Thursday, June 20, 2019

DRIVING THE ORGANISATION - ORGANISATIONAL DESIGN AND DEVELOPMENT Assignment - 1

DRIVING THE ORGANISATION - ORGANISATIONAL DESIGN AND DEVELOPMENT - Assignment ExampleThe point of debate is that whether the organizational strategy is purposely changed to hold to the external environment or the strategy is automatically determined due to external threads, as noted by Hannan and Freeman (1977). Wieck, (1979) agrees with this stance and argues that developing reciprocally exclusive theories relying one single causation, focusing on the origins and elimination of elements such as choice are problematic.This theory buns be put to canvas in Sonys case - we see that Sonys strategic direction was determined by external and inbred factors, and as a result, the external and internal environment was influenced by its direction. Some strategic choices were made due to adaptation, while the others were determined by external forces- both these forces conglomerated to create Sonys strategic direction. This can be better portrayed using a Venn DiagramGiven Sonys position in the market, it can be said that it had a consider of strategic choices although most of these choices were somewhat influenced by the external environment and company terminations, but due to its size and complexity, it was able to achieve its desired outcome with the handiness of multiple choices.According to the work of hall porter (1980), such Companies are able to follow differentiation and focus strategies, choose market niches or segments within the constraints displace down by the environment or alternatively pursue different strategies despite external forces, as stated by Berle and Means (1932).Upon using Porters (1983) analysis of the external environment on Sony, we can understand how the external environment shaped the Sonys strategic direction and how Sonys decision in turn shaped the external environment. The five elements of Porters design includeThreat of New Entrants For Sony, this was a major external force that based their strategic direction, and this is ev ident

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