Coca-Cola

Systematically

monitors professional development and development of its employees. Rewards individuals who distinguish themselves with exceptional business results. Attract and retain best employees who will responsibly and successfully complete their tasks. Encourages and develops the innovative and creative approach towards business of the employees. Quality motivation and rewarding system to understand employees needs. Regularly conducts quantitative and qualitative research on employee satisfaction.

 Differentiated financial and non-financial incentives. Financial incentives include rewards for innovative solutions, rewards for employees of the quarter based on their achievements, annual and quarterly incentives for the realization of goals. Non-financial motivational incentives include personal development, the chance to achieve full potential, and the chance to be promoted. Coca-Cola is very proud of encouraging internal promotions, education, recognitions, achievements, challenges and responsibility, while also providing additional benefits for the employees.

TOYOTA ORGANIZATIONAL CULTURE

Toyota

represents one of the top automobile manufacturers. Toyota boasts that their, "integrity, passion, and innovation extend beyond vehicle manufacturing. Practices the formula that started all back in 1957. Hiring people not as employees but as individuals, which has set bar for corporate achievement. Understands that people possess different strengths and abilities that have benefited the individual through exploiting as many possible talents in one area, thus creating greater opportunity for growth within the corporation. Toyota's diversified employment approach births the new ideas.

 Toyota's top ten official business strategies is to recruit the best and brightest, thereby creating new opportunities for partnerships. Toyota believes in being ethical in the business. Top management believes in diversification and through that diversification representing many faces at Toyota i.e. minorities. Toyota quotes, "We also believe in helping people improve the quality of life in their communities. We work with organizations, schools, universities, and other businesses to support programs that help make our world a better place."

Google
Its really the people that make Google the kind of company it is. They hire people who are smart and determined, and they favor ability over experience. Although Googlers share common goals and visions for the company, we hail from all walks of life and speak dozens of languages, reflecting the global audience that they serve. And when not at work, Googlers pursue interests ranging from cycling to beekeeping, from frisbee to foxtrot. They strive to maintain the open culture often associated with startups, in which everyone is a hands-on contributor and feels comfortable sharing ideas and opinions. In weekly meetingsnot to mention over email or in the cafeGooglers ask questions directly to other execs about any number of company issues. Offices and cafes are designed to encourage interactions between Googlers within and across teams, and to spark conversation about work as well as play.

Nokia
The Nokia Way-emphasizes the speed and flexibility of decision-making. Equality of opportunities and employee participation. Nokia Values are Customer Satisfaction, Respect, Achievement, and Renewal. Making things that suit best for customers. Randomly responding to the change in customer needs. Teamwork; A feeling of family. Freedom for creativity with minimal rules and regulations. Be in the right place at the right time. Continuous refocusing on the Goal. Believes in innovation and creation. Greater emphasis on informal work culture. Provides an opportunity to its employees to grow personally.