Cultural Analysis of Sony The weight given to the Japan culture in the formulation of these objectives is quite evident even when we ignore the truth that the corporation was born after the destruction caused by the Second World ar. Mr. Ibuka's apparent vision was that Sony will serve as the contribution he has made to Japan's development, and also that technology was going to be important in the growth of the nation. This is in harmony with the advancement of the nation that the government was looking to achieve at the time.
Defining Organizational Culture:
Organizational culture can be defined in several ways. The definitions that apply to this essay are discussed below. Morgan (1986) defined organizational culture as the development patterns as mirrored by the society's ideology, laws, knowledge system, daily rituals and laws. Schein (1985) says that organizational culture has relations with observed norms, behavioral regularities, policies, philosophies or values, the acceptable behavior and the sense of belonging that an individual has by being part of an organization (p.6,9). An organization's culture is essentially a product of the organization's members. The members are driven to achieve the goals of the organization which in turn has an effect on the organization's life. The data used in this essay has been sourced from secondary electronic and print sources.
The Nature of Sony's Business
Sony is a leading brand in a wide range of electronic products like home entertainment video systems and audio, gadgets for communication, professional electronic and broadcasting devices, PCs, robots and digital cameras. The Japanese corporation has undergone an evolution to become a giant in the electronics business with global operations. This essay explores the organizational culture at Sony and how this culture impedes or promotes Sony's effectiveness. The operations of the company are:
Sony Corporation (Sony Electronics located in the United States),
Sony Computer Entertainment,
Sony Pictures Entertainment,
Sony Music Entertainment,
Sony Financial and •
Sony also manufactures semi-conductors and ranks well in the Worldwide Top 20 Semiconductor Sales Leaders.
The company was founded on May 7th, 1946. The present representative corporate executives at the company are Howard Stringer (Chairman, CEO and President), Ryoji Chubachi (Vice Chairman) and Noboyuki Oneda (Executive Deputy President and CFO) This information is provided by Sony Global (2009).
The Sony Corporation, popularly known as just Sony is a conglomerate with multinational operations with headquarters in Minato, Tokyo, Japan. It is among the world's biggest media conglomerates and records revenues in excess of 7.730 trillion Yen, or $78.88 billion U.S. (FY 2008). Sony's name is derived from a word in Latin that means sound, sonus.
An Introduction to Sony's Culture
Mr. Ibuka envisioned an organization with a very stable environment for work that would encourage visionary engineers possessing great appreciation for the world of technology and technology itself could work to meet their goals and visions and work whole heartedly. To inspire these workers, Mr. Ibuka encouraged them to embrace a spirit of cooperativeness and ensure that they unleashed their technological potential without reserving anything (Sony History). These were the aspirations he had and that he desired to witness in Sony and what set out to create.
The culture in this organization lays an emphasis on a spirit of open-mindedness and freedom as well as a burning need for innovation. The founder crafted such a great vision in the initial Prospectus and so this philosophy has stuck throughout the life of the organization and is exemplified by the employees and witnessed throughout the history of Sony.
Since the inception of the corporation in 1946, it has always produced products so innovative that they will inspire fresh lifestyles. Morita and Ibuka, the founders, inculcated a challenging spirit for the production of products not yet produced and a will to afford excitement and happiness to the population that used the products. This philosophy is in the corporation's DNA and is still going strong even after sixty years.
Life at Sony
Sony's aim is to create a working environment that brings inspiration to its workers and makes them chase fresh challenges so that they expand their potential and realize growth by realizing their innovative and creative potential. The company has always striven to encourage personal development by way of on-the-job education and learning and through the employee's ability to access a number of programs designed to meet varied needs and wants, including the education of the next-generation of leaders in business, skills of ...
To what extent are the initial objectives of incorporation reliable? Mr. Yoshihide Nakamura, Sony's Core Technology and Network Company deputy president, said in an interview that the culture at Sony is a mix of not so very Japanese thinking and Japanese thinking. He says that in a way, they are quite free. They are not pushed to do anything provided they are performing well. The freedom at Sony is tremendous. The innovative are afforded fresh opportunities. Some individuals who might be unsuitable elsewhere can thrive at Sony. These people will be afforded opportunities to attempt to meet their goals (Richard Gershon and Tsutomu Kanayama, 2002).
The Company Strategy
Howard Stringer on joining Sony Global Japan as the new CEO came up with fresh strategies and made use of them in streamlining Sony to be in harmony with the strategies.
First, he checked the core business and competencies of the organization and channeled his energies on the games, entertainment and electronics products. Established in the organization was a strategy for growth that said that the goal of the company was to realize consolidated sales revenue of at least eight trillion Yen as well as an operating profit margin of five percent ( 4% in electronics) at the close of the 2007 fiscal year. The strategy covering the years 2005 through to 2008 of the company was published by NewBlaze.
The strategy to revitalize the company over the three-year window was as given briefly below:
Restructuring of the electronics organization
Eliminating corporate silos and focusing more on competitive expansion and growth
Taking of steps to improve the organizations profit structure
Selling of none-core assets like stock and real estate
Strengthening of the prevailing electronics business of the company
Focus more on the electronics field and ump profitability in the television arm by 2nd half of the year 2006
Launching in the market in 2006 a variety of HD products
Having a focus on interoperable and intelligent products
The development of network-enabled applications and products
Solidifying development of technology
Creating mobile and home platforms
Concentration of investment on important component devices and semiconductors.
Next- Generation Display (OLED)
The enhancement of the development of software
Group convergence strategy
Pursuing mobile entertainment
Establishing of a center for mobile development
Impact of Strategy on Organizational Structure:
On taking over Sony as the new CEO, Howard Stringer formulated strategies for every product the company made. These strategies are listed above in the essay.
Looking at the strategies, it is apparent that he had divided the organization along product lines and every product had its own strategy. The organization structure of Sony followed the same division. This means that the organization is flatter and every division now reports to the head office.
As always in organizations divided in several divisions, the divisions proceed to gain flexibility meaning that they can also do mergers, add divisions or close other divisions. This is true for Sony as its mobile division did a merger with Ericsson to take over the production of Sony Ericsson mobile devices.
It is public knowledge that the music entertainment division at Sony did a 50-50 joint venture with a music group, Bertelsman Music Group, thus changing the name of the division to Sony BMG Music Entertainment. Also, in 2008 August, Sony acquired 50% stake and Sony then renamed the division calling it Sony Music Entertainment.
It is clear that…
The weight given to the Japan culture in the formulation of these objectives is quite evident even when we ignore the truth that the corporation was born after the destruction caused by the Second World ar. Mr. Ibuka's apparent vision was that Sony will serve as the contribution he has made to Japan's development, and also that technology was going to be important in the growth of the nation. This is in harmony with the advancement of the nation that the government was looking to achieve at the time.
Nilay Patel, (2009), 'Sony Posts 1b loss', Engaget. Also available at:http://www.engadget.com/2009/05/14/asus-eee-pc-1008ha-seashell-review-roundup/http%3A%2F2F20092F142F Retrieved: 13 January, 2015.
Sony Corporation, (2002), Sony and the People, Also available at:http://www.sony.net/SonyInfo/csr_report/issues/report/2002/qfhh7c00000dls35-att/e_2002_04.pdf Retrieved: 13 January, 2015.
Sony Corporation, (2003), CSR Report, Also available at:http://www.sony.net/SonyInfo/csr_report/issues/report/2003/qfhh7c00000dlrty-att/e_2003_04.pdf Retrieved: 13 January, 2015.
Richard Gershon and Tsutomu Kanayama, (2002), "The SONY Corporation: A Case Study in Transnational Media Management," The International Journal on Media Management
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