cross-cultural in HRM
Introduction
In this report, I will reveal that there is multi-cultural conflict problem in Sony’s management, which leads to failure in business. Multi-cultural conflict happens in the field of human resource management within transnational corporation, and could be solved by efficient measure. I will list some suggestions that can save Sony.
Multi-cultural Conflict in Human Resource Management
When Sony stands on the top of the world electronic industry, it is right time for the giant corporation to change own Japanese-style management method. Idei spent whole life to serve Sony, while world-class company was becoming more and more difficult to keep its lead position in the business. He chose Stringer as successor because he believed that different management, different vision, and different culture could bring Sony new power. Unfortunately, pure American management approach cannot save Sony either.
Organization, behavior and cultural have always been inseparable in the study of management. So in a cross-cultural context, the effective implementation of human resources management is more difficult. This makes it necessary to distinguish between the different officers at different times and the psychological characteristic and the objective needs, which can be targeted to work. （GENG Liping） For example in Sony, there were numbers of arrogant hardware engineers who resisted requests to treat software seriously. Even with Kutaragi out of his way, Stringer still could not fire the rest, while these engineers would insist not to share idea or information with him who cannot speak Japanese. It is unjust to comment that Stringer was not suitable for running Sony’s business. He spent lots of energy and time on cutting costs as what he used to do in America. However, he was cooperating with Japanese who were accustomed to the tradition of lifetime employment. Layoff not only made internal tension but also brought him criticism. He might see what his most of
In this report, I will reveal that there is multi-cultural conflict problem in Sony’s management, which leads to failure in business. Multi-cultural conflict happens in the field of human resource management within transnational corporation, and could be solved by efficient measure. I will list some suggestions that can save Sony.
Multi-cultural Conflict in Human Resource Management
When Sony stands on the top of the world electronic industry, it is right time for the giant corporation to change own Japanese-style management method. Idei spent whole life to serve Sony, while world-class company was becoming more and more difficult to keep its lead position in the business. He chose Stringer as successor because he believed that different management, different vision, and different culture could bring Sony new power. Unfortunately, pure American management approach cannot save Sony either.
Organization, behavior and cultural have always been inseparable in the study of management. So in a cross-cultural context, the effective implementation of human resources management is more difficult. This makes it necessary to distinguish between the different officers at different times and the psychological characteristic and the objective needs, which can be targeted to work. （GENG Liping） For example in Sony, there were numbers of arrogant hardware engineers who resisted requests to treat software seriously. Even with Kutaragi out of his way, Stringer still could not fire the rest, while these engineers would insist not to share idea or information with him who cannot speak Japanese. It is unjust to comment that Stringer was not suitable for running Sony’s business. He spent lots of energy and time on cutting costs as what he used to do in America. However, he was cooperating with Japanese who were accustomed to the tradition of lifetime employment. Layoff not only made internal tension but also brought him criticism. He might see what his most of