Introduction
One of the world’s leading manufacturers for the consumer and business industries in audio, video, communications, and information technology is Sony Corporation. The main objective of this business venture was to build a facility that emphasized creativity and open-mindedness that, in the end, through technology, will aid in global production and development. The zeal of Sony, which claims to be accomplishing innovative solutions, is actually represented by this motto. The introduction of smartphones and tablets, as well as other new companies entering the market, have caused significant changes and intense rivalry in the electronics sector in recent years. Additionally, the company had to deal with the consequences of the global financial crisis, which saw a sharp decline in discretionary expenditure and an erosion of profit margins (Sony & Naik, 2020).
The company’s two primary areas of success will be examined in this article. Effective leadership is the first of these, and it helps a business succeed and become more competitive. The second factor is the organizational structure, which guarantees that organizational efficiency is achieved within the business.
Discussion
The achievement of the shared objective of a company’s success depends critically on the leadership of capable and well-trained leaders. When it comes to formulating and expressing new strategic directions, as well as persuading staff to improve devotion to the organization’s goals, leaders are indispensable (Al-Malki & Juan, 2018). This guarantees organizational effectiveness and equips you with the skills to handle challenging circumstances and stormy times.
Companies affiliated with Sony Electronics are aware that turbulence and unpredictability are now commonplace in their sector. They are aware that inspiring teams to succeed requires strong and effective leadership. To make sure of this, Sony asked the whole senior management of both businesses to help develop the idea while keeping in mind shifting business priorities (Sony & Naik, 2020). Additionally, the company provided them with time to pause, think, and collaborate in order to choose the best course of action while continuing to hone their leadership abilities (Yamaguchi et al., 2022).
In order to address the changing environment and the necessity for leaders to energize and guide their employees in testing situations, Sony has concentrated its leadership initiatives on capacity building (Sony & Naik, 2020). Collaboration is also viewed as essential as Sony’s businesses cooperate to realize its shared vision and goal. Department heads find it beneficial to get to know one another more personally and meet their peers who can assist them in succeeding with less organizational bureaucracy.
Organizational effectiveness can also be achieved by different means and methods. The key to organizational effectiveness is choosing the most appropriate strategies and approaches for the desired outcome. For instance, using human resources can help develop new corporate strategies while also increasing organizational performance. The objectives of the organization are impacted by HR experts because they are crucial in the employment of new personnel. Understanding the different professionals and their positions within the company, as well as how to enhance their skills or make use of certain talents, is necessary for an organization’s effectiveness (DiMaggio, 2019). Technology-based tools are also crucial to a company’s effectiveness and efficiency. Sony has embraced this philosophy, which is evident in its corporate structure and culture.
Sony Corporation adheres to an inclusive organizational structure. The business places a high priority on increasing awareness and provides its staff with a range of educational opportunities. The business thinks that putting in place a corporate social responsibility (CSR) structure will be more beneficial to its growth. To help employees succeed in their particular fields of work, Sony provides training programs that will acquaint them with the CSR system (Yamaguchi et al., 2022). She produces periodicals on the CSR structure’s components in order to aid the entire Sony team in developing a deeper understanding of social responsibility. The corporate structure of the business is centered on functional groups whose primary duty is to satisfy market demand (Sony & Naik, 2020). Instead of rushing to produce every single product currently on the market, Sony concentrates on what customers could want.
Companies typically struggle to find qualified candidates because of the pressure placed on workers to deliver results. As a result, workers try to accomplish more in less time and become exhausted. The effectiveness of the organization suffers as a result. However, Sony’s design implies that people can make an effort to have more energy. In order to allow staff members to focus on their rights, Sony has established a number of procedures, such as delaying email for an hour or two each day (Yamaguchi et al., 2022). The close coordination between the various production and distribution levels is a crucial component of organizational effectiveness (DiMaggio, 2019). Sony makes sure that the organization’s management fosters an environment where employees feel valued and heard.
Conclusion
The conclusion from the case study of Sony can be drawn that organizational effectiveness and committed leadership are essential elements for a firm. It became clear that the business is always enhancing the techniques being used. The most efficient organizational structure, which is an inclusive dimension, served as an important illustration. By letting workers take their time while working, the executives of this organization were able to exercise effective leadership. To raise employees’ vigor and drive, they have devised best practices. Additionally, the business trained staff members in energy management, which contributed to its success.
References
Al-Malki, M., & Juan, W. (2018). Leadership styles and job performance: A literature review. Journal of International Business Research and Marketing, 3(3), 40-49.
DiMaggio, P. (2019). Cultural aspects of economic action and organization. In Beyond the marketplace (pp. 113–136). Routledge.
Sony, M., & Naik, S. (2020). Critical factors for the successful implementation of Industry 4.0: a review and future research direction. Production Planning & Control, 31(10), 799-815.
Yamaguchi, S., Almuhtadi, W., Chung, J. M., Moeller, R., & Kao, W. C. (2022). IEEE Consumer Technology Society Awards Presented at ICCE 2022. IEEE Consumer Electronics Magazine, 11(2), 9-11.