please answer each question in 50 words each

B in practice Motivating people in organisations Coca-cola Amatil (CCA) is one of the largest bottlers of non- alcoholic drinks in the Asia-Pacific region, and is also one of the top five international bottlers of Coca-Cola. Currently CCA's head office is located in Sydney, Australia, where coal is listed under the Australian Securities Exchange. CCA is also one of Australia's Top 50 listed companies, having a market capitalisation of over AUD$8 billion. This has been achieved through manufacturing, selling and distributing a diversified product portfolio, including carbonated soft drinks, water, sports and energy drinks, fruit juice, flavoured milk, coffee and packaged ready-to-eat fruit and vegetable products. CCA also sells and distributes the premium spirits portfolio of Beam Global Spirits & Wines, which include products such as Canadian Club and Maker's Mark. CCA's major shareholder-the Coca-cola Company- owns 30 per cent of CCA's shares and has two directors on CCA's eight-member board of directors. CCA has more than 15000 employees across five countries-New Zealand, Australia, Fiji, Indonesia and Papua New Guinea. The present illustration focuses solely on CCA New Zealand (CCANZ). Joan Mather, the national Human Resource Manager, Organisational Development, i CCANZ, takes a proactive approach to employee motivation. An engagement survey conducted annually, and from 2013 a smaller version called a 'pulse survey' will be rolle out every six months. CCANZ believes strongly that high employee engagement enable improved performance. This is achieved through analysing the results of the surveys i combination with regular analysis of training requirements. Joan is able to gauge the need: of CCANZ employees, not only in terms of motivation, but also in terms of the hard and soft skills required by staff to perform their duties. By addressing these needs, as well as by taking into consideration future requirements, CCANZ is able to directly motivate staff with team- building events. It also endeavours to equip staff with the tools and skills they need to go about their jobs efficiently, which in turn affects employees' job satisfaction, as well as their motivation levels. FOCUS QUESTIONS 1. Which theories of motivation discussed in this chapter are applied by CCANZ? 2. What are the basic underlying assumptions adopted by CCANZ to motivate its staff? 3. How would an engagement survey provide information on key motivation issues in an organisation such as this one? 4. What additional strategies would you suggest that CCANZ undertakes to maintain high levels of work motivation among its employees? Scanned with CamScanner