Organizational Excellence And Change At Pepsico

The open system leaves the door open for better communication. The open system focuses on the organization and the external possibilities while the closed focuses on internal possibilities when problems occur. The open system is influenced by the environment, which also causes weaknesses in the structure since every day there is change. Environmental changes cause organizational changes. The close system in an organization shows organized structure and order, however, lack structural mobility (“Open Versus Closed Systems,” n.d.).

Open systems perspective also suggests that organization's efficiency is equally important to it's success. An organization is efficient when it produces more outputs with less then normally required inputs, and when it's internal subsystems have good coordination among them. But this is difficult in reality. Because there are some negative elements in subsystems such as miscommunication and hostilities, which undermine efficiency of organization. These elements cannot be eliminated as subsystems of an organization are also open systems and organization gets affected by them also. (McShane & Steen, 2012, p.6)

Today workforce and the nature of work itself is changing in most organisations like as Coca Cola Company. Coca cola is a manufacturer of non-Alcoholic beverages which is known as coca cola drinks. The headquarter of coca cola is located in Atlanta, Georgia of United States of America (Coca-Cola Journey n.d.). This organisations is requires for making changes through product and strategies which based on the consumer expectations and external environment. For instance are developing new products like diet coke and coca cola zero and also change the advertising strategy. In fact, the change has creates tension and fear among people because of increased competition, increase responsibility and losing of jobs (D’ortenzio 2012). Therefore, this paper will argues the factor most affecting change management and effect of culture on change implementation in Coca Cola Company.

Complex organizations can offer different challenges while trying to move toward the same collective goal. In terms of the education industry we will consider all the stakeholders involved to be our organization at hand. Lee G. Bolman and Terrence E. Deal in their book, Reframing Organizations (2008) point out that, “complex organizations [have] made most human activities

Bolman and Deals four frames of organizations (1997) provide a foundation to determine how an organization functions and examine how operating within a certain frame may benefit or adversely affect an organization. In analyzing PepsiCo as an organization through Bolman and Deal?s (1997) frames of organizations the key elements of the structural and human resource frames as well as a review the Strengths, Weaknesses, Opportunities, and Threats that may affect Pepsi Co as an organization will be addressed.

This collectivistic phenomenon of leadership, as some are calling it, involves multiple individuals divesting in leadership roles over time both formal and informal relationships, thus creating a paradigm shift (Cullen-Lester & Yammarino, 2016). With this change, theories emerge recognizing collectives as complex relational systems. Theories of shared leadership, collective decision making, complexity theory, flock leadership, the social construction of leadership, sensemaking, and social exchange and entrainment are examples of the diverse collective leadership concepts emerging for success. Cullen-Lester and Yammarino (2016) state that collective leadership is a required capability in facing increasing complex workplaces, business challenges, and social problems; for which, collective and networking leadership are changing academia and practice.

I found it scary to think and yet very true when Gandolfi and Stone (2016) discussed in a rather recent article that leadership is so crucial that not only can organization or communities suffer from poor leadership but also even our society as a whole can experience a huge negative impact. The importance of leadership in an organizational setting is to motivate individuals to complete a common goal. There are several leadership styles and it is a good idea that we view various models in order for leaders to get a better understanding how to involve those working alongside other colleagues thus allowing everyone to move forward together and accomplish set goals for an institution (Volckmann, 2012). A few examples include, Behavioral Approach, Path-Goal, and, Situational and thinking

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

The rise in knowledge work has encouraged a new view of leadership. Complexity leadership theory assumes that organizations are less like mechanistic machines, which can be controlled using directive leadership, but rather organizations comprising of dynamic groups with interdependent relationships (Best, 2014). Complexity leadership requires a paradigm shift from traditional leadership. Knowledge is powerful, and creating a shared sense of knowledge and cultivating this throughout the organization, rather than a few leaders with the knowledge is required in leading a complex adaptive system (Best, 2014). This paper analyzes macro, meso, and micro level leader interactions in leading complex adaptive organizations; an analysis of traditional and complexity leadership theories, with a mix of traditional and complexity leadership applied to a large knowledge worker based multinational education company.

Steven H. Appelbaum Faculty of Commerce and Administration, Concordia University, Montreal, Quebec, Canada Normand St-Pierre Canadian Imperial Bank of Commerce, Montreal, Quebec, Canada William Glavas Pratt and Whitney Canada, Montreal, Quebec, Canada

Organizational change is significant to an organization as it can change the success of an organization, remove specific job practices or functions, alter policies and procedures, and change the way an organization operates (managementhelp.org). Organizational change efforts should improve the performance of an organization as well as the people in the organization (Campbell, 2014).

The work of Bloodgood and Morrow (2003) argues that strategic change is best viewed as a multidimensional phenomenon that consists of various degrees of environmental structure and internal conscious awareness." (Bloodgood and Morrow, 2003) Organizational change does not involve acquisition of new resources only but also involves the reconfiguration of the resources with already existing resources. As well, organizational change is not just business as usual but involves reconfiguration of existing resources. Therefore, it can be understood that there are newly acquired and existing resources that the organization must address in implementation of change. Knowledge can divided into two types, tacit and explicit. It is reported that many organizational activities "involve varying degrees of both tacit and explicit knowledge." (Bloodgood and Morrow, 2003) Tacit knowledge is described as knowledge that "cannot be codified and expressed to others." (Bloodgood and Morrow, 2003) Explicit knowledge is described as knowledge that can be codified and expressed to others. It is reported that the strategy of implementing Total Quality Management across the organization is more dependent on explicit rather than tacit knowledge. (Bloodgood and Morrow, 2003, paraphrased) Prior to organizational change a force-field analysis which is described as an analysis that is "deceptively simple and can be used to help plan and manage organizational change."

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

When PepsiCo expanded its market globally, it also expanded into the food industry- which, in 2010, accounted for 45% of the company's revenue in the U.S. (Reuters, 2010). With the company expanding the way it was, organizational changes needed to happen. In 2012, the company announced a new organizational structure in which divisions were created on the two variables of business and