厦门太古可口可乐有接近2/3的员工分布在全省各地不同分支构，不同分支机

厦门太古可口可乐有接近2/3的员工分布在全省各地不同分支构，不同分支机构主管的个性及管理风格迥然不同。尽管公司早已清晰地定义了在公司不同层级需要什么类型的管理者和领导者，且提供相关的系列课程来帮助各级主管。但具体落实到日常管理中，仍会出现种种问题：粗暴式管理、情绪化管理、拒绝承担责任、不尊重和信任员工、可以但没有为员工做的包括：未给予员工辅导和发展帮助，未给予及时的肯定和鼓励，未支持员工的参与等等。

結果 (英文) 1:

Xiamen Swire Coca Cola distribution close to 2/3 staff in different branches throughout the province, and various branch managers have diverse personalities and management styles. Although the company has clearly defined the different levels in the company needs what type of Manager and leader, and offers courses to help managers at all levels. Implementation to ongoing management, there will be problems: rude management and emotional management, refuse to take responsibility, lack of respect for and confidence in employees, but did not include his employees: employee counselling and development has been given help, timely recognition and encouragement has been given, do not support employee involvement, and so on.

結果 (英文) 2:

Xiamen Swire Coca-Cola, nearly two-thirds of employees in different branches of the structure across the province, in charge of the different branches of personality and management style is very different. Although the company has already clearly defined in the company's different levels of what type of managers and leaders, and provide relevant courses to help managers at all levels. But the concrete implementation of the daily management, there will still be problems: rude management, emotional management, refused to take responsibility, respect and trust are not employees, but not for the staff can do include: development and coaching staff did not give help, not to give timely recognition and encouragement, not to support employee engagement and so on.

結果 (英文) 3:

Xiamen Taigu Coca-Cola nearly 2/3 employees located in the province around the different branches, different branches of the competent personality and management style is totally different. Although the company has clearly defined what type of managers and leaders at different levels of the company needs, and to provide relevant courses to help executives at all levels. But specific to the implementation of the daily management, there will still be many problems: rude management, emotional management, refused to take responsibility, respect and trust of employees, but does not include staff can do: employee counselling and development did not give timely help, affirmation and encouragement is not given, did not support the participation of employees etc..