The Business of Communication within the Sony Corporation of America


Sony Corporation of America, based in New York, NY, is the U.S. subsidiary of Sony Corporation, headquartered in Tokyo, Japan. Sony is a leading manufacturer of audio, video, communications, and information technology products for the consumer and professional markets. Its motion picture, television, computer entertainment, music and online businesses make Sony one of the most comprehensive entertainment and technology companies in the world. Sony's principal U.S. businesses include Sony Electronics Inc., Sony Computer Entertainment America LLC, Sony Pictures Entertainment Inc., and Sony Music Entertainment. Sony recorded consolidated annual sales of approximately $78 billion for the fiscal year ended March 31, 2010, and it employs 167,900 people worldwide.

Business Demographics

Every business has got the problems of communication. In business demographics the national and international communications are the main barriers. Below I have listed some of the communication barrier that is suffered in business.

The Digital Content Distribution System (DCDS) from Sony provides a robust and highly scalable architecture for retailers, corporations and public and private institutions to create manage and distribute targeted digital signage presentations.

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According to Gene Savoie, vice president of sales and marketing for the professional services group of Sony Electronics' Business Solutions and Systems Company, DCDS is designed for on-demand corporate training and employee communications, as well as point-of-sale and point-of-information applications that reach consumers when they're in the store - and ready to make a purchase.

"With DCDS, organizations can take full advantage of the emerging medium of digital signage and help grow their business," Savoie said. "For instance, a clothing retailer can focus on selling sweaters in Michigan and swimsuits in Florida. A grocery store can sell advertising space on its in-store digital signage networks with products appealing to specific geographies. Or a company can distribute the same training video to all of its employees at multiple remote locations throughout the country.

Organizational Goals

Functions and Divisions

Those with similar skills or shared resources are grouped into functions; chefs form the kitchen function. Two or more functions are grouped into a division; each restaurant division consists of the dining room and kitchen. Larger organizations have many divisions, and the number of functions and divisions indicates an organization's complexity-the extent of differentiation. As organizations grow, they differentiate into five functional roles:

Support functions 

Handle a company's relationship with its environment and its stakeholders. Support. Functions include purchasing, sales and marketing, and public relations and legal affairs.

Production functions

Improve organizational efficiency. They include production operations,

production control, and quality control.

Maintenance functions 

Keep an organization in operation. Maintenance functions include personnel, engineering, and janitorial services.

Adaptive functions 

Allow for organizational responses to changes in the environment. Adaptive

functions include research and development, market research, and long-range planning.

Managerial functions

Expedite departmental control and coordination. Managers at all levels have roles: top managers formulate strategy; middle managers use resources to meet goals; and lower-level manager's direct workers.

Organizational Culture and Ethics

Our companies are known for creating products that enrich people's lives. Through Sony Corporation of America and its operating companies - Sony Electronics Inc., Sony Pictures Entertainment Inc. and Sony Music Entertainment - we are also dedicated to improving people's lives. Our commitment extends to helping local communities, fostering better educational systems, funding research to cure devastating diseases, supporting the arts and culture, helping disadvantaged youth, protecting and improving the environment and actively encouraging employee volunteerism. 

Our philanthropic efforts reflect the diverse interests of our key businesses and focus on several distinct areas: arts education; arts and culture; health and human services; civic and community outreach; education; the environment; and volunteerism. Each operating company has its own philanthropic priorities and unique resources, from product donations to recordings and screenings that benefit a multitude of causes. Sony Corporation of America is a strong supporter of arts and culture. Education and volunteerism are key components of Sony Electronics Inc.'s philanthropic efforts. Sony Pictures Entertainment is a major supporter of arts education and community involvement, with emphasis in Culver City, California, its world headquarters. Collectively, we have also been quick to provide assistance when large-scale disasters have struck. We've helped victims of major hurricanes, earthquakes, wildfires and the attack on the World Trade Center. 

Management of Knowledge Resources

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This work is essential for the library of every Knowledge Management practitioner, researcher, and educator. Written by an international array of Knowledge Management luminaries, its approx. 60 chapters approach knowledge management from a wide variety of perspectives ranging from classic foundations to cutting-edge thought, informative to provocative, theoretical to practical, historical to futuristic, human to technological, and operational to strategic. The chapters are conveniently organized into 8 major sections. The first volume consists of the sections: foundations of Knowledge Management, knowledge - a key organizational resource, knowledge processors and processing, influences on knowledge processing. Novices and experts alike will refer to the authoritative and stimulating content again and again for years to come.

Knowledge management efforts focus on objective such as improved performance, innovation, competitive advantage, the sharing of lessons learned. Integration and continuous improvement of the organizations.

Knowledge Management efforts overlap with organizational learning and can be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge. Knowledge Management efforts help to share valuable organizational insights, to reduce redundant work, to avoid reinventing, to reduce training time for new employees, to retain intellectual capital as employees turn over in an organization, and to adapt to changing environments and markets.

Group Dynamics

It is the study of groups, and a general term for group processes. A group is two or more individuals who are connected to each other by social relationships. Because of the interaction and influence, groups develop a number of dynamic processes that separate them from a random collection of individuals. The various processes include norms, rolls, relations, development, need to belong, social influence, and effects on behavior. The field of group dynamics is primarily concerned with small group behavior. Groups may be classified as primary, aggregate, secondary and category groups.

Rarely mentioned but well researched by professional group workers, is the social status of people within the group (senior or junior). The group leader will usually have a strong influence on the group due to his role of shaping the group's outcomes. The influence of the facilitator will also be affected by his sex, race, relative age, income, appearance, personality, as well as organizational structures and many other factors.

Meeting Management

The 5th Edition of Strategic Management of Technology and Innovation by Burgelman, Christensen, and Wheelwright continues its unmatched tradition of market leadership, by using a combination of text, readings, and cases to bring to life the latest business research on these critical business challenges. Strategic Management of Technology and Innovation takes the perspective of the general manager at the product line, business unit, and corporate levels. The book not only examines each of these levels in some detail, but also addresses the interaction between the different levels of general management - for example, the fit between product strategy and business unit strategy, and the link between business and corporate level technology strategy. Each part of the book starts with an introductory chapter laying out an overall framework and offering a brief discussion of key tools and findings from existing literature. The remainder of each part offers a selected handful of seminar readings and case studies. Almost all of the cases deal with recent events and situations, including several that are concerned with the impact of the Internet. A few "classics" have been retained, however, because they capture a timeless issue or problem in such a definitive way that the historical date of their writing is irrelevant.


The core responsibility of the Sony Group to society is to pursue the enhancement of corporate value through innovation and sound business practices. The Sony Group recognizes that its businesses have direct and indirect impact on the societies in which it operates. Sound business practices require that business decisions give due consideration to the interests of Sony stakeholders, including shareholders, customers, employees, suppliers, business partners, local communities and other organizations. The Sony Group will endeavor to conduct its business accordingly.


Communication network elaborate the fundamental model of communication. Communication networks have point to point communication link between network nodes well described by three fundamental model of communication. many messages use what we call time domain multiplexing rather than the continuous communication mode implied in the model as presented, message sequence are sent, sharing in time the channel's capacity.

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