Cultural Beliefs of Walt Disney

Cultural Beliefs of Walt Disney

 

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Cultural Beliefs of Walt Disney

The corporate culture employed at Walt Disney is unique and aimed at realizing the overall goals of the company. Walt Disney has unique names for its employees, customers and training sessions. Employees here are referred to as ‘cast members’ and customers as ‘guests’, and training sessions as ‘traditions’ (Gershon, 2009). These name codes give the company a unique orientation in its approach to business. Visiting the company website, one picks up the word magical easily, which sets out the strong values and belief that Walt Disney follows.

 As highlighted above, Walt Disney employees are called “cast members,” while customers are referred to a “guest” (Gershon, 2009). The company ensures that its groups of employees get the best training, which is done through an orientation program called “traditions.” It is through the “traditions” that cast members are trained and equipped for their roles in the company (Pinsky, 2004). In addition, employees are expected to spend the afternoon session learning something as a Disney character. The experiences and insights learned in such sessions are shared with other cast members, with the aim of improving performance. In these meetings, cast members learn three very important components: to keep the parks extremely clean, the need to create an atmosphere of happiness and to understand what the company expects of its employee by the company. It is these principles that shape the values, vision, and strategies employed by Walt Disney (Pinsky, 2004).

The wide variety of training sessions provided by the company and the advantages that they derive from such training camps supplement the culture of Walt Disney (Watts, 2001). Indeed, these training sessions benefit employees to be productive and add value to customer satisfaction. Disney gives its cast members a balanced work and life environment where employees can come with their spouses to business seminars. In addition, the company empowers its employees to think in a creative way. Walt Disney holds annual events where cast members are have a chance to float their dreams or ideas. Winners in these events are given rewards by the management. This motivates employees to think critically and come up with ideas that can propel the company further. Indeed workers feel valued and appreciated, which opens the platform for them to give magical experiences for their guests (Pinsky, 2004).

Walt Disney believes that employees cannot make guest happy if they are not happy themselves (Pinsky, 2004). This is an important example of an organizational culture that is lacking in many organizations. In addition, the company conducts regular survey to make sure that the employees are happy (Watts, 2001). The results of the survey are discussed three week after the survey where any issues arising are dealt with effectively. Accordingly, there is no room for discontent within the company. In a traditional organizational structure, workers are not given such privileges. Indeed the structures in such organizations are opposite of what happens at Walt Disney.

In order to maintain its values and make sure the company’s objectives are achieved, the company follows a strict hiring process (Gershon, 2009). Walt Disney looks for people who have concern for its customers, people who can be trusted to instill character to their members. The company is guided by the philosophy that the customer is the ‘king’. Therefore, Walt Disney focuses on recruiting people who are up to the challenge and can be relied upon to advance the company’s corporate values. A person who lacks in this criterion is not hired or is simply dismissed.

In conclusion, Walt Disney is a company that embraces teamwork among its employees. The company provides enough space for the employees to learn and grow. In addition, discontent is minimized by ensuring that workers have a work-life balance, which gives them room for motivation as well as relaxation. These qualities steer Walt Disney to success, making its experience seem magical to many.

 

 

 

References

Gershon, A. R. (2009). Telecommunications and Business Strategy: Industry Structures and Planning Strategies. New York: Taylor & Francis.

Pinsky, I. M. (2004). Disney: Faith, Trust, and Pixie Dust. London: Westminster John Knox Press.

Watts, S. (2001). The Magic Kingdom: Walt Disney and the American Way of Life. Boston: University of Missouri Press.

 

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