Q Sony Please submit 2-3 page paper here. Your paper should be in MLA format with the questions incorporated into the paper. Please do not submit your paper with question and then answers underneath. You will receive an zero for grade until the correct format is submitted. Sony’s “Gaijin” CEO is Reorganizing the Company Sony emphasized communication, cooperation, and harmony among its company-wide product engineering teams. Sony’s engineers were empowered to pursue their own ideas. However, Sony’s dominance in the market decreased in the 2000s. One reason for this was that Sony’s organizing approach tempted its product divisions to protect their own personal empires and divisions’ goals and not those of the whole company. Stringer became the CEO of Sony in 2005 and he was faced with the problem of reducing costs. Divisional leaders had seized control of Sony’s top-level decision-making authority. Stringer adopted a directive style and replaced the divisional leaders. He promoted younger leaders and took charge of the company’s struggling core electronics group. Stringer’s efforts have paid off by 2010 but a debacle in 2011 caused huge losses. 1. What pressures and forces from the environment led Stringer to change the balance between centralizing and decentralizing authority at Sony? 2. How would you describe Stringer’s approach to organizing? Is he seeking to create a more mechanistic or organic structure, or what kind of balance between them?