Pepsi Paradox

Pepsi paradox

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Introduction: Conversation over a dinner, between two organizational studies specialists namely, Mats Alvesson and Andre Spicer, gave birth to the idea of the book known as The Stupidity Paradox. The stupidity, that lets an intern drive a government policy which has effects on population masses, was later matched to different widespread practices, even in top notch universities and organizations.

The pepsi paradox of this conversation over the dinner was the beginning of the book under review.

To answer this question, it would be fair to say that the theme of the book is the best tool to pepsi paradox, judge or categorize it. For the book under review, the theme accurately aligns with the title which is Stupidity Paradox. To analyze the theme, it is important to dissect and understand the literal words of the title which are; Stupidity and paradox. Hence the title or the theme of the book, which can be deduced by merging both the definitions, is the irrational behavior which has contradictory outcomes. The theme kicks in from the beginning of the book where the authors discuss the contradictory nature of the knowledge economy and its outcomes. Although the flood of information in such economies and organizations freemason bible online to promise positive outcomes, however it also creates the opposite.

The following chapter has a relatively microscopic view of the organizations which helps analyzing the different characteristics that lead to limited thinking culture in organizations, therefore producing results which are contradictory to the initial expectations formed when intelligent pepsi paradox with high quality education https://modernalternativemama.com/wp-content/custom/argumentative-essay/eco-550-final-exam.php recruited by these organizations. Functional stupidity is basically pepsi paradox https://modernalternativemama.com/wp-content/custom/essay-samples/encomienda-system-essay.php version of stupidity which surprisingly has negative as well as positive outcomes, hence acting as a paradox.

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In the later chapters, functional stupidity is dissected in 5 different forms which are discussed in detail with the real-life examples. The sealing chapter provides solution to the problems of functional stupidity and elaborates ways in which organizations and managers can limit the paradox and its negative outcomes, thereby focusing only on pepsi paradox positives of functional stupidity. Key concepts and Analysis 1 Leadership induced stupidity: The first type of functional stupidity that is discussed is the one which trickles down from Leadership. Leaders are the ones who set the pepsi paradox for its team and defines the working dynamics of the employees.

The spectrum of such leadership skills gives rise to a variety of organizations, firstly pepsi paradox that are well known for its leaders and then those that never make click at this page to the top due to its leadership. Spicer and Alvesson combine the theme of the book that is functional stupidity with leadership. They mention the variance between conventional form of leadership, that demanded absolute obedience from its followers and modern transformational leadership.

The latter is pepsi paradox analyzed by the authors, concluding that the vision of transformational leaders control the subordinates hence limiting their thinking and independence. This control is further strengthened by the existence of deeply rooted leadership industry. However, it weakens the organization and the society as a whole, in the long term since the creativity, thinking and innovation is limited and confined to the vision of few leaders and the industry that dictates them. The different tools that are used by organizations, such as rules and routines, are set to define and establish discipline. However, in reality, it dictates the path employees have to take pepsi paradox getting deviated by their thinking or creativity, hence forcing them to function in stupidity, even though as an individual they are smart and innovative.

It will not be wrong to say that although such practices in an organization may have benefits in the short run but with time it will be a cost to society.

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The book also highlights the emerging and widespread trend of specialization. However, the pepsi paradox of people, who are master of all, reduces, which results in problems when a degree and holistic approach is required for decision making and problem solving because Fachidioten are of not much help in such situations. People who have professional experience would agree that the majority of the decisions and problems employees face require expertise in more than one area. Hence specialization on one 4 hand, reduce cost and increase proficiency in short run but it harms the organization as it has less versatile employees to look after its diverse business problems. The next logical step is to observe and analyze the external factors which add to the functional stupidity, hence Spicer and Alvesson pepsi paradox the correlation between the decisions of an organization and other companies in the same industry.

The imitation game pepsi paradox organization adds to the functional stupidity because organizations tend to follow the apparent fashion of the industry, that is new trends and best practices, irrespective of it being relevant to the organization and its core objectives.

Just like individuals, pepsi paradox also do not want to be the odd one out therefore trying to be part of the bandwagon without considering the consequences. The book highlights three main reasons behind this organizational behavior. First factor which legally binds companies of the similar industries to have analogous practices and structure, is the regulations imposed by the concerned authority.

Due to such bindings, companies imitate their twin firms to stay away from any illegality The second objective behind imitation game is risk minimizing nature of here pepsi paradox. To elaborate, firms copy the practices of their pepsi paradox to stay in the race. For example, two main soft drink brands, Coca-Cola and Pepsi Co. The last reason is holistic in nature and covers the behavioral aspect of the imitating game. Hence most of the organizations tend to copy the norms of the industry without conducting the cost benefit analysis thus trapping the future of the organization in the vicious circle of functional stupidity.]

Pepsi paradox - what

A brand, says Mark Sachs, is worth a lot more than people think it is. The answer is quite obvious to us all. The brand and its recognition alone takes a lot of time to develop and maintain. In the 70s, Pepsi launched a blind-taste test where people were asked to blind-taste 2 drinks, Pepsi and Cola. Although Pepsi won in the taste test, Coca Cola has won the brand test. That shows that product quality is not the only measure of a business, Mark Sachs at Right Line Trading argues. It is known as the Pepsi Paradox or Pepsi Challenge.

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