Essays on Theories of Management and Leadership - Walt Disney Company Case Study

Download full paperFile format: .doc, available for editing

The paper "Theories of Management and Leadership - Walt Disney Company" is a perfect example of a business case study.   Globalization is a reality and had catalyzed international companies to extend business operations in various countries. A global mindset is a modern business concept that had pooled ideologies and theoretical frameworks developed by economists and business scholars in the attempt to describe techniques contemporary organizations are using to position brands in global markets. This paper addresses the global mindset techniques that companies are using to position products and services in different geographical locations.

The significance of this article is to analyze theories of management and leadership in cross-cultural issues for business. For more understanding, the paper uses Walt Disney Company as a case study. Introduction Globalization is the main engine that has been propelling companies to operate in more than one country due to a smooth flow of resources. Companies working in different geographical locations attract and pool together employees from different cultural backgrounds. Therefore, managers heading firms with multicultural human systems face tough times especially managing a company in a foreign land. Slashing production costs also has become a factor that stimulates businesses to operate in segmented global markets.

To reduce production costs and increase market competitiveness in various segments by exploiting opportunities the company strategically positions the brands in many countries by opening production sites. Additionally, multinational corporations penetrate into foreign markets to gain access to production knowledge, economic and financial resources. In this aspect, in modern times multinational businesses and organizations are becoming more complex founded in an integrated leadership with multiple cultures. Management remains a fundamental factor in enterprises operating in different markets with socio-cultural diversity.

In other words, organizational executives heading companies in a foreign country must be culturally sensitive and ready to embrace diversity by promoting production creativity. However, effective cross-cultural leadership and management structure is a challenge for most of the global organizations. Cultural differences among the employees and governing structures might lead to production misunderstanding due to company's social-cultural mindset. In the last few decades, some of the large corporations operating in global markets had failed due to poor or weak multicultural leadership mindset that leads to poor organizational performance.

The essence of having a global mindset when the company is strategizing to position the products on the world markets is to develop leadership and managerial structures with a capacity to understand the employees and customers' cultural values. According to Hodges and Gill (2014), it is important for global companies to know the employees and clients social-cultural phenomenon for it is a variable that builds organizational competitiveness. Additionally, for a corporate operating in the world market to fulfill the needs of the customers and to strengthen the value of the employees, the firm must adhere to the locals' cultures and lifestyles found in the host country.

At the same time, Pasmore (2011) suggests that an organization to have a cultural proficiency does not translate the capacity of leaders and managers knowing and understand every social stance in every market. This paper aims to articulate the essence of this article is to critically analyze theories of management and leadership in cross-cultural issues for business. For more understanding, the paper brings together various theoretical frameworks articulated from quantitative secondary data explored by different authors.

Specifically, the paper uses the Disney Company as the case study for the company operates in multiple markets, United States, Japan, France and Hong Kong. The paper also aims to answer the question “ does the Disney Company have a global mindset? ”

References

Aggarwa, R. (2011). Developing a global mindset: Integrating demographics, sustainability, technology, and globalization. Journal of Teaching in International Business, 22(1), 51-69.

Ananthram, S. and Nankervis, A.R., 2014. Outcomes and Benefits of a Managerial Global Mind‐set: An Exploratory Study with Senior Executives in North America and India. Thunderbird International Business Review, 56(2), pp.193-209.

Crowne, K.A., 2013. Cultural exposure, emotional intelligence, and cultural intelligence: An exploratory study. International Journal of Cross Cultural Management, 13(1), pp.5-22.

Cullen, J.B. and Parboteeah K.P., 2008. Multinational management: a strategic approach. South Western Publisher.

Disney Doubles Quarterly Profit, 2012. Business Week Online. Academic Search Complete. EBSCO. Odum Library, Valdosta, GA. Accessed on 29 March 2017 from http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=23121276&site=ehost-live

Engle, R.L. and Crowne, K.A., 2014. The impact of international experience on cultural intelligence: an application of contact theory in a structured short-term programme. Human Resource Development International, 17(1), pp.30-46.

Hodges, J. and Gill, R., 2014. Sustaining change in organizations. New York: Sage.

Lovvorn, A. S. & Chen, J.-S. (2011). Developing a global mindset: The relationshipbetween an international assignment and cultural intelligence. International Journal of Business and Social Science, 2(9), 275-282.

MacMillan, D., 2016. “Tying the Knot with Disney.” Business Week Online. Academic Search Complete. EBSCO. Odum Library, Valdosta, GA. Accessed on 29 March 2017 from http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=24292183&site=ehost

Nguyen, N. T. B., & Umemoto, K. (2009). Understanding leadership for cross-cultural knowledge management. Journal of Leadership Studies, 2(4), 23-35. doi:10.1002/jls.20078

Organizational Dynamics, Vol. 42, pp.228-37

Pasmore, W.A., 2011. Tipping the balance: Overcoming persistent problems in organizational change. In Research in organizational change and development (pp. 259-292). Emerald Group Publishing Limited.

Singh, D., 2015. Managing Cross-cultural Diversity: Issues and Challenges in Global Organizations. Journal of Mechanical and Civil Engineering, PP 43-50

Sutton, C., Zander, L. And Stamm, K. 2013.”Global leadership and supportive stereotypes” European International Management, Vol. 7, No.5, pp. 604-622

Takahashi, K., Ishikawa, J., & Kanai, T., 2012. Qualitative and quantitative studies of leadership in multinational settings: Meta-analytic and cross-cultural reviews. Journal of World Business, 47(4), 530-538. doi: 10.1016/j.bbr.2011.03.031.

Zander, L., Settling, P. and Mäkelä, K., 2013. ”Leading global virtual teams to success”

Download full paperFile format: .doc, available for editing
Contact Us