本篇英国paper代写范文-“Sony” Case Study Journal讨论了索尼在变革管理方面的案例。这表明，企业和组织结构的战略会随着市场竞争的转变，管理手段在改革中可能发挥重要作用。要推动改革革命，关键的手段就是加强限制力以外的驱动力。本篇英国paper代写由51due英国代写平台整理，供大家参考阅读。
Introduction
This journal aims to discuss the case of Sony in terms of change management. It demonstrates that the strategy of a corporation and organizational structure change in response to the market competition, where the means of change management may play important role in reform. To promote the reform and revolution, the key way is to enhance the driving forces beyond the restraining forces in very means.
Body
As the Sony’ first western CEO – Stringer, he carried out a series of policies to turn around Sony.
Under the umbrella of Sony United, a substantial restructuring of the electronics division was imposed to eliminate the “Network Company” system and replace it with a more centralized Electronics Business Group.
It worked in some extent and the electronics segment achieved a 5.2% operating profit margin, which can be due to Stringer’s strategy.
As for the opportunity and difficulty for the Blu-ray, adding value to games and imaging products are the parts of growth strategy by Stringer. And according to Lewin’s theory, the driving force here is the trend of digital technology. The Blu-ray shows great advantage in the data storage, which is welcomed by market. However, the tough competitors such as Apple and Nintendo took powerful offensive in the game market nibbling a numbers of market shares from Sony.
Poor communication is one of the terrible at Sony.Undoubtedly, the network company structure makes contribution to the specialization and market reflection in a quick way. But its shortcoming is apparent and deadly.
He also went over budget for the development of PS3 without notifying String, and the European launch had to be postponed due to a shortage of some critical components.
CEO had extremely little information about the key divisions and they had considerable right of autonomy. It makes Stringer a mere figurehead in some way. What’s worse is that it is difficult to carry out cooperation between the divisions and implement feasible supervision of them. To improve this situation, Kutaragi resigned and passed the touch on to the next generation, which is able to strengthen the concentration of Sony.
The long history at Sony has pros and cons. Tremendous accumulation of technology and experiences give competitive edge, but the organizational structure becomes rigid, which is urgent to be changed. Amanda Edwards (2015) has stated that the dynamics and competitive landscape have changed. The pace of innovation across all the business in which we compete has changed. So Sony too must change. Obviously, Stringer has realized the old organizational structure at Sony, the network company style is not suitable for the innovation demands nowadays.
Stringer is the tour guide in the change management at Sony. According to Kotter, the steps to change management is to establish a sense of urgency, develop a vision and strategy, communicate the change vision, generate “short term wins”, anchor the new approaches in the culture and so on. To be honest, Stringer really made it. As it can see, he known the necessary of change beyond all the people among the company because he realized the dynamics and competitive landscape have changed. Besides, he has made great progress in the communications among the divisions and made Sony become centralization. In addition, the profit margin of company has increased after a series of policies. Last but not least, he never gave up the legacy at Sony trying to integrate and reinvent it so as to fit in the information age. However, though Sony got certain achievement by the end of FY2007, it remained some troubles during the process. One of it is the ideas of change are different, which places barriers on the way of reform.
Insisting to advance the reform is the main task for Stringer and Sony. “Stringer further reorganized the electronics division into two major groups – the Consumer Products Group and the Network Products and Services Group.” In this way, Sony can have a better knowledge of customer’s demand and cater them appropriately. Besides, to strengthen its technology, Sony promote the relationship with Toshiba cooperating in the high-tech area.
Conclusion
Sony struggled for many years. The more than 60 years legacy at Sony once supported it development but it is urgent to change management style now. Stringer carried out lots of policies in order to restructure Sony, which made some progress in some extent. However, the reform is still on the way.
Reference
Atsushi Sumi and Marcus Schuetz, 2011. Is Sony turning around?. The university of HONG KONG.
Amanda Edwards, 2015. New sony ceo may signal strategy change. The Associated Press.
要想成绩好，英国论文得写好，51due英国代写平台为你提供英国留学资讯，专业辅导，还为你提供专业英国essay代写，paper代写，report代写，需要找论文代写的话快来联系我们吧。
Introduction
This journal aims to discuss the case of Sony in terms of change management. It demonstrates that the strategy of a corporation and organizational structure change in response to the market competition, where the means of change management may play important role in reform. To promote the reform and revolution, the key way is to enhance the driving forces beyond the restraining forces in very means.
Body
As the Sony’ first western CEO – Stringer, he carried out a series of policies to turn around Sony.
Under the umbrella of Sony United, a substantial restructuring of the electronics division was imposed to eliminate the “Network Company” system and replace it with a more centralized Electronics Business Group.
It worked in some extent and the electronics segment achieved a 5.2% operating profit margin, which can be due to Stringer’s strategy.
As for the opportunity and difficulty for the Blu-ray, adding value to games and imaging products are the parts of growth strategy by Stringer. And according to Lewin’s theory, the driving force here is the trend of digital technology. The Blu-ray shows great advantage in the data storage, which is welcomed by market. However, the tough competitors such as Apple and Nintendo took powerful offensive in the game market nibbling a numbers of market shares from Sony.
Poor communication is one of the terrible at Sony.Undoubtedly, the network company structure makes contribution to the specialization and market reflection in a quick way. But its shortcoming is apparent and deadly.
He also went over budget for the development of PS3 without notifying String, and the European launch had to be postponed due to a shortage of some critical components.
CEO had extremely little information about the key divisions and they had considerable right of autonomy. It makes Stringer a mere figurehead in some way. What’s worse is that it is difficult to carry out cooperation between the divisions and implement feasible supervision of them. To improve this situation, Kutaragi resigned and passed the touch on to the next generation, which is able to strengthen the concentration of Sony.
The long history at Sony has pros and cons. Tremendous accumulation of technology and experiences give competitive edge, but the organizational structure becomes rigid, which is urgent to be changed. Amanda Edwards (2015) has stated that the dynamics and competitive landscape have changed. The pace of innovation across all the business in which we compete has changed. So Sony too must change. Obviously, Stringer has realized the old organizational structure at Sony, the network company style is not suitable for the innovation demands nowadays.
Stringer is the tour guide in the change management at Sony. According to Kotter, the steps to change management is to establish a sense of urgency, develop a vision and strategy, communicate the change vision, generate “short term wins”, anchor the new approaches in the culture and so on. To be honest, Stringer really made it. As it can see, he known the necessary of change beyond all the people among the company because he realized the dynamics and competitive landscape have changed. Besides, he has made great progress in the communications among the divisions and made Sony become centralization. In addition, the profit margin of company has increased after a series of policies. Last but not least, he never gave up the legacy at Sony trying to integrate and reinvent it so as to fit in the information age. However, though Sony got certain achievement by the end of FY2007, it remained some troubles during the process. One of it is the ideas of change are different, which places barriers on the way of reform.
Insisting to advance the reform is the main task for Stringer and Sony. “Stringer further reorganized the electronics division into two major groups – the Consumer Products Group and the Network Products and Services Group.” In this way, Sony can have a better knowledge of customer’s demand and cater them appropriately. Besides, to strengthen its technology, Sony promote the relationship with Toshiba cooperating in the high-tech area.
Conclusion
Sony struggled for many years. The more than 60 years legacy at Sony once supported it development but it is urgent to change management style now. Stringer carried out lots of policies in order to restructure Sony, which made some progress in some extent. However, the reform is still on the way.
Reference
Atsushi Sumi and Marcus Schuetz, 2011. Is Sony turning around?. The university of HONG KONG.
Amanda Edwards, 2015. New sony ceo may signal strategy change. The Associated Press.
要想成绩好，英国论文得写好，51due英国代写平台为你提供英国留学资讯，专业辅导，还为你提供专业英国essay代写，paper代写，report代写，需要找论文代写的话快来联系我们吧。
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