. This made management of the company more efficient since there were fewer jobs to worry about and fewer resources needed to do these jobs. The fourth rule of Fayol’s model is coordination. Coke had a major problem after introducing New Coke. They solved this problem by refraining to put out new products until they were certain that it would prosper. They resisted the temptation to follow the latest trend and used the motto “If it ain’t broke, don’t fix it.” When Coca-Cola finally felt ready to put out a new product they introduced Vanilla Coke and non-carbonated beverages to appeal to a broader range of consumers. Finally, Fayol’s last rule of management was control. To keep the company on track with the plan, Daft appointed twenty-four division and operations presidents to make sure the aims of the company were being upheld and attained.

2. Consider the following quote from Coca-Cola’s statement on diversity: “We embrace our commitment to diversity in all its forms at The Coca-Cola Company as a core