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  3. Sony: Management by Whim In the late 1980s, Akio Morita, the co-founder of Sony Corp, embarked on the most costly shopping e

Sony: Management by Whim In the late 1980s, Akio Morita, the co-founder of Sony Corp, embarked on the most costly shopping e

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问题                      Sony: Management by Whim
    In the late 1980s, Akio Morita, the co-founder of Sony Corp, embarked on the most costly shopping expedition of his long career. A visionary who believed that Sony’s future lay in the convergence of hardware and "content" such as music and film, Morita eventually set his sights on Columbia Pictures Entertainment, with its two studios and a vast library of movie titles and television series. In September, 1989, after months of on-again, off-again negotiations, Sony agreed to pay the inflated asking price of $3. 2 billion and assume $ 1.6 billion in debt.
    What was the reason for such a decision? According to John Nathan’s Sony: The Private Life, it was motivated only by senior executives’ desire to please the company patriarch. Even Morita, then Sony’s chairman and CEO, believed that Columbia’s price tag, originally $ 35 per share, was too high. In a closed-door meeting in August, 1989, details of which have never been fully revealed, he told his seven top aides, who made up the decision-making executive committee, that he was abandoning the idea of the acquisition.
    That would have been the end of it had Morita not voiced regret over dinner that evening with the committee members. "It’s too bad," he grieved, "I’ve always dreamed of owning a Hollywood studio." The next day, the group met again and promptly decided that Sony would purchase Columbia after all. In the weeks that followed, Sony upped its bid from an initial $15 to $27 a share and, by late September, made a deal that was ridiculed by industry experts. In 1994, mismanagement forced Sony to write off $ 2.7 billion and assume a loss of $ 510 million for its Hollywood experiment.
    Sony: The Private Life is filled with such insiders’ tales, making it the most vivid and detailed account in English of the personalities who built the $ 50 billion-plus consumer-electronics giant. Nathan, a professor of Japanese cultural studies at the University of California, got access to dozens of executives who had contributed to or witnessed Sony’s development since its 1946 founding in war-devastated Tokyo. Nathan offers, however, only limited analysis of Sony, the corporation. And he tends to go over well-walked ground, how Sony established itself in the U.S. and how it developed famous products or devices. Much of this has appeared before in articles and, to a lesser extent, in books.
    This is not to say that Nathan’s book has no point of view. The company’s underlying problem, as illustrated in the Columbia case, is that the environment in which the Sony Corporation has historically conducted its affairs is less public than personal, less rational than sentimental. In conclusion, Nathan says that, under the current leadership of President Nobuyuki Idei, Sony is emerging as a rational company. Moreover, Idei and his practical-minded managers are intent on reinventing Sony as an Internet company. From now on, says Nathan, "personal relationships are not likely again to figure decisively. " But how will this Sony fare? Nathan admits that a dazzling future is far from guaranteed.
Nathan’s attitude towards Morita seems to be of______.
选项 A、strong distaste
B、implicit criticism
C、enthusiastic support
D、reserved consent
答案B
解析 本题考查文中人物的态度。文章前三段论述盛田昭夫如何促成了索尼公司购买哥伦比亚电影公司的决定。第二段第二句提到，内森将收购决定归结为公司高级行政人员取悦盛田昭夫的愿望。第三段末句提到，管理不善使索尼公司损失惨重。第五段第二句又提到，哥伦比亚事件说明索尼公司的潜在问题是其历史事件发生的环境太个人化而非公开化，太感性而非理性。因此，作者虽然是直接评价索尼公司，却包含了对盛田昭夫的批评态度。[B]项最符合文意。
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