索尼的企业文化概述英文版.docx
- 文档编号:24952519
- 上传时间:2023-06-03
- 格式:DOCX
- 页数:7
- 大小:18.84KB
索尼的企业文化概述英文版.docx
《索尼的企业文化概述英文版.docx》由会员分享,可在线阅读,更多相关《索尼的企业文化概述英文版.docx(7页珍藏版)》请在冰豆网上搜索。
索尼的企业文化概述英文版
TheculturedifferencesbetweenSonyandB&O
Thefocusofourcomparativeanalysisliesontwomultinationalcorporationscompetingwithinthebusinessofaudio-videoequipment.ThetwocorporationsaretheJapanesecompany,Sony,andtheDanishcompany,Bang&Olufsen(B&O).Thesetwocorporationswerechosenprimarilybecausethetwowereinthesamebusinesswhichsetsthebasisforourcomparison.Secondly,wefeelthattheJapaneseandtheDanishcultureappeartobeverydissimilar.Finally,wechosethetwobecauseoftheaccessibiliyofusefulinformationregardingthem.
AsSonyandB&Oareinthesamebusiness,onecandiscusstosomedegree,thatthesetwocompaniesarecompetingforsamecustomergroups;Sonyishighvolumeorientated,whereasB&Oisusingastrategyoffocus.B&Oisdifferentiatingitselfbyofferingdistinctiveproductswithfocusondesignthatappealtohigh-scalecustomers.Althoughthetwocompaniesarenottargetingonthesamemarket,theirbusinessenvironmentissimilarintheaspectthattheybothproducehighqualityaudio-videoequipmenttargetedtotheglobalmarket.Becauseofthedistinctdifferenceinnationalbackgroundsofthetwoanddespitesomewhatdifferentmarketingstrategies,webelieveitwillbeinterestingtocomparethetwo.
Powerdistance
Thefirstdimensionina"natural"culture,calledPowerDistance,indicatestowhatextentthesocietyacceptsthatanorganizationsiscontrollingthepower,andtheorganizationisdistributingthispowerinitsparticularway.Thisbeliefisreflectedinthemindsofbothpowerfulaswellaslesspowerfulmembersofthesociety.Thedimensioncanbeconsideredasthedegreeofinequalityamongpeopleinacountrythatis"accepted"bythepeopleofthatspecificcountry.Thisrangesfromrelativelyequaltoextremelyunequal.Wehavechosenthefollowingexamplesasextremeexamplesofhowthemindsetofthesocietyofacountrycouldbe.Thisisassaid"theextremes,"therefore,almosteverybodyshouldfitintosomewherebetweenthetwoextremes:
Table2.1:
ThePowerDistanceDimension
SmallPowerDistance
LargePowerDistance
Superiorsconsidersubordinatestobepeoplelikeme.
Superiorsconsidersubordinatestobeadifferentkindofpeople.
Thepowershouldbelegitimateandissubjecttothejudgmentastowhetheritisgoodorevil.
Powerisabasicfactofsocietythatantedatesgoodorevil.Itslegitimacyisirrelevant.
Thewaytochangetheasocialsystemistoredistributepower.
Thewaytochangeasocialsystemistodethronethoseinpower.
ThescoresforthePowerDistancedimensionarerespectively;20forDenmark’sconcern,and54forJapan.Hofstedehascategorizedtheresultsoneverydimensionsofthecountriesintothefollowingthreecategories:
high,mediumandlow.Onethirdsofallthecountriesisrepresentedineachcategory.TheresultsinthePowerDistancedimensionputsDenmarkintothecategoryoflowPowerDistanceculture,althoughDenmarkisneartothecategorycalledmediuminwhichJapanispresentlyrepresented.
Theproblem-formulationlistedfivehypotheses.ThehypothesesareourexpectationspertainingdifferencesintheHRMapproachofSonyandB&O.ButhowexactlywillthesedifferencesrevealthemselvesinrelationtohumanresourcemanagementintherespectivecompaniesandHofstede’sfivedimensions?
OurfirsthypothesisexpectsthepowerdistanceinSonytobelargerthanthatinB&OWeassumethiswillrevealitselfbythefollowingcharacteristics:
∙Sonyhasahigherpaydifferentialsbetweenbossandemployees.
∙Sonyhasmoreformalrelationshipandformalcommunication.
∙B&O’semployeesgenerallyhavemoreinformalrelationshipwiththeiremployer.
Individualism
Theseconddimensionisindividualism.Itconcernsthedegreetowhichpeopleinacountryprefertoactasanindividualorasamemberofagroup.Theoppositeextremetoindividualismiscollectivism.Collectivismischaracterizedaslowindividualism.Inacollectivist-orientedcultureonelearnstorespectthegroup.Itistypicallyfamily,organization,orclanthatservesasaplatformforagroup,andonelearnstorespectthemembers.Oneexpectsagrouptoprotectthemselvesasitsmembers.Asamemberofacollectivisticculture,onedifferentiatesbetweenin-groupmembersandout-groupmembers.Incountrieswithaindividualisticculture,oneiseducatedtothinkofoneselfas"I"insteadofasapartof"we."Onelearnshowtostandonone’sownfeet,andaccordingly,feelsaverylowloyaltytothegroup.Ontheotherhand,onealsodoesn’texpectthatthegroupwillstandupforoneinretuen.TheextremesontheIndividualism-collectivismdimension,inanegotiationperspectiveisdescribedinthefollowing:
Table2.2:
TheIndividualismDimension
Collectivist
Individualistic
Friendshiparepredeterminedbystablesocialrelationships,butthereisneedforprestigewithintheserelationships
Theneedisforspecificfriendship
"We"consciousnessholdsway
"I"consciousnessholdsway
Thereisemotionaldependenceofindividualonorganizationsandinstitution
Thereisemotionalindependenceofindividualonorganizationsandinstitution
ThereisalsoadifferencebetweentheIndividualismdimension.Denmarkhasscored75onthisdimension.AsDenmarkisconsideredasa"highindividualculture,"DenmarkdifferedsomewhatfromJapanwhichonlyscored46,whichindicatedamediumcollectivisticculture.
Inrelationtoourhypothesis,thevaluesofB&OcomparedwiththatofSonyismoreindividualistic;weexpectfollowingfindings:
∙Sonyis,toahigherextent,lookingforpotentialemployeeswithteamwork-skills.
∙TheonetimeannualhiringdonebySonycreatesabelongingtoagroupofacertaingroupyear.
∙Bonusandsalaryarebasedonseniorityanddepartment-andcompany-performance.
∙B&O’ssalaryarebasedonindividualperformance.
∙Training-sessionsinSonytrytocreateteamworkbyexcursions,partiesetc.
∙Sonytrytooccupytheiremployeesintheirsparetime.
Masculinity
Thethirddimensioniscalledmasculinity,anditsoppositepoleisfemininity,justasthecollectivismwastheoppositepoletoindividualism.Thedimensionexplainstowhatdegreethe"tough"values(masculinevalues)prevailsoverthe"tender"valueswhichareassociatedwiththeroleofwomen.The"tough"/masculineculturalvaluescoversuchareasasmoney,assertiveness,performance,successandcompetition.The"tender"/femininevaluesarevalueslikequalityoflife,maintainingwarmpersonalrelationships,service,acarefortheweak,andsolidarity.Althoughrolesofwomenandmendifferfromcountrytocountry,themasculinesocietiesarecharacterizedbythelargerdifferencesbetweentheroleofmenandwomen.Themostrelevantandextremepolesonthemasculinityarelistedbelow:
Table2.3:
TheMasculinityDimensions
Feminine
Masculine
Sexrolesinsocietyaremorefluid
Sexrolesinsocietyareearlydifferentiated
Peopleandenvironmentareimportant
Moneyandthingsareimportant
Onesympathizeswiththeunfortunate
Oneadmirethesuccessfulachiever
ThemarginbetweenthescoresforDenmarkandJapanonthemasculinityrevealsalargedifferenceinrelationtothisparticularcategory.Thescoreis17forDenmark,indicatingoneofthemostfemininecountries,whereasJapanisthemostmasculinecountrywithascoreof95.
AssumingthatthevaluesofSonyismuchmoremasculinecomparedwiththatofB&O,byputtingthisintotheperspectiveofHRM-strategiesitcouldrevealitselfbyfollowing:
∙InthemanagementinB&Othereisahigherpercentageofwomen
∙WomeninSonyarenotrecievingthesameamountoftrainingasthemalecounterparts.
∙WomeninSonyaregettingalowersalarycomparedtotheirmalecounterparts
∙MenandwomenareprovidedinB&Oequalopportunitiesforpromotion
∙Sony’semployeevaluesalaryasthemostimportantmotivator
∙CompetitionwithinSonyistougherthaninB&O
∙Sonytriestocreateamorecompetitiveatmospherewithinthecompany
UncertaintyAvoidance
Thefourthdimensionislabeleduncertaintyavoidance,andreferstotheextenttowhichpeoplepreferstructuredvagainstunstructuredsituations.Astructuredsituationisonecharacterizedbymanyrules,andanindividualemployeealwaysknowswhathe/sheshouldbehaveandwhatisexpectedofhim/herinaspecificsituation.Therulescanbewrittenorunwritten,similartotraditions.Themainthingisthatindividualsareawareoftheserules.Countrieswhichscorehighonuncertaintyavoidancehavemuchnervousenergytowardstheunknown.Countrieswhichscorelowonthedimensionconsistsofpeoplethatarecharacterizedasmore"easygoing".Aweakuncertaintyavoidancecanbecharacterizedasmoreflexibleculture.
Table2.4:
TheUncertaintyAvoidanceDimension
Weakuncertaintyavoidance
Stronguncertaintyavoidance
Theuncertaintyinlifeismoreeasilyacceptedandeachdayistakenasitcomes.
Theuncertaintyinherentinlifeisfeltasacontinuousthreatthatmustbefought.
Deviationisnotconsideredthreatening;greatertoleranceisshown
Deviantpersonsandideasaredangerous;intoleranceholdssway
Thereisamorewillingnesstotakerisksinlife
Thereisgreatconcernwithsecurityinlife
TheUncertaintyavoidancedimensionindicatesalargedifferencebetweenDenmarkandJapan,andperhapsultimatelybetweenSonyandB&O.Denmarkiscategorizedasalowcertaintyavoidancecountry(ascoreof26)andJapanfallsunderthelabelofhighcertaintyavoidancecountries(ascoreof92).
TheHRMpoliciesinB&OisreflectingalowerdegreeofuncertaintyavoidancethaninSony.SomeareasofHRMthatweareabletomeasurealowerdegreeofuncertaintyavoid
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 索尼 企业文化 概述 英文