Task 5. Fill in the gaps with proper non-finite forms of the verb
| There are many ways ________ an organisation. For example, a structure may _________ around: · function: reflecting main specialisms e.g. marketing, finance, production, distribution · product: reflecting product categories e.g. bread, pies, cakes, biscuits · process: reflecting different processes e.g. storage, manufacturing, packing, delivery. Organisational structures need to ________ _______ aims. They involve __________ flexibility of decision making, and the sharing of best ideas across the organisation, with appropriate levels of management and control from the centre. Modern organisations like The Coca-Cola Company, have built flexible structures which, wherever possible, encourage teamwork. For example, at Coca-Cola Great Britain any new product development (e.g. Coca-Cola Vanilla) brings together teams of employees with different specialisms. At such team meetings, marketing specialists clarify the results of their market research and testing, food technologists describe what changes to a product are feasible, financial experts report on the cost implications of change. The Coca-Cola Company has a corporate (Head Office) segment that is responsible for ______ the Company an overall direction and ______ support to the regional structure. Key strategic decisions at The Coca-Cola Company are made by an Executive Committee of 12 Company Officers. This Committee helped _____ the six strategic priorities set out earlier. The Chair of the Executive Committee acts as a figurehead for the Company and chairs the board meetings. He is also the Chief Executive Officer (CEO) and as such he is the senior decision maker. Other executives are responsible either for the major regions (e.g. Africa) or have an important business specialism e.g. the Chief Financial Officer. As a company whose success rests on its ability _______with local consumers, it makes sense for The Coca-Cola Company _________ into a regional structure which combines centralisation and localisation. The Company operates six geographic operating segments - also called Strategic Business Units (SBUs) - as well as the corporate (Head Office) segment. Each of these regional SBUs is sub-divided into divisions. Take the European union, SBU, for example. The UK fits into the Northwest Europe division. This geographical structure recognises that: · markets are geographically separated · tastes and lifestyles vary from area to area. As do incomes and consumption patterns · markets are at different stages of development. At a more local level the management of The Coca-Cola Company involves a number of functional specialisms. The structure of Coca-Cola Great Britain combines elements of centralisation and decentralisation. Divisions and regions operate as business unit teams, with each Director ___________ to the General Manager, i.e. Division President. However, there is a matrix structure for each function e.g. the Finance Director in the GB Division reports to the GB President, but also to the Finance Director of North West Europe Division. In addition, functions within the Company operate across geographical boundaries _______ best practice. _______ another example of local decision making at a regional (local) level the various SBUs are responsible for region-specific market research, and for _________ local advertising, e.g. ________ the languages of the countries in which The Coca-Cola Company operates. A major region like Great Britain has its own marketing structure. Structuring an organisation is not only about _______ internal relationships, it also involves external ones. The Coca-Cola Company has built well-structured relationships with a range of external groups ________ bottling partners. People often assume that The Coca-Cola Company bottles and distributes its own beverages. For the most part, it does not. The Company's primary business consists of __________ and _______ beverage concentrates and syrups - as well as some finished beverages - to bottling and canning operations and other distributors. | structure build design meet combine give provide shape connect organise report share take develop use organize include manufacture / sell |
III. VOCABULARY EXERCISES