In this paper we would like to analyze Sony Corporation within two different countries Mexico and Germany where the company operates. We have chosen this company and these two different countries because Sony Corporation headquarters is in Japan from Asia

3. PLANNING

One major management function is planning. It is by planning that managers decide what has to be done, when it has to be done, how, and who will do it. Huge and well going enterprises always has many plans and Sony is one of them. Talking about workplace injury, improvement plans has been formulated to strengthen safety management. In Europe, senior management launched a joint regional safety project using Sony Six Sigma methodologies, which is based on “statistical methods to define, measure, analyze, improve and control processes for achieving and sustaining operational excellence”. The plan to improve work safety has been created in Sony Europe Center, which was opened in June 2000 in Berlin. It is „home to Sony Europe's corporate headquarters and a significant architectural and cultural addition to the new German capital city“. It reveals that German people are keen to plan and organize. As it was mentioned before, German people organize and structure their life; moreover they plan everything as well. In German culture time is essential thing; it is one of the ways to arrange everything. In Mexico life or any business are conducted not according the clock, but relationships and interactions, which are valued by personal empathy and emotions, not arithmetic and rational as Germans do. Mexicans do plan, but in different way, the way that Germans may not understand. We can see significant differences if we compare Mexican and German negotiations. In Mexico meetings start with friendly charts, they usually do not follow the agenda, because they think every point has appropriate time to talk about it. Furthermore, there is a big probability, that meeting will be hold in a golf-course or during supper-time. While German meetings are more serious and formal. They think that business is a serious thing and there is no reason for jokes or easy chats during the meeting. Seriousness is rightness, not tedium. In contradiction to Mexicans, Germans need to plan and live according to that plan. But we would be wrong if we say that Mexicans are not planning at all. They do plan, but their plans are more flexible to different situations. Moreover, German people are oriented to the final goal more that to all process, it means they are oriented to “doing” action. Mexicans can always wait, because they are oriented to “being” conception.

Considering time perception as the most important aspect in planning, we have to mention Sony Company as a Japanese one. Mexicans planning, use of time and rhythm is multiple, they do many tasks at the same time, they think they can do more like that. The reality is more important than any plans, so you have to adapt to the situation all the time. Germans saves time as much as possible, but they do only one task at particular moment. If they have a plan, they will do everything according to it. Japanese have a cyclical time perception: it is not diverted to the final goal, it do not depend on events or people. Every day we have sunrise and sunset, one season is replaced by another one, so you have to adapt to the time, because you just can not change it. It follows that in Japanese culture and in Sony philosophy we can notice both “being” and “doing” conceptions.

4. CONTROLLING

„Controlling is the continual analysis of actual operations against the established standards developed during the planning process. Controlling requires monitoring the progress of activities, identifying any problems or deficiencies that exist, and then taking appropriate corrective action. For activities that are on target, controlling means insuring their continuation“. Controlling is also different in different cultures. Usually cultures, which are keen to plan, are also controlling more strictly. If controlling process is coherent with individual persons, it also depends on communication in particular culture. For example Germans have very formal communication in their workplace; furthermore as it was mentioned before they prefer to criticize than compliment. So we can assume German controlling process with the same cold spirit as communication and with the same strictness as planning.

Mexican organizing, planning and controlling as well are related to their emotions and personal moods. For that reason they are oriented not so much to the final target: the implementation of the plan, but to the whole process. It is not a big tragedy to Mexican business man if everything is going not very exactly according to the plan. Permissible error is bigger in Mexico than in Germany.

Talking about Sony, we found out that in some cases Sony tries to control as much as possible, especially in general business performance and employees behavior. It has distributed a handbook, titled "Working Principles for Procurement Personnel", to employees in the procurement sections of Sony's Japanese electronics businesses. The rules that are written in this handbook are absolutely according to Japanese culture: “Sony procurement agents-Sony employees engaged in procurement-represent Sony's interests when negotiating with suppliers. To protect the integrity of the process, the procurement agents are not permitted to form personal ties or relationships based on potential personal gain with any supplier. Among other things, this rule prohibits the acceptance of personal gifts or participation in a supplier's business while employed at Sony”. We can notice strong collectivization, which is prominently in character for Japanese culture. Obviously, these rules are not suitable for Germany (individualism dominates) nor for Mexico (negotiations and relationships are based on emotions, not any rules). Sony understands cultural differences; it even promotes the diversity of cultures inside the company. So the handbook is not compulsory to other cultures, but to Japanese culture only.

Overall in controlling case Sony is performing by “doing” conception, but we have to admit that in cultures like Mexican one Sony do not require the same performance as it is planned in Japan. Sony has to adapt, because it is hopeless to force Mexicans to behave according to the handbook "Working Principles for Procurement Personnel", because Mexicans do business in “being” way.

5. LEADING

“Leading is the management function that requires the most use of effective interpersonal skills. Through leading, managers communicate, motivate, influence, and train and develop others to insure the organization's attainment of its goals and objectives. This is the process used by managers to make things happen in the form of tasks”. Considering the leading style approach Germany and Mexico is about the same. Apart from this, there are not a few differences. In Mexico on of the most important factors is considered on maintaining relationship and it is of the peak as well. Priority and interactions, and business dealings involve around this. Often persona relationships are considered more important than the end result of the project. “Since the Mexican society operates in closed circles and wealth is not equally distributed, family and friends are considered more trustworthy than unknown individuals. Therefore it is preferred to deal with them whenever possible. Because of this integrated approach to business and personal relationships, maintaining relationships becomes paramount.”

 In Mexico the management style is more authoritative which is considered in the age, reputation and frequency in the property. Assignments are dictated from the top level and success depends on social and official involvement. Anything is possible if you know the right channels and the knowing the written rules is not as important as knowing the right people.

Moreover, Mexican managers do not follow into inflexible agenda. They consider that are able to deal and discuss negotiation process point when it will be more favorable moment up to them, when it is required to follow the put term. The leadership and management philosophy generally bases on clear – cute rules when addressing the problem do not go immediately to the problem. The sensibility is more important than facts and information.

In Germany leading style is more or less different from that is above Mexico. German manager image is based on performance achievement success but also is not separated from work experience stage, official qualification level. In Germany the property or family name or relationship status does not pay a big role (as it is in Mexico) there is the most important education level and strides.

The generality of German managers is based on the work-to-rule. They like to definite tasks forward to know what to do and what is going to be with them in the nearest future. Managers are used to work a long while until to complete assignments, furthermore, maintaining common attitude they require from their employees the impersonal conformation, and request to follow rules. The communication is more vertical than horizontal. Employees are able to discuss about business idea directly to the top level – top manager.

The major conception is to finish tasks on time and generally the projects are performed due to time.

Considering what states in Mexico and Germany: “being” or “doing” in Mexico dominates “being” and it reinforces the consideration of the importance of relationships and trusts otherwise, in Germany is “doing” and it evidences forward the substantial of the assignments fulfillment.

Leading in Sony enterprise is more cosmopolitan and universal. In this enterprise is dominating “being” according to that fact Sony's top management is more “than willing to join the creative fray, an approach that has inspired unparalleled respect and camaraderie.” In addition, Sony enterprise’s top managers do not see the company as a democratic, but as a very top-down based authoritative and it let to develop a longstanding open-mindedness also it compose the favorable conditions forward movement and adaptation into different countries within different cultures and attitudes. The leading in Sony is based on communication between management and employees whose opinions usually are heard and taken into consideration in major management decisions. Also the company gives its employees greater creative freedom approach forward this strategic direction which employees are encourage to take the initiative. This is rather different from more traditionally – minded Japanese companies. “Sony has always been defined by a strong commitment to corporate social responsibility. This includes policies and programs to ensure strong corporate governance, financial transparency, cultural diversity, employee and customer safety, and sound environmental practices. These policies are at the core of Sony Group's global operations.”

6. STAFFING

        Staffing is framed of recruitment, selection, hiring and training of employees and it is among the skills that become more important as the complexity and overall level of performance. Staffing success also depends heavily on the planning and organizing functions of management and it particularly expands comparing two different countries with separate cultures (in our case Mexico and Germany).

In Mexico (the same as in other management functions stuff) is dominating family and friends relationship cult. Family and friends are often favored as employees as they are seen to be more trustworthy. Promotions are often based on loyalty to the advantaged rather than performance within organization. The relationships are built on trust which can be more important than professional experience. In Germany is substantially different, everything is based on experience and professional conduct and knowledge, and relationship does not play the main role due to promotion or hiring. In Germany the background is the most essential. In Germany is working to become more attractive to skilled workers even comparing not only with Mexico but with other parts of the world.

The employer/employee relationship is much more formal in Mexico, and training is more intense due to the lower education level and turnover. Instructions are carried out literally, so the employer must never assume the employee understands. When the problem is addressing they usually do not go immediately to the problem. The relative education level is different, that’s why it is necessity to build high turnover and training into the system. In Mexico the labor law, cultural aspects and motivational factors are different due to Germany. Germans sometimes look slightly more individualistic. They like to have a clear specification for which they are responsible. Usually the employees want to have their part of the work really being quite clear and being really sort of controllable. They feel uncomfortable if they don't have that part on top of what the team wants. In addition, their conceptions of the work “You are there to do a job - do the job. And later on you can go out and socialize. Business comes before pleasure.”

 Approach to work, Germans are forward to focus on achieving the task at hand. German work culture is quite focused on deadlines if the employee “fail to meet one, you should have a very good reason for it. When arranging meetings you should bear in mind that well-planned working schedules are essential”.

In SONY company the staffing system is favorable both Mexico and Germany. The enterprise aims to build an appealing workplace that inspires the fulfillment of the creative and innovative potential of all Sony employees. Even they set the Sony’s DNA which is considered of creativity, curiosity, professionalism, communication and globalization. Moreover, Sony was one of the first companies to adopt innovative procedures such as internal open recruitment and self-assessment system. Also Sony also seeks to expand the outlook for highly motivated people and accelerate their career development.

It also provides education and training to develop the skills of employees. In addition, Sony applies training program not only for regular employees or just started to work in this company but and to the executive management in Europe to support its long-term objectives in that region. The program provides various training courses for mid-level managers to enhance work practices. In 2003 Sony Group introduced Management Basics, a training program to reinforce the ability of managers to develop the skills of their subordinates. In addition, Sony provides education and training to develop the skills of employees working in different countries and business areas. Sony offers programs designed to satisfy a variety of needs, from the education of the next-generation leaders at Sony University to training aimed at improving the abilities of individual employees.

At the same time Sony is considering the various cultures, common policies and visions while respecting the diverse cultures and practices. The main staffing conception and strategy is: “We want the best people, and we will give them the opportunities to become even better. We value entrepreneurs; we work as a team; we reward excellence, we recognise that talent, creativity and desire are our greatest assets.”

CONCLUSION

It is necessity to understand how people from different cultures think and operate. In addition, It is important to know how to communicate with people from separate countries because of globalization and “the influence of television, people all over the world dress the same, seem the same, but they are not the same. Their history, heritage, language, geography and customs – their culture make them different.” Writing this paper we were introduced with that some cultures are individualistic and others are communitarian. Some are assertive, others are passive and there is not one towardly approach to any of them. We understood that cultural diversity is everywhere and it is very important to understand how to cope with cultural diversity among staffing, controlling, planning, leading and organizing.

In our opinion, Sony succeeded to conform to different cultures and to achieve it, contributed the major purpose to promote harmony with the countries in which it. In addition, all the time the enterprise displays the regard to different cultures and develop a longstanding spirit of freedom and open – mindedness.

Comparing two different countries Mexico and Germany, we found out that in Germany is dominating “doing” and it evidences forward the substantial of the assignments fulfillment. Also their work is forward to focus on achieving the task at hand and on deadlines if the employee fails to meet one, than it should be a very good reason for it. In Mexico is everything more different, there is dominating “being” in this country, as the relationships are considered more important than the end result of the project, the negotiations and relationships are based on emotions, not any rules.

So Sony understands cultural differences; and it promotes the diversity of cultures inside the company. As it is performing by “doing” conception, but we have to admit that in cultures like Mexican, Sony do not require the same performance as it is in Germany.

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SOURCES OF INFORMATION:

1. Richard D. Lewis “Kulturu Sandara”, Alma littera 2002, translated as “When Cultures Collide”, London 2000
2. „Communicating Across Cultures“ Phillip Khan-Pani & Deborah Swallow, UK 2003
3. www.SONY.net

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