Sony & Contingency Theory
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Sony Read and reflect on the case study about Sony on page 119 of the course textbook. Consider the CEO's reorganization. What environmental constructs were involved? Why did the CEO have to adapt, control, and reduce uncertainty? Identify the mechanistic versus organic structures and how contingency theory was or was not applied in this case study.
No plagiarism
The page number on the in text citation was wrong on the last one , got a lot of deduction on it
All sources used, including the textbook, must be referenced;
paraphrased and quoted material must have accompanying citations
Your paper should be at least two pages in length, not including the title page or reference page.
MBA 6001, Organizational Research and Theory
Course Textbook Jones, G. R. (2013). Organizational theory, design, and change(7th ed.). Upper Saddle River, NJ: Prentice Hall
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Solution Summary
This detailed solution is APA formatted, with references and responds to case study questions about Sony from Jones book on organizational theory, design and change. It describes Consider the CEO's reorganization and the environmental constructs that were involved, why the CEO had to adapt, control, to reduce uncertainty and defines and identifies the mechanistic versus organic structures and describes if contingency theory was applied.
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Sony hired Sir Howard Stringer as chief executive officer (CEO) to help the company addresses the issues the company was facing. In the 1990's, Sony displayed "engineering prowess to develop blockbuster new products such as the Walkman, Trinitron TV, and PlayStation" (Jones, 2013, p. 118). The company was able to produce new ideas quickly, in a corporate culture that "emphasized communication, cooperation and harmony" (Jones, 2013, p.118). The company was organized by product divisions, without cost controls and little corporate oversight. However, competitors became more agile and innovative, meeting market demands better than Sony. In large part this was due to Sony's organizational approach. While a divisional structure allows teams to focus on their particular products and objectives, there was a general lack of strategic thinking that affected allocation of company resources (Gillikin, 2015). Sony's operating costs were twice as high as competitors and the company was fraught with power struggles (Jones, 2013). Leaders of the different divisions were more interested in their own empires than the company's interests, and the company had become bloated with ...
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