Running head: ORGANIZATION CULTURE 1Organization CultureStudent’s Name:Institution Affiliation: Course:Instructor:Date:ORGANIZATION CULTURE 2Organization CultureOverview of Coca-Cola CompanyThe Coca-Cola Company is the leading known manufacturers of soft drinks in the world operating in over 200 countries, where they deal with more than 500 brands of nonalcoholic beverages. Coca-Cola stands as the most valuable brand, globally. The rise of Coca-Cola started in May 1886, where its growth is evident during prosperity and depression, war and peace, and during the economic boom and bust (Renz & Vogel, 2016). The Coca-Cola company grew in great fame during the 1990s due to its successful management team and being the core of the brand building. The company operates brands worth 15 billion dollars, especially the top five soft drinks such as Coca-Cola, Sprite, Diet Coke, and Fanta.Additionally, the company markets and licenses other beverage brands, especially sparkling drinks, including energy and sports drinks, water, ready-to-drink teas and coffees, and juice drinks. The United States host the Company headquarters, with about 40 percent of the revenue generated from the same country. The mission of the company is to refresh the world through creating inspiring moments of happiness and optimism, make a difference, and create value (“Purpose & Company Vision | The Coca-Cola Company”, 2020). The company believes that success is attainable through ensuring there are a variety of options for customers to fulfill the needs, desires, and lifestyle choices. The existing four strategic priorities set by the company,which include driving beverage leadership, generate long-term growth, utilize their balanced geographic portfolio, and accelerate innovation. The growth facilitates the merging of the company with other companies such as Monster beverages, Vitamin Water, Fuze beverages, and Minute Maid Brands.ORGANIZATION CULTURE 3Overview of Monster Beverage CorporationMonster Beverage Corporation (MNST) is located in California, with its primary production being alternative beverages. The category of such alternative beverages includes sports drinks, juice cocktails, energy drinks, noncarbonated ready-to-drink iced teas, coffee drinks, juice and fruit beverages, lemonades, and ready-to-drink dairy. Monster Beverage has made a total of more than ten billion energy drink sales within the last 12 years, making it the second-largest producers of energy drink. The Monster Energy brand was launched in 2002. The company revenue in 2002 was 92 million dollars, which grew to 2.25 billion dollars by 2013. Over the years, the company adopted aggressive advertising campaigns, maintained a strong portfolio of energy drinks, and continued innovation, thus maintaining the leadership position (Bailey, 2015). Forbes magazine listed the company as number 15 in the most innovative companies in the world. The Red Bull GmbH and Moster Beverage have a market share of about78 percent in the US energy drink consumption.Steps to Unify the Company CultureThe culture of an organization determines the right way to behave while conducting activities within the organization. The culture comprises shared values and beliefs formulated by leaders where are later reinforced and communicated through different methods to shape employee behaviors, perceptions, and understanding. The context of everything an organization is dealing with is formulated through organization culture. For example, Coca-Cola and Monster Beverage may have a significant difference in their operations; hence there is a need to formulatea culture template that can support the merging of both organizations. Therefore, there exist different steps necessary for building a strong foundation in the organization.ORGANIZATION CULTURE 4Step 1 – Evaluate the current performance and culture: the organization needs to set critical performance priorities such as profitability, growth, customer satisfaction, among others. Also, there will be a need to outline the value/behavior strengths and weaknesses to evaluate what has been limiting the organization from attaining full potential considering the already defined performance priorities (Mierke & Williamson, 2017).Step 2- Outline the initial company vision: improvement of results requires the definition of the vision based on the performance priorities outlined in step 1 as a way of building a cultural advantage through supporting the value/behavior strengths and upgrading the weaknesses (Mierke & Williamson, 2017).Step 3- Outline values and expected behaviors: the outlined weaknesses within the organizations will need the definition of supporting expected behaviors that will ensure the operations are within the values set.Step 4 – Clarify strategic priorities: The organization needs to share and define the actionable strategic priorities focusing on as a way of attaining the performance priorities set within the initial vision (Mierke & Williamson, 2017). For example, if growth is the performancepriority, attainment will be possible through revised sales strategies, new products or services, growth with current customers, or applying other strategies. The big picture should be clear to each employee.Step 5 – Engage team in the definition of smart goals: there is a need to implement extensive prioritization and feedback as a strategy of developing objectives that affirm each strategic priority. Goals definition should follow a strategy that matches with expected behaviors for addressing the weaknesses outlined earlier. All levels of the organization need goalORGANIZATION CULTURE 5translation so people to understand the impact they provide to the organization through their goals and measures (Mierke & Williamson, 2017).Step 6 – Clarify and track key measures: the overall measures have a small number that requires definition as they support some performance priorities outlined. The organization may benefit from one “unifying metric,” which is highly visible despite lacking direct influence form some employees.Step 7 – Outline the management system for maintaining priorities and goals: the status of priorities and goals in most organizations is monitored and tracked through a system. There is a need for adjusting such reviews to capture the attention and additional time on the top performance priorities, including the value/behavior shifts (Mierke & Williamson, 2017).Step 8 – Manage