Walt Disney Culture Analysis

Organizational culture refers to a procedure of shared assumptions, values, and beliefs that show staff what is proper and inappropriate behavior. These values have a robust impact on employee behavior as well as organizational efficiency.

Organizational culture includes some points which are somewhat more obvious, as well as aspects that will lie beneath one’s conscious awareness. Organizational culture can be concept of as along with three interrelated stages. On the deepest level, under our realization lie common assumptions. Assumptions are taken without any consideration, and they replicate beliefs about human nature and truth. At the second level, values exist. Values are shared standards, principles, and objectives. Lastly we have artifacts,

Walt Disney claims to comply with a powerful lifestyle of innovation: the introduction of latest matters or methods

Artifacts -for Walt Disney that readily means constantly growing new or making improvements to facets of their organization to give a boost to consumer experience. Developing new rides at the theme park, or releasing all of their films in 3D are some examples of innovation at the Walt Disney Company. Best Walt Disney strives to create, hold, and follow excessive-nice requisites across all product classes. Whether it 's movies, rides, or normal patron care, Walt Disney ensures that they excel.

4. What are the characteristics of an adaptive culture verses an unadaptive culture? Compare and contrast the two.

The difference between adaptive and unadaptive cultures can also be explained on the subject of two key dimensions:

Core Values

Adaptive cultures have managers who care deeply about customers, shareholders and employees. They also strongly value people and tactics that can create trade, e.g. Leadership up and down the administration

Case Study. Synopsis: 5 Star and Amtech: 5-Star and Amtech Electronics both manufacture integrated circuits and other electronic parts as subcontractors for large manufacturers. Both 5 Star and Amtech are located in Ohio and often bid on contracts as competitors. 5 Star has sale of $100 million and employs 950 people. Amtech has annual sale of $80 million and employs 800 people. The president of 5 Star believes that 5 Star is a far superior company, attributing its effectiveness to management’s ability to run a tight ship. 5 Star had detailed charts and job descriptions. Tyler believed that everyone should have clear responsibilities and narrowly defined jobs. Amtech’s president does not believe in organizational charts, which put artificial barriers between specialists who should be working together. Employees rotate among departments to be familiar with activities throughout the organization. 5 Star announced the acquisition of Amtech. The Amtech managers resisted the merger, but 5 Star president is determined to unify the companies quickly. Question: Using the competing values model in Exhibit 14.3, what type of culture (adaptability, achievement, clan, bureaucratic) would you say is dominant at 5Star? At Amtech? Support your