...sets of values: espoused values and enacted values. An organization’s espoused values include their philosophy, mission, vision, and value statements. These are what the organization values. What the company actually does are its enacted values. This paper will briefly describe the culture of Walt Disney Company, identifying where appropriate if the organization’s espoused values align with their enacted values. It will also discuss to what extent communication within the organization is determined by the organization’s culture. Also, it will describe the role communication plays in perceptions and organizational culture by looking at how differences between espoused and enacted values can affect the perceptions within the organization. Finally, this paper will identify the role that conflict has in group communication by looking at how Walt Disney Company may use conflict to improve communication within and among their groups. Walt Disney Company, previously called Walt Disney Productions, began in 1923 with the production of silent cartoons. The company has grown in multiple businesses areas to produce and market moves, television programs, theme parks, character merchandise, as well as other areas all under the well-known Disney name. Along with their subsidiaries and affiliates, the Walt Disney Company works in five main business segments: media networks, parks and resorts, the Walt Disney studios, Disney consumer products, and Disney Interactive. Walt Disney Company...
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...Behavior and Communication: Walt Disney Behavior and Communication: Walt Disney For over nine decades, Walt Disney Company has been known to many across America and around the world. From their very humble beginnings in 1920 to the global corporation they are today, Walt Disney Company has become very successful. The success the organization has is largely due to their commitment to their values and culture. Walt Disney Company has a very strong culture in their organization. They are one of the first companies to develop culture in an organization. According to Disney’s website, “The Walt Disney Company’s values focus on the human element of their business — not only the guests, consumers and audiences, but also their employees and cast and crew members (Disney Workplaces, 2013).” Disney’s culture has six core values. These values are innovation, quality, community, story-telling, optimism, and decency (Disney Workplaces, 2013). Disney has established a culture for their employees that allows them to feel that they are valued as an individual and a vital part of the team (Sparks, 2007). The development of Disney Institute started as a way to train employees of the expectations required to become an employee of Walt Disney Company. Disney Institute was so successful that the same ideas have been taught to various other companies on how to create a good organizational culture (Sparks, 2007). The benefits of this training employees receive supplements the organizations culture...
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...Walt Disney Company; Maintaining the Happy Ending Paul G Webster II COM530 November 16, 2015 Aileen Smith Walt Disney Company; Maintaining the Happy Ending Section 1: Company Values and Culture Walt Disney Company’s (here on in denoted with WDC) espoused values are as follows; innovation, quality, community, storytelling, optimist, and decency. While very broad subjects, they continue to define them within their website (http://disneycareers.com/en/working-here/culture-diversity/). Innovation to the WDC means a constant desire to change and update new technology to stay ahead of the curve. Quality standards are set to the highest possible bar, ensuring a lasting product, whether it be a movie, theme park, or show. They cultivate an extensive community of employees, executives, and customers through positive ideas and a focus on “entertainment experience for all generations to share” (http://disneycareers.com/en/working-here/culture-diversity/). They are committed to creating stories that are not only timeless, but inspiring as well. They demand an uplifting attitude focused on their trademarked happy endings. Finally, decency is expected not only from how they treat and are treated by their employees, but also in how their products come along. These espoused values are well translated into their enacted values. They have created their own city, Celebration, Florida, based on these principles and created the first privately zoned and maintained city (Stringham, Miller...
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...sets of values one is called espoused valves which is the corporate valves its mission statement, the vision of the company. The enacted valves is what the company actually does, if it actually live out its mission’s statement, visions, and morals. The role communication plays in perception and organizational culture and also identifying the role of conflict in group communication will be covered as well. Now that the content of what will be covered in this paper has been established let’s get started. The company that will be researching is Walt Disney Company, Walt Disney Company is one of the leading companies in diversity and international family entertainment and media. Walt Disney have five different business segments, media network, parks and resorts, studio entertainment, consumer products and interactive media. The organizational culture of Walt Disney to having the ability to harness the imagination in a way that inspires others, improves lives across the world and bringing hope laughter and smiles to everyone that needs it. Walt Disney is committed to being more innovated in technology and provide a high quality of standards of excellence in all products (The Walt Disney Company 2012). Walt Disney is committed to creating a positive community for all ages and generations. At Walt Disney the storytelling and timeless stories are inspired to give hope and endless opportunities to kids all age teaching them to always be optimism in life. The team at Walt Disney works together...
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... |Business Communication for Accountants | Copyright © 2012, 2010 by University of Phoenix. All rights reserved. Course Description This course introduces students to the foundations of communication in a business accounting setting. Students are exposed to various topics related to interpersonal and group communications within the context of applications to the accounting field. Students will develop skills in the forms of written communication, including memos, e-mails, business letters, and reports. Other topics include communication ethics, collaboration, information utilization, critical thinking, and professional competence and values. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Beebe, S., & Masterson, J....
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...Pinnacle Entertainment, Inc. Cultural Values and Impact on Society Pinnacle Entertainment, Inc. recently purchased and merged with all of the Ameristar Casinos, but in particular, the property located in St. Charles, Missouri is where Taliah will be conducting her cultural audit. The gaming industry is such a crucial part of the entertainment business worldwide. The casinos and gaming industry in the United States alone experienced very strong growth in the past years during the post-recession period. As the U.S. economy seemed to degrade, gambling was there to try and bring it back up. The US casinos and gaming sector had a total gross gaming win of $95 billion in 2012. Pinnacle has nearly doubled their profits in the last five years. This company seemed interesting because of how much they are expanding and how quickly. Their motto is “to be the best in the world”, and so far they are putting up a good fight to get to the top. Being discussed in this audit are the cultural values of Pinnacle and the reasons behind their success, ranging from their loyal employees to their properties that are beautifully designed. Pinnacle Entertainment, Inc. is a gaming and hospitality company created in 1938 and whose headquarters are located in the Spring Valley, Nevada. Since then, they have undergone many name changes, property purchases, and expansions. The original shareholders included some of Hollywood’s biggest names, such as Walt Disney, Mervyn LeRoy, and Bing Crosby. Pinnacle’s...
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...between corporate cuifure and competitive advantage for service organizafions. It then describes the corporate support structure and the philosophy that Four Seasons developed over two decades to support its international expansion and to manage the type of challenges its French property posed. Finally, it describes how the firm went about transforming that property into one of its crown jewels. The Linkage Between Service Culture and Competitive Advantage The enduring success of service organizations such as Southwest Airlines, The Walt Disney Company, Wal-Mart, and USAA (among others) is frequently attributed in no small degree to their corporate cultures. These companies have built and maintained organizational cultures in which everyone is focused on delivering high customer value, including service, and individuals behave accordingly. The culture influences how employees behave, which, in turn, shapes the value that customers receive, in part through the thousands of daily...
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...[pic] Course Syllabus BCOM230 Business Communications for Accountants Course Start Date: 01/31/2012 Course End Date: 03/06/2012 Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this syllabus is considered the ruling document. Copyright Copyright ©2011 by University of Phoenix. All rights reserved. University of Phoenix© is a registered trademark of Apollo Group, Inc. in the United States and/or other countries. Microsoft©, Windows©, and Windows NT© are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Facilitator Information Ed Seibert eseibert@email.phoenix.edu (University of Phoenix) edwardbseibert@gmail.com (Personal) 302-853-2571 (EST) Where to Go to Class Main: This is the main forum for the class and is where discussion is conducted. It has read-and-write access for everyone...
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...Keywords Empowerment, Language, Leadership, Organizational change, Resistance, Teamwork Abstract Resistance to change is a centerpiece in the traditional change agenda. The author argues that resistance to change is not a basic part of our make-up and he uses the example of his grandfather’s l ife to provide examples of the many dramatic changes that have successfully impacted on people’s l ives during the twentieth centur y. The author outl ines the leadership inadequacies that result in change initiatives being rejected. Central to these leadership problems are a lack of vision, l imited integ r ity, lack of coura ge, inappropr iate langua ge, l imited understanding of true empowerment, and only a passing commitment to leadership as service. The argument concludes that while many modern leaders have been trained in the what and the how of change, the real problem lies in the fact that the why and the who gains remains largely mute. William (Bill) Burdett was born in 1896 in a small village in Northamptonshire, England. Like many of his generation, he fought in, what has been referred to ever since as, The Great War. Indeed, well in to his 80s, he could describe with vivid detail the Battle of Jutland and the scuttling of the German fleet at Scapa Flow – events that came alive as he described, not what the history books said, but what he personally witnessed. And though he was not blessed with an unusual level of talent, or even with an extra stroke of luck, this simple...
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...Tabor Hartley Abstract Purpose – To assist colleagues in tying current ideas to previously established practices. To generate discussion of the current relevance of students’ understanding management history. Design/methodology/approach – A review of representative classic theorists with an eye toward matching their behavior to that of current newsmakers. This is presented in a model to insure that like areas are compared. Findings – The past is in the present. Although we may live in the day of “enlightened” “collaborative” management; there are still successful people who operate differently. Practical implications – Readers of the paper will be able to make immediate application of the model. Originality/value – Even presentation of the obvious has value. The model format is a dynamic document that others can use and improve upon. Keywords Management history, Management theory Paper type General review ˆ Plus ca change, plus c’est la meme chose. The more things change, the more they stay ¸ the same. Whatever the intended interpretation, this well-known phrase communicates the idea that the past serves as an accurate prologue and interpreter for the present as well as the future. Plutarch, centuries ago, observed: To make no mistakes is not in the power of man; but from their errors and mistakes the wise and good learn wisdom for the future. Journal of Management History Vol. 12 No. 3, 2006 pp. 278-292 q Emerald Group Publishing Limited 1751-1348 ...
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...FROM GREAT TO GHASTLY: HOW TOXIC ORGANIZATIONAL CULTURES POISON COMPANIES THE RISE AND FALL OF ENRON, WORLDCOM, HEALTHSOUTH, AND TYCO INTERNATIONAL David R. Lease, Norwich University Abstract This paper presents an analytical and comparative study of four recent corporate scandals involving organizations that had previously been recognized as both ethically and organizationally sound. Based on these case studies, the following issues are discussed: (1) The role of leader behavior and organizational/leadership styles in shaping the corporate organizational culture of an organization, and (2) The extent to which this culture renders the organization and its members (including the top executives) prone to ethical misbehavior. The four companies selected for this case analysis are: Enron Corporation, WorldCom, Inc., Tyco International, Ltd., and HealthSouth Corporation. Each case is considered individually. The basic elements in the scandal are outlined and the principal aspects of each organization’s corporate culture discussed, with special emphasis on the influence of leadership styles and leadership behavior/practices on organizational culture. The four cases are then compared and contrasted in the light of the existing evidence on the relation between corporate culture and ethical misbehavior. PRELUDE “We were doing something special. Magical. It wasn’t a job – it was a mission. We were changing the world. We were doing God’s work.” – Jeffrey Skilling, former Enron COO, President...
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...An Introduction to Organisational Behaviour for Managers and Engineers This page intentionally left blank An Introduction to Organisational Behaviour for Managers and Engineers A Group and Multicultural Approach First Edition Duncan Kitchin AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK First edition 2010 Copyright Ó 2010 Duncan Kitchin. Published by Elsevier Ltd. All rights reserved. The right of Duncan Kitchin to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (þ44) 1865 843830, fax: (þ44) 1865 853333, E-mail: permissions@elsevier. com. You may also complete your request online via the Elsevier homepage (http://elsevier.com), by selecting ‘‘Support & Contact’’ then ‘‘Copyright and Permission’’ and then ‘‘Obtaining Permissions.’’ British Library Cataloguing in Publication...
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...contents List of figures List of tables About the authors About the contributors Preface Authors’ acknowledgements Tour of the book HRM as I see it: video and text feature Publisher’s acknowledgements Key topics grid xviii xx xxi xxii xxv xxxiii xxxiv xxxvi xxxviii xl 1 2 2 2 3 3 3 4 5 6 8 9 9 13 16 17 18 18 20 22 22 24 25 27 30 I the arena of contemporary human resource management 1 the nature of contemporary HRM John Bratton Outline Objectives Introduction The development of HRM Keynesianism: collectivism and personnel management HRM in practice 1.1: A new role for HR professionals Neo-liberalism: individualism and HRM Management and HRM The meaning of ‘human resource’ The meaning of ‘management’ The nature of the employment relationship Scope and functions of HRM Theoretical perspectives on HRM HRM in practice 1.2: Twenty-first-century senior HR leaders have a changing role The Fombrun, Tichy and Devanna model of HRM The Harvard model of HRM The Guest model of HRM The Warwick model of HRM The Storey model of HRM HRM and globalization: The HRM model in advancing economies? Ulrich’s strategic partner model of HRM Studying HRM Critique and paradox in HRM viii contents ix Case study: Canterbury Hospital Summary, Vocab checklist for ESL students, Review questions and Further reading to improve your mark 33 34 37 37 37 38 38 39 41 44 44 45 46 48 50 52 54 55 56 56 58 60 62 65 66 69 69 69 70 70 71 72 72 73 73 74 77 78 80 81 88 92 2 corporate strategy and strategic...
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.... Organization Theory Challenges and Perspectives John McAuley, Joanne Duberley and Phil Johnson . This book is, to my knowledge, the most comprehensive and reliable guide to organisational theory currently available. What is needed is a text that will give a good idea of the breadth and complexity of this important subject, and this is precisely what McAuley, Duberley and Johnson have provided. They have done some sterling service in bringing together the very diverse strands of work that today qualify as constituting the subject of organisational theory. Whilst their writing is accessible and engaging, their approach is scholarly and serious. It is so easy for students (and indeed others who should know better) to trivialize this very problematic and challenging subject. This is not the case with the present book. This is a book that deserves to achieve a wide readership. Professor Stephen Ackroyd, Lancaster University, UK This new textbook usefully situates organization theory within the scholarly debates on modernism and postmodernism, and provides an advanced introduction to the heterogeneous study of organizations, including chapters on phenomenology, critical theory and psychoanalysis. Like all good textbooks, the book is accessible, well researched and readers are encouraged to view chapters as a starting point for getting to grips with the field of organization theory. Dr Martin Brigham, Lancaster University, UK McAuley et al. provide a highly readable account...
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...Rethinking the Networked Economy: The True Forces Driving the Digital Marketplace. By Stan Liebowitz Professor of Economics University of Texas at Dallas 2/3/2002 Chapter 1 Introduction .............................................................................................. 1 A. What you will find in later chapters............................................................ 3 Chapter 2: Basic Economics of the Internet.............................................................. 9 A. How the Internet creates value.................................................................... 9 B. Special Economics of the Internet, or maybe not so special..................... 13 i. Network effects......................................................................................... 13 ii. Economies of Scale................................................................................... 15 iii. Winner take all.......................................................................................... 17 C. How the Internet Alters the likelihood of Winner-take-all....................... 20 Chapter 3: Racing to be first: Faddish and Foolish ................................................. 25 A. From Winner-take-all to First-Mover-Wins ............................................. 26 B. The Concept of Lock-In............................................................................ 32 i. Strong Lock-In ...................................................................
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