Innovative Management

Innovative Management

Sony is a worldwide organization that has succeeded because of the corporation's persistent adherence to the four functions of management. Another attribute of their success is the company's superb efforts managing internal and external factors in different areas of business. Globalization, technology, diversity, innovation, and ethics are challenges that managed properly spur growth and increase profits.

Dedicating resources to manage proactively challenges arising from globalization reduce negative long term effects that would require additional resources later. Aggarwal (2011) suggests that demographics, technology, and sustainability are key factors to be addressed. Availability of current and future workforce age eligible employees, infrastructure capabilities to satisfy technological advances, and stability of the government in the proposed installation must be addressed prior to advancing plans. Sony did this well when they entered San Diego in 1970.

When Sony Corporation opened a plant in San Diego, California in 1970, it had to manage internal and external globalization factors. A key internal factor was deciding on the structure to use in their emergence in San Diego. The rational structure has proven to be a wise choice. Additionally, executives managed issues arising from the hiring of local staff and technicians and its associated cost.

Hiring new employees promoted a negative competitive environment, employees were more concerned with moving on to higher paying jobs than settling down and refining their technical skills. It was said by Sony managers that the first step was going to be the hardest and most important (Sony Corp Info, 2012). Several external factors required Sony executives to maintain a situational awareness and react positively to economic and political landscapes.

The greatest external factor Sony constantly contends with is the economy. Economic cycles occur worldwide and growth and recession are a part of it. It causes erratic financial change. Because of this economic bust, Sony is vulnerable to taxation and trading restrictions to other countries.

This may even lead to conflict with the government turning the issue into law and politics. In addition, the company maintains healthy social values by producing environmentally sensitive products known as "Green Procurement" and other social contributions. Technology factors maintain Sony at the forefront of development both internally and externally.

Technology keeps Sony expertise flowing. They are not restricted to mere television and computers assembly. The company uses the latest technology and communications systems that enable them to compete amongst the global ranks and within the organization. Innovative technology is important in daily management. It opens barriers into virtual company databases, satellite services, and telecommunication