Organizational behaviour - Assignment Example

It is a progression of sorts that keeps on happening. At Sony, this has meant that the company has understood its objectives and gone ahead with accepting them through the corridor of time and availability of resources at its end. Over the years, Sony has faced monumental losses in terms of finances and increasing competition from some of the bigger players in the technological business. Sony’s problems were broad and deep, which asked for a better understanding in terms of the change process which had to be brought in.

The change that has essentially come in has accounted for a thinking amendment in terms of realizing that Sony existed as a powerhouse which is not the case anymore. Samsung and Apple – the two rivals of repute have usurped its market share which is simply an unacceptable awakening for Sony. The change process has therefore been negative for Sony more than anything else (Covin, 1999). What is needed now is a change that shall set things right, and that too within quantifiable proportions. Also the restructuring done within Sony amounted to heavy losses, which was another exercise in futility for the company.

The profits which had poured in the recent years were not coming up like historical trends and the losses were immense. This has meant that Sony needs to change its course of action and that too within acceptable proportions. The determination to make change a success was destined for Sony, especially after Stringer wanted it to be implemented across the board. For this, he devised the policy of a central decision making authority for some of the key areas under Sony. Sony’s Electronics division was earmarked for this and Stringer decided to go ahead with it.

He also played his role well within the development of the corporate culture which was deemed as an important entity (Heath, 1994). This was a change of sorts for the organization since the corporate culture decides the relevant course of action and highlights where the business can exceed the expectations that the stakeholders have of it. Since its products were top of the line and had made a name for their own selves over the years, it was only significant that Sony developed a corporate culture which could resonate well with the products that were being manufactured under its aegis.

One should believe that these small incremental changes as well as the huge amendments are for the betterment of Sony at large. If a third party is appointed to oversee the change process, it will be able to fathom the kind of success that change shall eventually be able to bring in. The different types of change that Sony is planning for now are indeed focused on the right track and there is an effort to set things right. Also the incorporation of Stringer within the change methodologies is one that banks on trust and a will to do something inherently right.

After evaluation of changes at Sony is done, one finds that these changes bank on the experience of Stringer and how he wishes to take the company forward (Senior, 2006). Also his expectations from the people who matter the most within the organization is straightforward and depends on whether or not they would be able to manifest their truest selves when the need so arises. Fortunately, the need arises on a consistent basis which keeps everyone in the loop as far as change management and deployment avenues are concerned.

One must not forget