Effective management and cultural Orientation: case study on Disney

Introduction

With the development of the society, companies have become modernized, and well structured. Since 20th century, Disney has developed top prior position in entertainment industry. In this process, Disney has always held the beliefs in “guestology”, “happiness”, “entertainment” for the employees. The research tends to focus on the effectiveness in management because of the cultural orientation. Disney would be studied as one example to reflect the management mode in details.

Main Body

1 Culture of Disney

The culture for the company should primarily represent the employees’ mutual benefits, and goals, only then can the company be under control when the stakeholder groups increase, or maket expands. The cultural metaphor can be the preconceived ideas or guidance in influencing the work state, and create a sense of organization. The Disney company’s cultural strategies in management can be as follows. First, it creates happiness as utmost goal. Instead of achieving profitability, Disney always provokes for loveliness, brilliance, enjoyment, all these positive energy would boost up employees, they would have a sense of belonging, and fulfillment in work, and can use work to create happiness for personal life, thus, the work pressure would be changed totally.

Second, it creates safety, courtesy, show, efficiency. These four perspectives relate tightly to the artistic recreation, only when employees have endured the constant cultural education, and persuasion can they build trust and meaning in brand during the execution. The series of products’ quality and mission of company have become the vitol tool for employees to convince about. Especially if Disney wants to be outstanding, and different from other companies, it should keep on provoking for dream, high advanced entertaiment modernision, independent cartoon culture.

Third, it create customer oriented beliefs, which promotes the commercialization. The employees would endure training to behavior in a humble manner, and they would form share economics. Only such values as “guest is god”, “service orientation” can let Disney form positive customer relationship management, and constant recommendation, which would create industrial and social influence and expand the Disney entertainment culture (Johnson, 1991). The cultural strategies always utilize one sharp and identifable beliefs, values, for employees to form resonance. As they are the main core organization members, the cultural strategies would let them feel the interest, desire, motivation in happiness can be obtained through work.

Organization and company goal

The company should have its own organization form, and clarify the employees’ positions according to their contributions in achieving the profitable goal. Only when the organization forms clear work distribution can the profitable goal be achieved in a sustainable method. Disney’s commercialization modes can be as follows. First, it should protect 20% yearly growth and 20% yearly stakeholders’ equity (Johnson, 1991). These visible profits and benefits can make the employees feel a sense of prosperity, and economic insurance. Only then can they boost up work effectiveness to achieve the periodical goal, both in service, or recreation. If the goal has not been statistical, or attachable, the employees would think the workload is hard to estimate, if they are protected by stable income, payment in different level with stable growth, they would be more likely to contribute to the company (Macfarlane, Lomas, 1999).

Seond, it has protected integrity of patent and franchise, or third partity confirmation in achieving company’s brand effectiveness, instead the mere economic profitability goal, the company wants to produce multiple employee engagement, and form organization system including the film program, retailing service program, theme park program or so forth. These have been governed under one brand, that is Disney. Only then, can the employees have a sense of existence and foundation, without worrying about market threats, just like other small companies.

Third, it has ascertained about guestology and guest service. Compared with other serious companies, Disney has made the goal multiple, diversified, interactive, commercialized, equal. Thus, the flexibility can be achieved. Since the companies want to develop in scales, the diversity must be kepted in interaction between people and environment, from different districts, to different ages, gender, identity, race, social interests. Thus, the whole goal’s integrity would not break, while some sub cultural values, or temporary phenomenons would also be involved. For example, the yearly comic book best seller would be promoted as yearly strategies, but would vary. The goal of the company should be coordinated to product life cycle, or industry life cycle.

Human resources structure

The human resources management structure must be solid, and concrete. Because cultural engagement can be emotional, the communication, standardization, limited responsibility should be formed in the practical human resources structure. During this process, Disney has been apt in these aspects. First, Disney has launched recruitment section. The recruitment has obtained the work distribution and can form teamwork, work task schedule, engagement, skills and knowledge in management over the employees from different levels (Dickmann, Sparrow, 2008). Second, Disney has Direct-to-consumer and international department, sales department, service department, Media Networks department, Studio Entertainment department, advertisement department, international distribution department.

Second, Disney has formed franchise business cooperation, cooperation with ESPN, stock structure adjustment with investment of Hulu. In the process of extensive business cooperation, the Disney would separate official brand story, such as Mickey mouse, Daisy, and brand cartoon image, brand visualization. These would be seen as soft power for the employees to realize the brand of Disney, because of high frequency in social exposure.

Third, Disney has concrete job position classification and arrangement. There are chief executives, managers, manufactuer of advertisement, sales, channel management, and so on. They would form solid training, work distribution, service. Some job positions can manipulate easily, while some need periodical training, education. Both need cultural insertion. Fourth, the human resources should require reorganization according to yearly budget. For example, the retailing service’s 400 employement downsizing forms because of the employment competition, or the news media program has been prosperous, then the new recruitment would be followed. If the resort, or entertainment valley, tourism have been prosperous, the organization structure would have inclination to these areas (Linyun, Qiao Xiangjie, Qifei, 2015). The adjustment of the organization structure would depend on the program, employee execution quality, job position classification, structured recruitment and training section.

4. Management and cultural reinforcement

In the practical management process, the companies have to deal with constant strategies, and provide solution making. Only then can the cultural doctrines be inserted into every detail of the organization. Furthermore, if the companies want to insure the cultural influence towards the employees, they have to provide interaction, feedback collection, and make all the employees a sense of dignity, master, and form spiral learning mode (Scarbrough, 2003). The management of Disney has used the management skills, and communication skills to a great extent. First, it has used demographic, evaluation of marketing, attraction, payment preference, to estimate the employees, and protect their work quality (Johnson, 1991). The performance evaluation can be scientific, and practical. Disney has to improve the employee engagement through the periodical feedback collection, so that the communication process can be smooth.

Second, it has used talent management, and wants to utilize the intelligent resources management, instead of mere manipulation of instructions. Especially in film creation, or cartoon commercial trading, the ideas, designs, stylistic concept, thinking clue, or talents should be unique, and the human resources have high value addition. Disney respects the design team, channel management team (Huselid, Jackson, Schuler, 2018). The strategic management has been flexible, tolerant, excellent according to some creative ideas, instead of old fashion standardized functioning process. For example, the yearly new arrivals of Disney would produce fashion trend, and be promoted to the different channels together, and would cause industrial effectiveness at once.

Third, the employees have to consider more elements in work, apart from organization culture, they have to consider about economic salary level, life condition, stability, interest, work place security, social introspection quality or so forth. Disney should provide control over these aspects, for example, it would create lovely and positive workshop atmosphere, or it would create dreamy, entertaining, romantic theme park with lots of cartoon sculptures. These highlights can make the work in Disney attractive and cozy. Even they are managed, they would not feel a sense of pressure or anxiety, even they provide service for customers, they would still feel a sense of equality, and joy.

5.Recommendations on Cultural Orientation management implementation

5.1 service cultural orientation

There are some recommendations for improvement of management with regards to cultural orientation. According to the study of Disney. First, the companies should form customer oriented culture, it means, the companies should not be isolated from the market demands, and the objectives should have conceptual applications towards the personal demands, such as good quality, comfortable life style, health diet, sustainability, and environmentally friendly measurement, human right respect, romantic dream. For example, Disney has used Disney cartoon iconic images to represent honesty, sincerity, happiness. The mutual benefits would make employees better fulfill their tasks at work. When Disney forms customer oriented culture, the service quality can improve, and the service range can expand. The selfishness would not result in huge productivity.

5.2 motivation orientation

Second, the companies should form positive brand culture. It means, the companies brand image, brand value, brand culture should obey the entertainment, noblity, or other kinds of moral, conceptual ideas, which can form fashion trends. When employees’ talent in art, cartoon, creativity can be respected, or confirmed, guided in the brand cultural spread, the effectiveness or productivity would soon show a great leap (Dickmann, Sparrow, 2008). For example, when the employees are in film program of Disney, they would be attracted by the exciting plot, or fantastic scenes inside the film, and would be willing to devote time and energy to the work tasks. Because employees tend to be motivated by some attractive, exciting, bright, outstanding, glorious, luxurious culture to get rid of the common gloomy life pace. The cultural leadership can help employees to form inspiration, which can help them to accomplish tasks, or use strategies, skills in practical work (Croll, 2013).

5.3 diversified measurements

Third, the management should make the brand cultural diversified in manipulation or measurement exertion. The management should help stakeholders to have clear job classification. The cultural strategies can be dominant, however, the implementation, or measurements should concern about the organization behaviors, the behaviors’ quality, execution effectiveness, clear communication modes, periodical report, cost in time or opportunity can make a great difference (Bagozzi, Burnkrant, 1978). For example, Disney has developed network news media business independently, the operation has been updated, and deviated from the headquarters. If the news media distributor is specialized Asian film marketing, then the Disney company would only insert brand culture, and let the distributor keep independent operation.

5.4 Program control

Apart from cultural insertion, the program management is essential. For example, when Disney expands market in Asian, or European districts, the business line would be focused on advertisement, or film creation separately. Though they are guided by one brand culture, the localization, diversity, racial different, social prejudice, deviation and market extension have been permitted. Sometimes, European business has inclination of Disney film, while Asian business has inclination of Disney retailing commercials. In the implementation, the goal would be divided into different business line, and sub business line, market segmentation, program oriented management, with time schedule, and limited human resources management.

Conclusion

To summarize, Disney has focused on the human resources control greatly by transferring the cultural orientation to performance evaluation. In the first level, the cultural for Disney has been happy, attractive, easy to promote. The psychological motivation, and resonance towards brand culture can drive up workforce. In the second level, the organization structure is serious, divided, the relationship among employees, third party companies, business partners, program oriented members, or other stakeholders, leadership, shareholders have had limited responsibility, and duty, job tasks. The framework of the company has been in one benchmark for adjustment. In the third level, there recruitment, training, investigation about employees have been followed, they would feel safe and interested, the demands between personal values, and company’s values have been coordinated. Thus, the cultural oriented management strategies have changed the ideas into international entertainment business with qualified execution.