Essays on Rethinking Disney - Strategic Management, Private Control, and Public Dimensions Case Study

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The paper “ Rethinking Disney -   Strategic Management, Private Control, and Public Dimensions” is an intriguing variant of the case study on management. Eisner’ s first decade and a half at the helm of Walt Disney was an astounding success backed by some managerial and structural upheavals within the organization that form the basis of many studies in contemporary structural management. The first step that Eisner took was to ensure that the focus of the organization remained on creative success and the management was transformed so that it could adapt to this particular goal.

His basic sense of management values underlined the idea that one plus one can equal more than two when firms leverage their core competencies (Dess, Lumpkin and Taylor, 2004). This style of management was a marked change from the days when Disney was a small company-a flat non-hierarchical organization where employees were on a first-name basis. When Eisner took over Disney as its Chairman in 1984, Disney had witnessed one of the worst years in its corporate history where most of the productions were complete busts. Eisner made some sweeping changes chief among them ensuring a sense of diversity in Disney’ s management structure and the initiation and harnessing of creatives within the company leading the pack.

The idea was simple. Taking a risk with a knowledge that a diversity of ideas could create friction, this was the very creative friction that lay at the success of the Eisner’ s success at the beginning of his tenure. His style of management suited the dilapidated structure that Disney had become. The confrontational attitude that he implemented in the management of his staff is legendary, believing that conflict and friction was a positive way to lead (Miller 2005, p. 5).

He also had a great vision for Disney that he implemented with gusto in the first decade, hence came the theme parks and the Disney stores- the venture in Europe then in Asia; Edgy Miramax was brought into the fold- making kids and investors feel warm and fuzzy about Disney again.

References

Budd M and Hirsh M H, 2005, Rethinking Disney: private control, public dimensions, pub, Wesleyan University Press, pp5-8

Dess G, Lumpkin G T and Taylor M L, 2004, Strategic Management: Cresting Competitive Advantage, pub, A1Books Publishing, p197

Force Field Analysis, accessed September 10, 2009, < http://www.mindtools.com/pages/article/newTED_06.htm>

Gross D, The Louse in the Mouse, pub, Moneybox: Commentary about Business and Finance, accessed September 10, 2009, < http://www.slate.com/id/2069052/>

Holson, L. M, 2005, A Quiet Departure for Eisner at Disney. Accessed September 10, 2009, http://www.nytimes.com/2005/09/26/business/media/26eisner.html

Khurana R, 2002, Curse of the Superstar CEO. Pub, Harvard Business Review, Vol. 80 No. 9, pp60-65

The Force Field Analysis, pub, Walt Disney, accessed September 10, 2009, < http://vpadmin.fullerton.edu/AssistantVP/OrgDev/ProfDev/Mgrs/FacToolKit/ToolsEvaluate/ForceFieldAnalysis.pdf>

Walt Disney, Stock Information, accessed September 10, 2009, < http://www.providence.edu/polisci/students/disney/stock.htm>

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