Organizational culture and communication
Walt Disney Company Organizational Behavior and Communication
Chantelle Morris
COM/530
05/11/2015
Mr. Byron Johnson
Introduction The Walt Disney Company, founded by Walt Disney himself, was built upon the values of hard work, team work, and good fun for all (Daniel, 2002). Walt Disney 's main focus was to create an experience that people would remember for the rest of their lives (Kelly, 2007). However, the Walt Disney Company often struggled to keep its espoused values in line with its enacted values. "Walt was said to have ruled with an iron fist." As his employee, you could be fired for just about anything that he did not agree with. At one point, several of his employees went on strike due to unfair salaries, poor work conditions, and a parochial code of behavior. In conclusion to the strike, Walt failed to recognize the newly formed union and even fired some of these employees (Boje, 1995). The Walt Disney Company later on goes to be ran by CEO Michael Eisner. Like Walt, he exercises control rather than collaboration. "Unit heads are afraid or unable to make decisions (From, 2007). Disney becomes known for operating for profit and return of investment rather than fun and fantasy. Michael Eisner becomes a "controlling, obsessive, authoritarian who takes credit for the work of his underpaid, underappreciated employees while struggling to make ends meet in an evolving industry (Daniel, 2002)." As you see, these actions practiced by the former Walt Disney Company leaders do not represent the initial values and philosophies first expressed at the formation of this organization.
Communication, Perception, and Culture With the misalignment between the espoused values and the enacted values and the authoritarian practices, communication and perception was definitely a problem. Communication is a key part of an organization 's culture. Negative organizational culture usually leads to poor communication. When you have such controlling leaders, it 's
Chantelle Morris
COM/530
05/11/2015
Mr. Byron Johnson
Introduction The Walt Disney Company, founded by Walt Disney himself, was built upon the values of hard work, team work, and good fun for all (Daniel, 2002). Walt Disney 's main focus was to create an experience that people would remember for the rest of their lives (Kelly, 2007). However, the Walt Disney Company often struggled to keep its espoused values in line with its enacted values. "Walt was said to have ruled with an iron fist." As his employee, you could be fired for just about anything that he did not agree with. At one point, several of his employees went on strike due to unfair salaries, poor work conditions, and a parochial code of behavior. In conclusion to the strike, Walt failed to recognize the newly formed union and even fired some of these employees (Boje, 1995). The Walt Disney Company later on goes to be ran by CEO Michael Eisner. Like Walt, he exercises control rather than collaboration. "Unit heads are afraid or unable to make decisions (From, 2007). Disney becomes known for operating for profit and return of investment rather than fun and fantasy. Michael Eisner becomes a "controlling, obsessive, authoritarian who takes credit for the work of his underpaid, underappreciated employees while struggling to make ends meet in an evolving industry (Daniel, 2002)." As you see, these actions practiced by the former Walt Disney Company leaders do not represent the initial values and philosophies first expressed at the formation of this organization.
Communication, Perception, and Culture With the misalignment between the espoused values and the enacted values and the authoritarian practices, communication and perception was definitely a problem. Communication is a key part of an organization 's culture. Negative organizational culture usually leads to poor communication. When you have such controlling leaders, it 's
References: Boje, D. (1995). Stories of the storytelling organization: A postmodern analysis of Disney as "Tamara-Land" Academy of Management Journal, 38(4). Retrieved May 11, 2015, from ProQuest Central. Culture and Diversity. (n.d.). Retrieved May 11, 2015, from http://disneycareers.com/en/working-here/culture-diversity/ Daniel, D. (2002). Understanding Disney. Journalism and Mass Communication Quarterly, 79(4), 1025-1030. Retrieved May 11, 2015, from ProQuest Central. Disney 's boardroom drama. (2003). Stategic Direction, 19(4), 4-7. Retrieved May 11, 2015, from ProQuest Central. Gross, D. (2004, February 4). How Michael Eisner continues to hang on at Disney. Slate, 1-2. Kelly, K. (2007). LEARNING FROM WALT DISNEY. Automotive Design & Production, 119(11), 28-31. Retrieved May 11, 2015, from ProQuest Central. From beast to beauty: The culture makeover at Walt Disney. (2007). Strategic Direction, 23(9), 5-8. http://dx.doi.org/10.1108/02580540710779681. Retrieved May 11, 2015, from ProQuest Central.