Rlchard Pettlnger

Other guiding principles

In support of the philosophy of the company ’s founders and top management, Sony instigated the following.

» Cellular organization: in which the company and its departments, divisions, and functions were subdivided into small integrated work teams or ‘‘cells,’’ which were each given total responsibility for the ways in which work was carried out, subject only to meeting the company requirements.

» ‘‘The joy of work:’’ Western production line organization was rejected by the company in favor of an attitude that enabled every- body to become pro ficient in the full range of tasks required in their own particular cell or function, and which provided opportunities for development.

» Teamwork and partnership: this extended into all functions and had the additional bene fit of ensuring that the cells regulated them- selves, rather than having to rely on time clocks; people would turn up to work on time because their colleagues required it, not because the time clock did.

» Mutual trust: reflected in the abolition of the time clocks and other controls to ensure that a fundamental basis of respect and honesty was established.





STRESS MANAGEMENT IN PRACTICE 83

It should also be noted that Morita and Ibuka have both died and that Kobayashi no longer has executive responsibility. In order to maintain the overall philosophy and distinctive quality of working life, it is essential that the next generation of senior managers is developed into the ‘‘Sony way of doing things,’’ including maintaining those conditions in which the presence of organizational and occupational stress is kept to a minimum.

This also illustrates the relationship between high, distinctive, and positive qualities of staff management in general as a precursor to the effective management of stress. A key lesson from Sony is the recognition that, while the potential for stress and con flict is endemic, they need not become realities.