Organizational culture is the summation of the underlying organizational values manifesting as collective assumptions, attitudes, beliefs, expectations and norms. Grounded in the customs and values of the organizational construct as well as in the experiences and interactions of the people within its walls, culture is the personality of an organization. In order to unravel the complex dynamics of culture within an organization, Edgar Schein offers a theory which categorizes culture into three basic elements, artifacts, espoused values and basic assumptions (Nelson & Quick, 2011).…
Driskill, Gerald W. Organizational Culture in Action: A Cultural Analysis Workbook , 2nd Edition., 2014. Bookshelf. Web. 16 March 2013 < http://devry.vitalsource.com/books/9781452218694>.…
Organizational culture is not a new concept in the world of organizational behavior. Yet despite its age, it still has many varied definitions as well as philosophies on its importance and impact to the success of a company. One definition is that organizational culture is a cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by members of an organization (Greenberg, 2013, p. 368). Greenberg (2013) further explains organizational culture through an analogy of a tree. Organizational culture are similar to the roots of a tree. Roots provide stability and nourishment for a tree in the same manner that culture provides these things for their organization. Another way to think about organizational culture is that it is the unseen and unobservable force that is always behind the tangible activities of an organization which can be observed and measured. (Gundykunst & Ting-Toomey, 1988). “Culture is to the organization what personality is to the individual – a hidden yet unifying theme that provides meaning, direction, and mobilization” (Kilman, Saxton, & Serpa, 1985).…
Denison, D: (2000). Organizational culture: Can it be a key lever for driving organizational change?" in S. Cartwright and C. Cooper. (Eds.) The Handbook of Organizational Culture. London: John Wiley & Sons…
An evaluation of the extent to which organisational culture can be managed must first be given a groundwork definition of ‘culture’ from which management efforts to change this phenomenon can be assessed. A major issue that academics and practitioners alike have faced is this definitional problem. There are a wide range of definitions that can be applied, and in many cases the definition utilised is paired with a most suitable methodology according to the researcher (Burrell and Morgan 1979, Ogbonna 1990 and Smircich 1983). These disagreements on the nature and scope of organisational culture have contributed strongly to the inconclusiveness of research conducted on the subject (Harris and Ogbonna 2000, Lim 1995).…
FORTUNE APRIL 4, 2005 "Inside the Shakeup at Sony,": Sony replaces Nobuyuki Idei, its departing CEO with Sir Howard Stringer in 22 June 2005. The public previously had the impression that either Kunitake Ando (Idei 's previous nomination) or Ken Kutaragi (Mr. Norio Ohga 's favourite) would take over this position. Though Norio Ohga has given his title in 1999 to Nobuyuki Idei, he stills hold the title of Chairman and interferes with daily operation and influenced directors ' board decision. Ohga was first jealous of Idei 's success when Idei gloating launched the PlayStation severely wounding Nintendo and all but exterminating Sega. However, things took an unexpected turn when Sony business plunged facing fierce competitors such as Apple, Samsung. Idei announced his successor as Sir Howard Stringer. The board has consensus that six other insiders, including Ando (President and COO), Idei (CEO) and Kutaragi (PlayStation mastermind) resigned after Howard takes over the helm and Howard would be given authority to nominate his own people. In March 2005, Nobuyuki Idei named non-Japanese and non-engineer Sir Howard Stringer as the next chairman and CEO of the media giant. Previously responsible for U.S. operations, Stringer has demonstrated his leadership ability, having worked with other Sony executives to slash $700 million a year in U.S. overhead costs. Despite his success in the U.S. market, Stringer has a tough road ahead, as he tries to bring Sony into the era of convergence and open communication - without being able to speak the language himself. Nobuyuki Idei said that "Howard 's job is to communicate better and to symbolize that convergence is for real at Sony". Howard will need to seek consultation from other prominent CEOs such as Carlos Ghosn and Lou Gerstner to fight the battle for the better.…
Organisational structure is socially created and bounded by the values, stories, myths, rituals and ceremonies that is influential to the success of an organisation. However problems arise as to whether the studies of organisational culture can be created, measured or manipulated. This is distinguished through the borrowed concept of culture derived mostly from anthropology and sociologists. This theoretical notion underlines the danger, that the borrowed concept of culture can be stereotyped and…
Many articles and books have been written in recent years about culture in organizations, usually referred to as "Corporate Culture." The dictionary defines culture as "the act of developing intellectual and moral faculties, especially through education. This paper will use a slightly different definition of culture: "the moral, social, and behavioral norms of an organization based on the beliefs, attitudes, and priorities of its internal community. Every organization has its own unique culture or value set. The culture of the organization is typically created unconsciously, based on the values of the top management or the founders of an organization.…
From the 1980s there was a great number of discussions of organisational culture as a "source of fresh air" and antidote to attributes of organisational life that merely focus on easily measurable variables. On symposium presented in 1988 at the Academy of Management Conference in Anaheim, California, culture was said to be an important concept that needs long-term attention as it is creates a frame for work being done within organisations'. Healthy organisational culture is vied as a key to improved morale, loyalty, harmony, productivity, and ultimately - profitability.' (Bate 1994).…
In this paper project we want to define organizational culture as it is presented by two theorists, indicate levels of expressions of culture in an organization, and provide specific strategies or tools to modify organizational culture.…
Sony Corporation is originated from Tokyo, Japan. Their name Sony is derived from a Greek word Sonus which means the goddess of sound. They are the leading manufacturer of electronics, and information technology productions which caters for all the end users globally. Their superiority and excellence in electronics makes them one of the most inclusive technology companies in the world. Sony’s slogan is “Sony. Like no other”. In the year 2012, Sonny made consolidated annual sales of approximately $79 billion. Lastly, Sony has 162,700 employees worldwide.…
The culture for Sony appears to be product focused rather than market focused. The Co. is resistant to change and has been too comfortable with past success, resulting in complacency(自满). Sony has benefited from large margins on its consumer electronic products; however, these are increasingly being threatened.…
Sony is a company that was first started in Japan on the 7th May 1946 by Masaru Ibuka and Akio Morita (wiki, 2012). Today, they are a company that is famous worldwide for their electronics, semi-conductors, video games, broadcasting, cable, telecommunication and digital distribution. The PS2, the predecessor to the PS3, is the highest selling console with over 150million copies (wiki, 2012). The PS3 is the 7th generation console along with Wii and Xbox360.…
1957. The next year the company changed its name to Sony (from "sonus," Latin for…
One of the most recognized brand names in the world today, Sony Corporation, Japan, established its India operations in November 1994, focusing on the sales and marketing of Sony products in the country. In a span of 16 years, Sony India has exemplified the quest for excellence in the world of digital lifestyle becoming the country’s foremost consumer electronics brand. With relentless commitment to quality, consistent dedication to customer satisfaction and unparalleled standards of service, Sony India is recognized as a benchmark for new age technology, superior quality, digital concepts and personalized service that has ensured loyal customers and nationwide acclaim in the industry.…