...Organizational Commitment and Communication Paper Kendra Upchurch COM 530 August-08, 2012 Brent Smith Organizational Commitment and Communication Paper Organizational commitment and communication is an important issue in today’s competitive business environment. Organizational commitment can be distinguished with attitudes that are job related, how the employee is performing, and how an employee feels about their job. Listed in this paper you will find how the different leadership styles affect the Walt Disney company as a whole, you will find how the different sources of power may affect group communication. Also you will be able to identify the motivational theories that would be effective within Walt Disney Company, and how commitment in the organization plays an important role when pertaining to the organization’s communications. According to Robbins and Judge (2011), leadership is defined as the ability to influence a group toward the achievement of a vision or set of goals. Organizations need strong leadership and strong management for optimal effectiveness. Transformational leadership and charismatic leadership style both play an important role when dealing with Walt Disney as an organization. Transformational leadership inspires followers to transcend their self-interest for the good of the organization. For example, at Walt Disney the core purpose is simply to make people happy. Transformational leaders have to frame their vision by providing employees with a...
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...Commitment and Communication Walt Disney‘s new Chief Executive Officer Robert Iger has brought peace to the “Disney Way.” In 2005 Walt Disney named Bob Iger as the new Chief Executive Officer replacing the power reign of Michael Eisner. In comparison to Eisner’s overbearing charismatic leadership Iger has taken the approach of a transformational leader, Different sources of power have changed the level of group communication between employees and managers. The more referent power seen by Iger has opened the flood gates to the channels of communication within the organization. The Walt Disney organizational culture should also implement an effective strategy when motivating employees. Leadership and power can institute a small change in motivation. Implementing the goal setting theory can encourage motivation and a higher level of commitment. Along with goals Walt Disney also has many programs that increase the affective commitment and employee engagement. With Walt Disney’s new CEO leading the way, sources of power, motivation, and commitment are sure impact communication positively. Leadership Eisner used his role as a charismatic leader to enhance his power and allow his personal agenda to take precedence above the Walt Disney goals of the organization (Robbins & Judge, 2011). Charismatic leaders can be insightful however in this case the leadership was extremely autocratic. Organizational communication was limited as the purpose of leadership was not in the best interest...
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...Organizational Commitment and Communication The Walt Disney Company did not get its proclaimed status as one of the most successful organizations on values alone. It took a strong sense of organizational commitment and communication. This paper displays the focus points of Disney’s organizational commitment through several contributing factors. First, this paper displays the different leadership styles used by Disney and how the styles affect group communication. Second, the reader will review an analysis of the different sources of power within the Walt Disney Company and how these sources affect group and organizational communication. Third, this paper displays Disney’s organizational culture and identifies motivational theories affected by its culture, including an evaluation of the role of communication as an element of the theories. Last, this paper displays the commitment of Disney’s workforce and its relationship to communication within the Disney Company. Leadership Styles The Walt Disney Company is an organization committed to creativity and innovation. How they maintain such a commitment is no secret: strong leadership. At Disney, an individual in leadership position should have qualities that display leadership excellence, ultimately creating functional groups with good communication in a successful organization. Each leader has a different style with goals that provide direction, implement plans, and motivate people (Businessholic, 2012)....
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...SHANGHAI DISNEY: MILESTONE JOINT VENTURE Rita Lemoine Southern New Hampshire University Abstract This paper examines the significant collaborative efforts of both a U.S. multi-national corporation, The Walt Disney Company and its foreign socialistic counterpart, the Shanghai Shendi Group, Ltd. negotiation of an Equity International Joint Venture agreement. The paper will disclose the joint venture agreement, the financial structure, and funding arrangements for the construction of the Shanghai Disney Resort. Then a SWOT analysis will demonstrate the strengths, weaknesses, opportunities, and threats that could affect The Disney Company’s operations in China according to current economic, political, and legal policies regarding foreign joint ventures. Finally, an assessment of the cultural differences between the two companies in the form of managerial and leadership styles that could hinder the success of this joint venture. Keywords: Equity International Joint Venture, SWOT analysis, Cultural Dimensions SUMMARY OF THE WALT DISNEY COMPANY The Walt Disney Company, the leading producer of family entertainment for the past nine decades, beginning in October 16, 1923 when Walter Elias Disney “signed a contract with M.J. Winkler to produce” a series of cartoons, the early stages of The Disney Brothers Studios, founded by Walter Elias and Roy O. Disney. (Retrieved from “http://thewaltdisneycompany.com/about-disney/disney-history/1920-01-01--1929-12-31”). The...
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... It has been founded since 1923 that, The Walt Disney Company continues proudly to provide quality entertainment for every member of the family, across America, and around the world. Just as the guests and audiences reward the company for its high quality, Disney in turn recognizes and rewards employees and cast members, creating a highly motivating working environment. The company has designed a wide variety of programs and services to assist employees professionally as well as personally. Health, dental, life, and pet insurance, weekly pay, pay incentives, bonuses, free admission passes, and education are some examples of management’s reinforcement strategies that have helped keep happy more than 130,000 people currently employed. (Disney Corporation, 2011) Management at Walt Disney World have focused strategically on their efforts on identifying every employee’s professional needs by creating the Disney Four Core Concept, Dream, Believe, Dare, and Do. Education and training have been exceptional reinforcement strengths that have helped employees understand every aspect of their job and given them opportunities to progress. Although reinforcement shortcomings do exist in any companies’ strategies, Disney has been capable to mitigate them by using teamwork and role-playing, making them the nation’s number two ranked media conglomerate (Media...
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...Disney World is the most popular vacation destination globally, with more than 52 million visitors each year (Wikipedia). Disney World’s entire premise is built upon the belief that if one works hard towards their aspirations, they will eventually achieve them, due to founder Walt Disney’s own adversity and diligence during his struggle to success. He once stated “I reject luck- I feel every person creates his own ‘determinism’ by discovering his best aptitudes and following them undeviatingly (CITATION).” Disney was a leader directly within his own creative team and throughout the entire world as a cultural icon. He was known for his extremely collaborative and Rostian-style leadership, referring to all of his employees as “cast members” regardless of their status. To this day, Disney World maintains Walt Disney’s leadership tactics, vision, and promotion of hard work for success. However, can Walt Disney’s success be completely attributed to his hard work, or is there more to his story? In his book “Outliers,” Malcom Gladwell argues that there are...
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...Workplace Motivation Paper Lisell Hernandez University of Phoenix Workplace Motivation Paper LEADERSHIP STYLE: Transformational leaders such as Walt Disney appeal to the ideals and morals of motivating their followers to accomplish their tasks. These types of leaders inspire and empower their people using their own beliefs and personal strengths. Disney organization fosters a culture of creativity in all of its employees. By creating this type of culture you have exceptional involvement of top management building a customer focused business which is primary focus for a successful organization. Transformational leaders also lead by example which is an important aspect of a company. By Walt Disney leading by example he showed enthusiasm, and loyalty to the organization. When you show this type of leadership the organization is enhanced by the demands of excellence. The Disney organization is enhanced by the demands of excellence. The Disney organization has its own “Disney Culture” which consists of rich traditions, quality standards and values that create a unique environment which is an important factor to the company’s success. Management by walking around is instilled in the company as well as the Open Door Policy which encourages conversation amongst the employees and makes meetings less autocratic. JOB DESIGN: At the Disney University, new hires attend training where one day is dedicated to the Disney traditions where employees learn the company’s beliefs and...
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...Walt Disney Behavior and Communication Paper Originally starting off in 1932 as an animation company, Walt Disney was determined to create a successful business. After two previous business failures, Walt Disney was confidence that this time around he had to stick to his originality and creativity. The creation of Mickey Mouse was an instant success. Walt Disney’s determination did not allow his to stop and even after the company’s growth began to decline during World War II Walt Disney pushed forward. He focused his energy on creating film and would eventually create a theme park, Disneyland. Disneyland turned out to be another huge success for Walt Disney. He ended up developing an organizational culture “to bring happiness to all” through “magic” and Disney’s team of creative and innovative people has continued to make the Walt Disney Company a success. Disney's organizational culture is built on innovation, creativity, community and optimism. The company is based on the very same culture and values as Walt Disney. That is way it’s no surprise that the Disney employees share the same characteristics as him. The company also seeks employees who are diverse. This diversity allows the company to be unique and connect with all different types of audiences and consumers. However Disney employees still need to “fit in”. To ensure that new applicants know what they are signup for they are required to watch a video that covers a rules such as you no tattoos, you have to have your...
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...Identify an episode of strategic change for an organisation of your own choice. How appropriate was the approach to strategic change given the issues faced by the organisation? Critically evaluate the effectiveness of the strategic leadership during the change process. Identify the impact of the change episode upon the key resources and core competencies of your organisation. This paper will analyse a recent period of strategic change at The Walt Disney Company which began in 2005 with the appointment of current CEO Robert Iger. The company began to experience halted growth during the late 1990s. The former CEO Michael Eisner had been successful himself in the late 1980s in changing the company during what is known as the Disney Renaissance. Eisner successfully concentrated the company’s energy back into producing animated films and helped the company to create now-classic names such as The Little Mermaid, Beauty and the Beast, The Lion King, Aladdin and others. However starting in 1999 share prices began to fall as changes in Disney’s competitive environment, consumer preferences and technology combined to alter its strategic context – which posed problems for the company in aligning its strategic objectives with its organisational structure and culture. Eisner was well known for his micromanagement and top down approach to management (Gunther, 1999), which served the company well during the 1990s when he could focus on single brands. The production of animated feature films...
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...Organizational Commitment and Communication Paper Shayonda Williams COM530 September 15, 2014 Aileen M. Smith, MBA Starting back in the early 1920, Disney made it their mission to seek leaders who are competent in making daily decisions. Leaders have to have “the ability to influence a group toward the achievement of a vision or set of goals (Ch. 12 pg. 376). The leaders of Walt Disney are the board of directors and the management team. The board of directors consist of ten members with Robert A. Iger being the chairman and chief executive officer. Management consists of fifth teen members with Andy Bird as the corporate chairman and Bob Chapek as the president of the business unit. Each member has their style of leadership that work for the committee. Some styles of leadership that can be found within the committee are charismatic leaders, transactional leaders, and authentic leaders. Charismatic leaders are those who have “a certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities” (Ch. 12 pg.387). CEOs of a company are normally the ones who are classified as a charismatic leader. There are two sides of a charismatic leader, a good side and the dark side. The dark side of the leader may “use their powers to remake companies in their image and allow their interest and personal goals to override the goals...
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...Executive Summary: In 1984 Walt Disney was a company that had seen better days. Growth prospects were limited, Wall Street analysts weren’t convinced with Disney’s strategy, and Saul Steinberg was currently on the track for a hostile takeover of the company. Walt Disney had doubled down on feature films/TV and theme parks, however the market itself wasn’t responding to Disney’s revenue generators. In 1983 alone, Disney lost over $33 million in its film segment and only two of ten feature films were positive net income projects. To make matters worse, Disney’s theme-park attendance growth was inconsistent despite attempts to create impressive attractions. This paper will discuss viewpoints from the shareholders and Disney perspective on the hostile takeover based on past, current, and future actions within the company. Shareholder Actions As a Disney shareholder, we would accept Saul Steinberg’s offer. Several considerations contribute to this conclusion. Selling the shares to Steinberg will immediately provide shareholders with a 50% capital gain. Additionally, long-term growth prospects for Disney under current conditions are bleak. Revenue is increasing; however, net income is decreasing. Consequently, Disney’s expenses are increasing. Weak synergies among Disney business units also weaken long-term growth prospects. Analysts have expressed doubts concerning Disney leadership, particularly “[…] the lack of creative leadership after the death of Walt Disney in 1966” (5). They speculate...
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...Instructor Date THE WALT DISNEY COMPANY Introduction The Walt Disney Company is one of the leading entertainment companies in the world as it occupies the tenth spot in the list of the leading brands in the world. Incorporated in California more that eighty years ago, the conglomerate enjoys a worldwide presence as it has managed to expand its operations to virtually every corner of the world. To achieve this, the company saw it necessary to not only to focus on the United States market, but also exploit all the other markets around the world as well as diversifying its operations to cover a wider range of entertainment products and services. As of December 2015, the Walt Disney company had spread its tentacles to three continents where Disney amusement parks and stores have been observed have been set up in the united kingdom, United States, Spain, Italy, as well as Portugal (Bohas, 2014). Licensed shops have also been set in operation in almost every county around the globe. This paper focuses on the strategies that the Walt Disney Company has adopted to thrive in the industry as well as how the company manages to thrive in the international market. Complementary strategic moves Strategic alliances The company has partnered with other players in or outside the industry not only for the purpose of diversifying its operations but also to strengthen its competitive advantage in the entertainment industry. In December 2015, it was announced that the Walt Disney company was to...
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...differences, dimensions and attitudes have began to take place and different scientists and observers started coming out with their own set of discoveries and observations (McGregor, 2004). The main reason behind cultural difference and dimensions started when workers of different countries started working together on unified projects and conflicts started arising between the people of different races and culture (Kotler, 2008). Keeping in view of such situations, Dutch Sociologist Gerard Hofstede came up with a study named as Geert Hofstede’s Cultural Dimensions in which he laid stress upon five aspects naming Power Distance Index, Individualism, Masculinity, Uncertainty avoidance index and Long term Orientation. The case study in this paper focuses more towards the cultural difference between employees of Disneyland that are located in different countries. Using Hofstede’s 4 culture dimension, highlighting main cultural differences between United States and France: Disneyland is an American Idea of a theme park which serves as a recreational place for children and families. This theme park originally started from Anaheim, California (United States) and later on after receiving massive response from visitors all around the globe, the directors of the company started off with opening similar type of theme parks with the same name of Disneyland in Orlando (US), Tokyo (Japan) and at Marne-la-Vallee (France). Although Disneyland did not find much difficulties in starting off their...
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...Department of MIS, Dhaka University | WALT DISNEY DECIDES TO NAME HIS CARTOON CHARACTER MICKEY | Term Paper on a topic from 75 greatest decision ever made | Acknowledgement I would like to express my deep gratitude to Mr. Ashis Talukder, Assistant Professor, Department of MIS, Dhaka University for his patient guidance, teaching Decision Support System in fall, 2013 session. I would like to mention that under his supervision, I have gone through a number of interesting topics that made me curious to study on 75 greatest decision ever made. I have chosen a topic for this term paper where I have put some extra effort to know in details. I would also like to extend my thanks to the Mr. Ashis Talukder for helping us to explore greatest and worst business decision ever made Finally, I wish to thank my parents for their support and encouragement throughout my study. Table of Contents Introduction 4 The 75 Greatest Management Decision Ever Made 5 A Great Decision for Term Paper 8 Background of the Decision 8 How This Decision Benefited 9 The Greatest Lessons 10 Conclusion 10 Introduction “The essence of ultimate decision remains impenetrable to the observer—often indeed, to the decider himself. . . . There will always be the dark and tangled stretches in the decision-making process—mysterious even to those who may be most intimately involved,” said John F Kennedy. An air of mystery lies at the heart of decisions and decision making. An entire...
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...This Disney Company: Corporate Business Strategies Analysis Jessica Hennessey and Jamie Gregar Viterbo University This Disney Company: Corporate Business Strategies Analysis Introduction/Background The Disney Company is an international family entertainment and media enterprise with five business segments: media networks, parks and resorts, studio entertainment, consumer products and interactive media (The Disney Company, n.d.). The Walt Disney Company, as known today, originated in 1923 with the creation of Disney Brothers Studio, founded by Walter and Roy Disney. The studio began creating animated films that would become the foundation of Disney (The Disney Company, n.d.). The Company expanded into its first theme park, Disneyland in Anaheim, CA, in 1955 and another in Orlando, FL, Disney World in 1971. In 1983 the company continued its market expansion with the launch of the Disney Channel and also internationally with both Tokyo Disney and Euro Disney (The Disney Company, n.d.). Continued company growth and market development occurred with Disney’s acquisition of the Miramax Film Company in 1993. Further market capture occurred with the purchase Capital Cities ABC in 1995; this allowed for Disney to have access to the cable networks of ABC and ESPN (Business Wire, 1995). Pixar was the next addition to the Disney empire with a 7.4 billion dollar purchase in 2006 followed by Marvel Entertainment in 2009 at 4 billion dollars and most recently Lucas Films in 2012...
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