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Hrm-587 Diagnosing the Change

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Disney: Diagnosing the Change
HRM-587
Managing Organizational Change
August 3rd, 2014

Introduction: Choosing a Diagnostic Model The diagnostic model I have chosen to discuss to analyze Disney and several of the companies acquired throughout the years such as Pixar, Marvel, and LucasFilm’s LTD for this assignment is the 7-S Framework model. I will also briefly discuss the many changes that Disney has implemented to improve the customer viewing as well as interactive experiences at their many new, current theme parks, and vacation destinations throughout the world. The 7-S model developed by McKinsey and Company consultants Robert Waterman Jr., Tom Peters, and Julien Phillips (Palmer, Dunford, Akin, 2009). The 7-S model may be used in a variety of situations where an alignment perspective is useful, for example, to help 1) improve the performance of the company, 2) examine the likely effects of future changes within a company, 3) align departments and processes during a merger or acquisition, 4) determine how best to implement a proposed strategy (Manktelow, J. 2014). The 7-S model is characterized by seven categories: Structure, strategy, systems, style, staff, skills, and superordinate goals (Palmer et al., 2009). The structure of the company was set and solidified by Walt Disney himself. He wanted to create something brilliant and diversified. This idea would be able to change through the years and remain a competitive force in the industry. Throughout Walt Disney’s control of the company, he developed a culture to create experiences and “magical moments” for all his guests this philosophy from the beginning has created a long-lasting brand known for producing a quality product or experience (Schickel, 1998). The Disney culture has survived throughout the years through the tight control over how the brand and image is perceived. Walt Disney created a

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