Contemporary Development Management Report
Introduction
The Walt Disney Corporation propelled the family entertainment to an extraordinary level of achievements by executing effective internal and external measures to establish an organizational behavior concept in decision making, motivation, and group behavior. The Walt Disney Corporation was founded in 1923 and expanded its affiliated companies over the years that reinforce its commitment to producing quality and creative entertainment. Within this conglomerate, the Walt Disney Corporation manages many employees and sub-divisions that must be organized and lead effectively to instill the brand name, as well as, the profitability of the company (Jackson, 1998).
Therefore, the analysis of the internal and external measures is a key component to determining the unparalleled success of Walt Disney Corporation.
The internal mechanism at Walt Disney Corporation presents a foundation for a strong senior management team – that implements the fundamental criteria to establishing a formidable synergy within the corporation to communicate effectively the core message. The internal mechanism at Walt Disney Corporation ranges in strong work teams, creative empowerment through state of art technology, vast amounts of talented staff, and quality methods that assist in corporate set goals (Kelly, 1998).
The external mechanism at Walt Disney Corporation focuses on the relationship to the environmental commitment and business-to-business commitment as well as consumer base. The measure executed on the external frontier is by the fundamental aspects for ensuring its channels of implementing service and products are within corporation code of conduct.
The Walt Disney Corporation Internal and External Influential Methodology
Internal and External Operations
The senior management team has been trained to understanding the fundamental basis to making Disney the giant company that it is today.
The understanding is by having a strong sense of the importance of successful work-teams, motivation, decision making, and group behavior that crucial to solidify customer satisfaction of the company’s band. These aspects provided the measurements for conducting the needed review of where Walt Disney Corporation formulated new strategic plans for the future (Shermerhorn, 2008). The core business unit is entertainment for the family as well as individuals to continue the tradition of rich legacy of quality creative content. The senior management team that directs and monitors the massive manpower of over 5,000 employees and business-to-business sectors are as follow:
i. Robert A. Iger, President and CEO, The Walt Disney Company
ii. Any Bird, Chairman, Walt Disney International
iii. Alan Braverman, Sr. Vice President, General Counsel and Secretary
iv. Kevin Mayer, V.P., Corporate Strategy, Business Development and Technology
v. Dennis W. Shuler, V.P., Chief Human Resources Officer
vi. Thomas O. Staggs, Sr. V.P. Chief Financial Officer
vii. Brent Woodford, Sr. V.P., Planning and Control
viii. George W. Bodenheimer, Co-Chairman, Disney Media Networks
ix. Richard Cook, Chairman, The Walt Disney Studios
x. Walter C. Liss, President, ABC Owned Television Stations
xi. Andrew P. Mooney, Chairman, Disney Consumer Products
xii. Jay Rasulo, Chairman, Walt Disney Parks and Resorts
xiii. Anne Sweeney, Co-Chair Media Networks and President, Disney-ABC Television
xiv. Steve Wadsworth, Walt Disney Internet Group
The internal operational management within Walt Disney Corporation is formulated with the synergy of a code of ethics to foster the proven business segments. The senior management team listed is one of the key decisive measures to center concentration in particular areas for maximized reinforcement. The senior management team listed is the core segment to oversee the fluctuations of internal changes, adaptation, and new technology infusion when deem necessary. The focused effort of the listed senior management at Walt Disney Corporation provides the understanding to demonstrate effective strategic methods in their respective divisions.
The code of ethics at Walt Disney Corporation outlines the respect and dedication needed for each work team integrate the equalities necessary both internally and externally. The four main business segments are the Studio Entertainment, Parks, Resorts, Consumer Products, and the Media Networks that fall within the corporation code of ethics. The business segments are integrated by conducting standards and ethics in operation, workplace polices, hiring, training, corporate governance, and safety measures (Williams, 2002). The Walt Disney Corporation internal commitment to enforce its’ policies and practices for a consisted effort to stimulate the profound desired outcome.
a. Studio Entertainment
The Walt Disney Corporation business segment for studio entertainment distributes the mechanism of creativity by implementing motion pictures under Walt Disney Pictures. It includes the sub-divisions necessary to focus on the core objectives of the aspect to the targeted demographics. The sub-divisions of Walt Disney Pictures are infused with the technology machines to stay current of new visual concepts (Bryan, 2004). The senior management of Walt Disney Pictures includes the Animation Studios, Pixar Animation Studios, Disney-Toon Studies, Hollywood Pictures, and the Miramax Films.
The Walt Disney Pictures serves the external targeted market by infusing the films titles to the concept of sell-through home entertainment markets worldwide and diversified theaters. The Walt Disney Studios Motion Pictures International serves its targeted demographics as the studios international distribution arm. In doing so, the specific genre film titles created by the sub-divisions provided the worldwide brand identity as well as brand equity needed to solidify the Walt Disney Corporation operation (Bowen, 2000). The senior management team within the sub-divisions utilized the materials required to continue the solidification in tying in the corporation to all targeted markets. The materials implemented are by visual, audio, and perception integration in the demographic markets.
The materials utilized are a staff within the sub-divisions that organizes the phases for adaption in the market by exposing effective emotional awareness. The core mission for effective emotional awareness is building on the power of emotional buying that is a critical aspect internally at Walt Disney Corporation. The senior management team within the studio entertainment matrix formulated a production connectivity to fuse all creative houses in the pursuit of mastering internal operations. The internal operations connectivity fosters the distribution product through the Disney Theatrical Productions, Disney Live Family Entertainment, and Disney on Ice that synergies the visual production to different mediums. In doing so, the external aspect through visual impact of the targeted demographic transcends to core mission for excellent family entertainment and develops into every facet of the prospect environment.
The visual impact transcends into theatrical productions with one of the largest producers of Broadway musicals to reiterate the distributed film titles released. The expansion of the Broadway musicals elaborates on the Disney Music Group to distribute the original music and motion picture soundtracks. In these strategic attempts, the Walt Disney Studio Entertainment division provides the control mechanism for a consisted effort to advancing its internal strategy on stay on core corporate message. (See Figure A).
Title
Year Released
Box Office Grossing Millions
Studio
Lion Kink
1994
768
Disney
Finding Nemo
2003
740
Pixar
Monsters Inc.
2001
523
Pixar
Aladdin
1992
502
Disney
Toy Story 2
1999
485
Pixar
Shrek
2001
477
Dream-works
Tarzan
1999
435
Disney
Toy Story 2
1995
362
Pixar
A Bug’s Life
1998
361
Pixar
Beauty ; The Beast
1991
352
Disney
Figure A.
The creative concepts of the studio entertainment works on the communication model for each power-house delivers the highest of standard materials to the targeted market. The delivery of the creative content achievement centers on the animated software, technical team, professional writers, and co-operating with outsource artist companies that assist in current trends.
The senior management team at Walt Disney corporation made a recent decision in late 2006 to acquire the renowned computer animation Pixar, a leader in the new frontier of movie making, that propel the company brand firmly within the targeted demographic. The decision join forces the resources by the Walt Disney Studios Entertainment division and Pixar in which increased the working manpower for needed aspects. These needed aspects relates to expanding the creative machinery in film titles and related music theme titles to continue the brand. The business segment continues the concentration for exclusively the production of creative projects by effective cooperation of sub-division teams within the studio entertainment.
b. Parks and Resorts
The Walt Disney Corporation developed a division that focuses on the corner market for parks and resorts to reinforce the corporate core message of providing exceptional family entertainment. The Walt Disney Corporation senior management team demonstrated the organizational matrix critical to expand on the beloved characters within the parks and resorts. The senior management team formulates the rooted efforts started back in 1952 when the purpose to bridge the Imagineering concept to build one-of-kind parks and resorts. The formula established in the past has grown to signify the creative concepts integrated in the new focused resorts to catered to the surrounding environment.
The parks and resorts signature culture and theme are to build on the current trends but as well as demonstrate the local environment to infuse the signature Disney style. The parks and resorts are an important part to the connectivity matrix at Walt Disney Corporation by a consisted effort to form a relation to the other outcome divisions. The connectivity matrix of the parks and resorts provides the brand identification, in which, the management team can enhance the future brand equity successfully (Hamel, 1996). The parks and resorts present a world-class experience from the integral concept to foster the components of securing successful work-teams. The necessity of a successfully work-teams to infuse the Walt Disney Corporation notion “where dreams come true,” the parks are placed in strategic locations to reinforce themed:
Ø Disney Resort, Anaheim, California
Ø Walt Disney World Resort, Lake Buena Vista, Florida
Ø Tokyo Disney Resort, Urayasu, Chiba
Ø Disneyland Resort Paris, Marne La Valle, France
Ø Hong Kong, Disneyland, Penny’s Bay, Lantau Island
The senior management cooperative effort for sustaining and establishing the parks and resorts locations created the Disney Cruise Line and the Disney Vacation Club. The expanded internal operations resulted in the more than 100,000 members in the Disney Vacation Club that reinforces the immersive Disney approach (Gill, 2002). The influence of the creative concept and family entertainment focuses by including the code of ethical standards to empowering the membership database to stay within the creative frameworks. The Walt Disney Corporation senior management team work towards the decision making process by enforcing the standard for sharing information. The benefit of the senior management team to share information amongst it’s the connectivity matrix provides the understanding to sync all creative focuses together.
The internal aspects by utilized by the senior management team outlined the imperative methods for establishing the needed degree of familiarity on each park and resorts. In doing so, the cooperative measures by the senior management team can continue the proven technique for regular implementation of measurements for likes or dislikes towards the creation of the parks and resorts theme. The average amount of shared experience by the senior management incorporates the influential technique to bridge the parks and resorts with Disney signature characters tailored to located cultural environment. The process of each measure from small amount of shared experiences for data retrieved to large amount of shared experience within their own divisions to solidify a cohesive coalition. (See figure B).
?
?
?
Little Shared Experience
Average amount of shared experience
Large amount of shared experience
Meanings Dissimilar
Meanings Dissimilar
Meanings very similar
Misunderstanding
Average degree of understanding
High degree of understanding
Figure B.
The Walt Disney Corporation senior management team dedication to dissimilate the particular criteria in solidifying the extraordinary experience from entertainment, amusement park, resorts, to related merchandising (Dibb, 2007). The commitment focus is to accomplish this major task due to enormous amount of people visiting the parks and purchasing the related merchandising. Therefore, the senior management team at Walt Disney instructed a sense of awareness amongst the divisions in every area within the corporation to incorporate the philosophy outlined by Disney Corporation code of ethics.
c. Consumer Products
The consumer products outlined the mastery of internal channels at Walt Disney Corporation that the senior management instructed a controlling synergy that do not restrict creativity but allow the freedom to demonstrate the right mindset of organized behavior (Fill, 2007). The daily interaction with sub-divisions provides senior management to enforce the criteria outlined from internal R;D to enforce aspects of current trends. Therefore, the consumer products manufactured incorporates the professionalism for tapping into “unbelievable” characters through merchandising, toys, home décor, books, and signature food products.
The organizational behavior of employees on all levels concept to infused the Walt Disney Corporation quality consumer products to demonstrating the communication model for relaying the core vision to customers (Zaccaro and Kilmoski, 2001) In addition, the vision relayed by the Walt Disney Corporation senior management team has continued the effort for straight forward decision making process that will reinforce that corrective organized behavior to producing the internal matrix of preferred consumer products worth reinvesting.
Furthermore, the consumer products exceptionally assist the senior management team to making the necessary decision making in the method, materials, and needed technology by using feedback results on preferred products. The external measures are able to growth through effective SWOT implementation by broadcasting free advertised mailings to prospect identified in previous business segments. The consumer products highlights the unique creative characters of Disney to further integration from television advertising, radio exposure, in store displays, internet ads, to celebrity associations.
The marketing segmentation of Walt Disney organizes the consumer product with the successful foundation of the business segments identification in the market. The marketing segmentation external interests form a coalition amongst the business segments by honing on the brand identity in every available aspect of the targeted audience. Moreover, the international market segmentation over the last five years have increased over 20% along within the domestic markets by 18% that is driven by effective marketing segmentation. The consumer products goal is to achieve the external objective of the branding life cycle. (See figure C).
Brand Positioning
Brand Name Selection
Brand Sponsorship
Brand Development
Attributes Benefits Beliefs and Values
Selection Protection
Manufacturer’s brand Private brand Licensing Co-branding
Line extensions Brand extensions Multi-brands New-brands
Figure C.
The effective means of positioning consumer products in the targeted demographic and the sponsorship for adequate segmentation of Walt Disney vision that proven results of over fifty years.
d. Media Networks
The internal division of Walt Disney Corporation connectivity with ABC news and ESPEN provides the extended integration in the targeted market. The media networks are reinforcement towards the core message of the corporation vision for broadcasting family valued programs. In doing so, the influential programs heighten the Walt Disney investments to reaching the segmented audience with a different creative flair. The senior management team at Walt Disney nourishes the creativity workforce to being in compliance with regulation while at the same time deliver top-notch programming. The internal aspects are to filter through non-producing programs to a lasting impression for the regeneration of followers.
The primary concerns of the senior management team at Walt Disney Corporation are to monitor such internal practices being adhered to corporation code of ethics. Therefore, the subsequent practices for the appropriate procedure are critical to specifics programs, associations, guest appearances, and style of content relayed presents a deeper marketability in the international markets. The media networks provide a prism to judge and monitor the level of required style for the preferred Walt Disney Corporation organizational behavior conception content. The Walt Disney Corporation has sustained a lasting institution that withstood the test of time with a business model identifying the current industry interests.
The external communications by the media networks are centered on the Walt Disney Corporation code of ethics by demonstrating a commitment to the community. The communication model implemented by the media networks presents standards of fairness and accuracy in reporting and in the programming. The selected personalities associated with the media networks reinforce the corporation message with set in place organizational behavior concept accepted by Walt Disney senior management team.
Ethical Standards within the Walt Disney Corporation
The core message adapted by the President of Walt Disney, Robert Iger, outlines a strong commitment to internal personnel as well as externally to business – to – business relationships and consumers. The code of ethics stands on the pursuit of excellence of integrity through-out the channels of the product and adherence within the community. The Walt Disney Corporation has demonstrated a strong fellowship by showcasing the innovation, creativity and quality outputs that reinforces the ethical standards in placed. The trust factor that is implemented by Walt Disney Corporation outlines the responsibility to adhere to the standards of business conduct.
The commitment of Walt Disney is the goal of team work to focuses on internal means for accomplishing initiatives and to making a difference in the community. Therefore, the Walt Disney Corporation contributes to the environmental awareness for social responsibility. The goal of Walt Disney Corporation is to instill not just family entertainment for profit but to solidify the efforts of changing the way the company affects the environment. The social responsibility presents a consistent effort of the pursuit of integrity and upholding to perceived excellence. The external influence by demonstrating profound ethical standards allows the targeted audience to identify with the core message of the Walt Disney Corporation – that is a positive response for added brand equity.
The business segments within the Walt Disney Corporation are managed with a focused senior management team that gears towards staying on path with the standards of business conduct. In doing so, the occasional missteps that occur can be addressed in a timely and effective manner to avoid unethical repercussion. For instance, the media networks pose an enormous potential to continuing the influential marketability of the Walt Disney products and services as well as can create a negative outcome. These negative outcomes can relate to personalities on programs that can create an unethical measure to warrant a compliance of govern practices.
The media networks poses a greater opportunity for implementation of the connectivity with Walt Disney business segments due to visual communication portrayed through this particular medium. The influential nature of the Walt Disney Corporation brand increase the expectation from senior management to correct matters that jeopardizes the standard of business conduct. The influence of policies to ensure that appropriate measure is in place to restrict negative outcomes within the media networks are important and have proven successful. The policies for certain standards in appropriate age groups, subject content and selected program has presented higher ratings in the last decade.
The effectiveness of the Walt Disney Corporation standards of business conduct can be related to social relativism that becomes the standard in regards to the interests of consumers, business-to-business groups, or the community (Rachels, 1999). It is the expectations of others or a social group, in which, the equity of the relativism is the view that internal and external observers conclude what is proper conduct. The group segments understanding of the core expectations of behavior representation showcased by Walt Disney Corporation provides the loyalty response necessary to generate brand commitment.
Conclusion
The area of some areas implementation would be in the sub-division for consumer products by focusing on each product with its own unit. The most conceived notion of consumers to a brand is feeling the company is too large to address concerns. Although, the Walt Disney Corporation has multiple divisions, the continue effort is need to not be perceived as too large of a company to address the needs of a consumer. Moreover, the Walt Disney Corporation strong following for family entertainment has proven the effectiveness of the marketing segmentation in place, however, the adjustment to streamline the consumer products enter smaller divisions can address these concerns.
The senior management team commitment to the organizational framework to produce the necessary synergy outlined by the corporate internal guidelines. The internal guidelines for implementing strong motivated creative work-teams contributed to a successful outcome for external representation. The results showcased the effective decision making in place from the senior management team to internal staff to follow through with the protocol – to staying in line with the core vision of the Corporation. The Walt Disney Corporation model for an effective approach for implementing a solid organizational behavior concept has presented a strong hold of connecting all individuals to mobilize in an organized behavior for the common goal.
The decision making process at Disney Corporation outlines the beneficial component to providing the needed resources for senior management to communicate to the staff internally what criteria’s are needed for a successful external output. The decision making process within the structure at Disney outlines an in-depth emergent of core values in relation to the standard business code of conduct. The importance of the Walt Disney Corporation core values instills the substance for a streamline of maneuvering towards achieving the objectives of the company.
The Walt Disney Corporation provides a decision making process that is successful in providing a well organized behavioral conception translated in the every changing product and services presented to the target demographic year after year. In addition, the effective decision making process from the senior management team is demonstrated by the organization sustaining employees, consumers, and encouraging a broader network opportunity. These attributes have showcased the overall successful phases of implementation to delivering a coherent and influential organization.
References
Bryman, Alan. (2004) Disneyization of Society. Journal of Business Ebscohost, Sage Publications Ltd, Dewey: 306.3. p.207
Bowen, R. Brayton, (2000). Recognizing & Rewarding Employees. Journal of McGraw-Hill Professional Book Group. 2(3) 140-141,
Jackson, Lynn. (1998). Disney Way: Harnessing the Management Secrets of Disney in Your Company. Journal of Blacklick, OH, USA: McGraw-Hill Professional Book Group, 1998. 1(2), 1-34.
Kelly, Joe, (1998). Existential-Systems Approach to Managing Organizations. Journal of Greenwood Publishing Group, Incorporated. 1(3) 122-125
Shermerhorn, John, (2008). Organizational Behavior. Wiley, 10 Edition
Williams, Lloyd C., (2002). Creating the Congruent Workplace: Challenges for People and Their Organizations. Journal of Greenwood Publishing Group, Incorporated. 2002, 1 (2) 17-28
Zaccaro, Stephen, Kilmoski, Richard J. (2001). The Nature of Organizational Leadership: Understanding the Performance Imperatives Confronting Today’s Leaders. Journal of Business Ebschohost, Joseey-Bass Incorporated Publishers. 3(1) 5-35
Rachels, James. 1999. The Elements of Moral Philosophy, Boston: McGraw-Hill College.
Dibb, R. (2007). Marketing: Concepts and Strategies. Houghton Mifflin (Academic); Euro Ed. edition
Fill, Chris (2007) Marketing Communications: Engagement, Strategies and Practice: Enhanced Media Edition. Financial Times/ Prentice Hall; 4 edition
Gill, John (2002) Research Methods for Managers Sage Publications Ltd; Third Edition
Hamel, Gary (1996) Competing for the Future. Harvard Business School Press; New Ed edition
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