Sony Corporation, traditional management, business environment
Today's business environment is rapidly changing prompting organizations to have agility towards change direction and speed their responses to dynamic macroeconomic elements. Grounding operations for efficiency and existing strategies is not enough for organizations to thrive given the unforgiving business climate. Typically, almost all organizations are changing to retain the relevancy in their target market and guard it against potential invasion from rivals. However, staying ahead of the pack requires crafting and implementing innovative organizational structure – a strategic network – that works in tandem with the traditional management hierarchy, giving it the agility to react to market changes more quickly than ever before (Kotter, Accelerate, 2012). Given that the world is speeding as it erodes existing acquired advantages, establishing strategic networks entails engaging all organizational members to generate a self-accelerating engine for organizations to stay competitive.
Ideally, procedures adopted by most organizations during change management, yield few benefits as they slow down the execution process. For instance, organization employees at the bottom of the execution hierarchies avoid acting without getting permission even when they are fully aware of the required solutions.
[...] Next, generating the vision for change by considering all solution and linking the concepts into one vision that all organization people will grasp and remember easily. This ANALYSIS OF SONY CORPORATION 9 would take the form of developing the short summary which captures the company expected position in the future for the employees embrace intended results for the directives offered by the change team make sense. At this point, communicating the vision frequently would counter the strong competition emerging during the daily communications within the company. [...]
[...] Identification of potential threats through scenario analysis of present and future operations through honest discussions to inculcate urgency energy would avoid bumpy change processes and short term losses for the corporation. Secondly, breaking away from the traditional organization hierarchy in forming powerful coalitions to spearhead changes would create an influential atmosphere as the change coalition is mandated to enhance team performances. Cautious assessment of the weak areas in the change team would ensure the appropriate mix is obtained from various departments and levels. [...]
[...] Likewise, the company is dependent on global suppliers for its production inputs. Since 2005, the company implemented the suppliers' code, later pegged to the Green Partner Environmental Quality Approval Program for supplier qualification to avoid conflict minerals and irresponsible paper procurements (Sony, 2012). This has seen the company reinforce the quality of its products as multifunctional, usable and accessible through the Quality ANALYSIS OF SONY CORPORATION 5 Reliability Lab. The company management has focused on revitalizing its financial foundation for the electronics and entertainment businesses. [...]
[...] (2013, April 2). What happened to Japan's electronic giants? Retrieved September from http://www.bbc.co.uk/news/world-asia-21992700 Brunton, M., & Matheny, J. (2009). Divergent Acceptance of Change in a Public Health Organization. Journal of Organizational Change Management(22), 600-619. BTS. (2013). Sony Empowers Frontline Leaders to Drive Change . Retrieved September from http://www.bts.com/docs/case-studies/bts-sony-frontlineleaders.pdf?sfvrsn=2 Business Wire . (2013, May 22). Sony Corporate Strategy Meeting FY2013. [...]
[...] This arises due to uncertainty of their positions and future promotions. Managers resistance to change may be termed as covert as they passively oppose and more discretely by not championing it or facilitating its implementation (Giangreco & Peccei, 2005). This resistance stems from declining content in their new job status which is less stimulating. Others would resist implementation of changes on humanitarian ground if they are denied revealing confidential information and thus are forced to lie to employees regarding upcoming changes. [...]
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