¶ … Resistance to Change Within Sony Corporation
propose strategies that the current CEO Howard Stringer can Ilise to try to manage this resistance
Morgan identified eight organizational perspectives that can be used as frameworks for organizational resistance. In the case of Sony Corporation, the CEO Howard Stringer faced resistance when he tried to introduce the western way of management. The employees resisted the changes, and this brought about many other issues. Using Morgan's organizational metaphors, Howard Stringer could have managed to overcome this resistance. The machine view suggests that employees will operate as expected, work by following laid out procedures, and operate like clockwork. Using this metaphor, Howard could have initiated top-down commands that employees would have to follow (Muller et al., 2010). This metaphor works by reducing waste, increasing efficiency, and product standardization. At Sony Corporation, this metaphor might not work since most of the work is not repetitive, or simple.
The CEO could have changed the organization to become an organismic organization. Organismic organizations focus on inter-organizational relations, innovation, and have more design choices. Emphasizing on relations between the organization and its environment would have allowed the employee resistance to reduce. Once the employees were able to use their skills and understand their importance they would embrace the new changes. Sony Corporation was struggling to survive in the electronics industry. The introduction of the iPod dealt a big blow to the company's walkman, which meant that the...
Leadership and Changing Environments at Sony Continually challenged both by environmental factors and a strong resistance to change internally, Sir Howard Springer faced daunting obstacles in turning around Japanese conglomerate Sony. The case study and myriad of industry analyst and media analyses of Sony during the time period of 2005 to 2009 concentrate heavily on the external factors that Sony contended with during this turbulent time in their corporate history. The
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1). Crane (2007) further asserts her perspective that the lack of success has a lot to do with a lack of formalized structure and the tendency to hire within the family even when those hires are not a good fit. Crane (2007) echoes much of what the others have said about success in family businesses requiring consistent, honest communication, transparency, and outside advice. Evaluation Karolyi Gymnastics Camp In 1981, Bela Karolyi and
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