The paper 'Workplace Change System and Management in Coca-Cola Company" is a good example of a management case study. Technological changes, changes in customers’ tastes, new innovations, and emerging management systems have constantly shifted the organization’ s structures, processes and outcomes. With these, has been a constant change in the business legal environment and relations. While today, most organizations are moving towards a neo-liberal system of management, many industries, which have long historical grounds from Marxism’ s radical approach to the neo-liberal system. The influences of globalization and increase in lobby groups have immensely changed industrial relations in almost all companies across the world.
Originating from Britain, industrial relations movements have swept across many nations across the nations. However, the impact of industrial relations in these nations differs a lot. In the United States, for example, industrial relations have wielded a lot of power in uprooting poor employment systems based on racial segregation and child labour. Industrial relations in the United States are so strong that many organizations have given in to their demands. Contrary, nations like Australia have not to experience the impact of industrial relations since Labour laws hinder their operations (Heery & Bacon, 2008). From industrial revolution times, three major industrial relations have been identified to date: radical, unitary and pluralist.
The radical system is closely tied to industrial relations during Lenin and Marxism. During this time, power was vested upon the capitalists and employees purely acted as the subjects. In record, this was the duration that industrial relations were poorest and marked the birth of workers unions. The neo-liberal society system has come with two major industrial relations; the unitarist and pluralist perspective (Srinivas, 2004). From the word unity, unitarist perspective sees an organization as a family.
Managers and employees are seen as a single units with the same principles, goals and vision.
Heery, E., & Bacon, N., 2008, The SAGE Handbook of Industrial Relations, SAGE Publication: London.
King, K., (2009). Workplace Performance-PLUS: Empowerment and Voice through Professional Development and Democratic Processes in Health Care Training, Performance Improvement Quarterly, 21(4), 55-74.
Kochan, T., Eaton, A., McKersie, P, & Adler, S., 2009, Healing Together: The labor- management partnership at Kaiser Permanente, Cornell University Press: Cornell, NY.
Lasbury, D., & Wailes, D., 2010, International and Comparative Employment Relations, Sage: London
Luria, D., Vidal, M., Wial, H., & Rogers, J., 2006, Full-utilization learning lean in Component Manufacturing: A new industrial model for mature regions, & Labor's stake in its success (Vol. WP-2006-03): Sloan Industry Studies Working Paper
Marschall, D., (Forthcoming), The role of American unions in the institutionalization of workplace learning: Innovations for new work systems and labor movement renewal, In R. Cooney & M., Stuart (Eds.), Trade unions and workplace training: Issues and international perspectives, Routledge: London.
Murray, Eldred, 2008, The Emperors of Coca Cola,Lulu.com:London
Oxford Business Group, 2010, The Report: Turkey 2008, Oxford Business Group: Oxford
Srinivas R., 2004, Human Resource Management in Practice: With 300 Models, Techniques and Tools, PHI Learning Pvt. Ltd., New York.
The Coca Cola Içecek (CCI), 2010, Corporate Social Responsibility Report, Retrieved on 8th August, 2012, from Coca-colaIcecekSR.pdf
Y?lmaz, Argüden, 2011, Keys to Governance: Strategic Leadership for Quality of Life,
Palgrave Macmilla: New York.