In this paper, the discussion will be about motivational strategies of a cutting-edge organization like the Walt Disney Corporation.

This paper will cover the background of the industry and discuss the corporate culture and management. Team C will analyze the motivational strategies like employee empowerment, selection and training, incentives, benefits, quality programs, managerial roles, goal and objectives, performance appraisals, job design, alternative work schedules, stress management, and leadership style.This paper will include an analysis of what makes working for the Disney Corporation a positive experience for its employees and what is the essence of its approach to motivation. We will discuss what the combination of techniques that it uses in a unique way and how the company’s motivational strategies serve as an attraction for new employees and how they improve employee retention.

We will make recommendations on specific steps the company could take to address deficiencies. Company backgroundThe Disney Corporation started to build the foundation of the company in 1923 and has since continued their faithfulness and commitment to developing the best entertainment experience for their customers and employees. “The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise with four business segments: media networks, parks and resorts, studio entertainment and consumer products” (Disney. com 2011).

“The Walt Disney Company operates a global entertainment portfolio of Media Networks, Parks and Resorts, Studio Entertainment, and Consumer Products.This wide array reaches out to the world through its television broadcasts, Internet businesses, theme parks, and the many ventures of The Walt Disney Company’s subsidiaries” (Missionstatement. com, 2011).

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Everyone knows Mickey Mouse, he has been the mascot and face of the Walt Disney Company since 1928, Mickey is the original creation of Walt Disney whom opened a cartoon studio with his brother Roy in Los Angeles, California, in 1923. In the almost 90 years that “Disney “ has been around it has continued to grow from a cartoon studio into a multi-conglomerate, which includes 11 theme parks around the world, on three continents, cable hannels (ESPN, Disney channel and ABC Family), along with owning the ABC network. The Disney brand is attached to publishing, merchandising and theater divisions, and is the largest licensor of manufactured goods in the world with products ranging from fine furniture to plush toys that bear the Disney name.

Financial data Revenues Annual gross revenues of The Walt Disney Company (in millions USD) YearWalt Disney Studio Entertainment[Rev 1] Disney Consumer Products[Rev 2] Walt Disney Parks and Resorts Disney Media Networks[Rev 3] Walt Disney Internet Group / Disney Interactive Media Group[Rev 4][Rev 5] Total 991[20] 2,593. 07242,794. 0 6,111 1992[20] 3,1151,0813,306 7,502 1993[20] 3,673. 41,415. 13,440.

7 8,529 1994[21][22][23] 4,7931,798. 23,463. 6359 10,414 1995[21][22][23] 6,001. 52,1503,959. 8414 12,525 1996[22][24] 10,095[Rev 2] 4,5024,142[Rev 6] 18,739 1997[25] 6,9813,7825,0146,52217422,473 1998[25] 6,8493,1935,5327,14226022,976 1999[25] 6,5483,0306,1067,51220623,402 2000[26] 5,9942,6026,8039,61536825,402 2001[27] 7,0042,5906,0099,569 25,790 2002[27] 6,4652,4406,6919,733 25,360 2003[28] 7,3642,3446,41210,941 27,061 2004[28] 8,7132,5117,75011,778 30,752 2005[29] 7,5872,1279,02313,207 31,944 006[29] 7,5292,1939,92514,368 34,285 2007[30] 7,4912,34710,62615,046 35,510 2008[31] 7,3482,41511,50415,85771937,843 2009[32] 6,1362,42510,66716,20971236,149 2010[33] 6,7012,67810,76117,16276138,063 1.

^ Also named Films 2. ^ a b Merged into Creative Content in 1996 3. ^ Broadcasting from 1994 to 1996 4. ^ Walt Disney Internet Group, from 1997 to 2000, next merged with Disney Media Networks 5. ^ Disney Interactive Media Group, starting in 2008 with the merge of WDIG and Disney Interactive Studios 6. ^ Following the purchase of ABC Net income Net income of The Walt Disney Company (in millions USD)YearWalt Disney Studio Entertainment[NI 1] Disney Consumer Products[NI 2] Walt Disney Parks and Resorts Disney Media Networks[NI 3] Walt Disney Internet Group[NI 4] / Disney Interactive Media Group[NI 5] Total 1991[20] 318229546 1,094 1992[20] 508283644 1,435 1993[20] 622355746 1,724 1994[21][22] 77942568477 1,965 1995[21][22] 99851086076 2,445 1996[22] 1,598[NI 2] 990747? 300[NI 6] 3,035 1997[25] 1,0798931,1361,699? 564,312 1998[25] 7698011,2881,746? 943,231 1999[25] 1166071,4461,611? 933,231 2000[26] 1104551,6202,298? 4024,081 2001[27] 2604011,5861,758 4,214 2002[27] 2733941,169986 2,826 2003[28] 6203849571,213 3,174 004[28] 6625341,1232 169 4,488 2005[29] 2075431,1783,209 5,137 2006[29] 7296181,5343,610 6,491 2007[30] 1,2016311,7104,285 7,827 2008[31] 1,0867781,8974,942? 2588,445 2009[32] 1756091,4184,765? 2956,672 2010[33] 6936771,3185,132? 2347,586 1. ^ Also named Films 2.

^ a b Merged into Creative Content in 1996 3. ^ Broadcasting from 1994 to 1996 4. ^ Walt Disney Internet Group, from 1997 to 2000, next merged with Disney Media Networks 5.

^ Disney Interactive Media Group, merge of WDIG and Disney Interactive Studios 6. ^ Not linked to WDIG, Disney reported a $300M loss due to financial modification regarding real estateMission Statement: “The mission of The Walt Disney Company is to be one of the world’s leading producers and providers of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world. ” (Missionstatement. com) Pepper, John E. – Chairman Iger, Robert A. – CEO & President Staggs, Tom – SEVP & CFO McCarthy, Christine – EVP Corporate Finance and Real Estate and Treasurer Woodford, Brent – SVP Planning and ControlAldridge, Lawrence – Senior Vice President, Corporate Alliances Zweig, Jonathan – Vice President, Business Development, Corporate Alliances Bird, Andy – President, Walt Disney International Braverman, Alan – SEVP General Counsel and Secretary Padden, Preston – EVP Government Relations Coleman, Wes – EVP & Chief Human Resources Officer Iden, Robert – SVP Security Mayer, Kevin – EVP Corporate Strategy, Business Development and Technology Van Dyk, Nick – SVP, Corporate Strategy Mucha, Zenia – EVP Corporate Communications Cook, Richard – Chairman, The Walt Disney StudiosParkis, Steve – SVP – Disney Online Studios Mooney, Andrew – Chairman, Disney Consumer Products Dunne, Jessi – Senior Vice President, Global Licensing Wadsworth, Steve – President, Walt Disney Internet Group Shapiro, Larry – EVP at Walt Disney Internet Group; GM of Disney Mobile Albers, Bud – EVP & CTO at Disney Interactive Media Group Wile, Jeff – Vice President of Technical Operations at Walt Disney Intern Karnati, Sravana Kumar – Vice President, Engineering Freeman, Eric – Vice President, Advanced and Emerging Technologies Thompson, Scott – Vice President, Architecture at Walt Disney Internet GroupRasulo, Jay – Chairman, Walt Disney Parks and Resorts Castro, Carlos – Vice President, Strategic Alliances, Parks & Resorts Bodenheimer, George – Co-Chairman, Disney Media Networks, President, ESPN, Inc. Sweeney, Anne – Co-Chair Disney Media Networks and President, Disney-ABC Cheng, Albert – EVP, Digital Media, Disney ABC Television Group Hedinsson, Skarphedinn – SVP, Technology & Platform Products, Digital Media at Disney Liss, Walter – President, ABC Owned Television Stations Unmapped People Hare, John – President, ABC Radio Yanover, Paul – Executive Vice-President & Managing Director, Disney OnlineDisney Motivational Strategies The motivational strategy a company uses directly correlates to their level of success.

Assessing employee needs and tailoring effective rewards that properly motivate an employee is important. If companies provide awards that the employee does not value, Their efforts will not produce the desired effect. Therefore, the proper reward must be chosen to garner the proper motivation.

The only way to choose appropriate rewards is to know what the employee values. Leadership must accurately assess employee needs by listening to his concerns, views, and needs.Disney has done a magnificent job of assessing their employees and finding ways to motivate them. Disney’s motivational strategy may be called in short, “The Disney Way. ” In an article on Meetingsnet. com’s website, written by Bill Gillette, Bill Capodalgi and Lynn Jacson—authors of “The Disney way: Harnessing the Management Secrets of Disney in your Company—state that Disney employees are well-trained, well-paid, and company management ensures all employees understand their roles (Gillette, 2011). Below we will take a closer look at the “Disney Way” and how they motivate their employees who fuel the extremely successful business.Employee Empowerment Disney employees are made to feel they have a proprietary role in the company and its production.

Disney’s staff members are called cast members, know their roles, and scripts, so to speak. They are given the feeling that it is their show and no one else’s. One of the most satisfying feelings an employee can experience is a feeling of trust and appreciation from his or her management. Disney employees are consulted on their feelings about their jobs, provided with the tools they need, and are free to work without anyone looking over his or her shoulders.Steve Hammel is manager of concept development for Disneyland in Anaheim, California. He describes his feelings of empowerment this way, he says, “In fact it’s not even empowerment. It’s a step above that.

It’s a feeling that everyone truly is involved all the time” (Disney grants Hammel’s wish: Freedom to create,” 1997, p. 18). The only way empowerment works at a company like Disney is that there is a large amount of trust. Trust on management’s part that employees will perform well. In an arrangement like Disney’s, proper training is critical for employee empowerment.

Employee Selection and TrainingDisney is so very successful at training their own employees that The Disney Institute was created specifically to showcase the methods Disney uses and help companies adapt their best practices to their own individual organizations. People have tried to determine what is so special about Disney and the way they train their employees. First, at Disney, even though every employee does not have the title of leader, it is believed that each employee has a leadership role.

That leadership principle along with their long standing philosophy is the key to Disney’s training methods.Disney’s management motivates hourly wage workers to play host 365 days a year, and many of them perform repetitive roles. Disney employees, or cast members, are required to receive compliance training, including the company’s standards of business and ethics, communication, critical and creative thinking, project management, time management, technical and artistic skills development, cultural awareness, diversity, ethics, safety, career development and wellness through the company’s learning management system. However, most companies have structures similar to this.

What sets Disney apart is their unique approach and philosophy regarding training. At Disney, they have a concept called “right fit. ” According to the Disney Institute, “When you train, develop, and retain highly-skilled employees who understand and convey the truths and values of your business, you’ll realize positive economic effects. Always” (Gillette, 2011). Managerial Roles The managers at Disney play a vital role in conveying the philosophies of company leadership to employees. Employees must not only embody the principles, but also are expected to inspire others that work for the company.They create a climate where ideas may literally come from anywhere. The “Disney Way” is not just a slogan.

It is an atmosphere that has become almost self-perpetuating and is an undergirding factor in the success Disney enjoys—management and their interaction with employees is vital in creating the Disney way. Managers at Disney inspire innovation and challenge their employees to be creative. Managers at Disney are responsible for conveying their four core concepts: to dream, to believe, to dare, and to do. With that philosophy in mind, managers at Disney also receive training.They receive leadership development courses for all levels of leadership at Disney, from first-time managers to executives. The curriculum not only promotes a consistent set of leadership practices across the company, but also provides leaders the support they need to progress in their careers and build their capabilities. Internal executives identified as role models “give back” by staying involved in leadership development as teachers, mentors, and coaches.

(Disney Corporation, n. d. ) The image that Disney portrays is integral in the decision-making processes used by the company.Family entertainment, on the television and at the theme parks, drives the strategies used in making decisions.

With a corporate responsibility directed by the Walt Disney Company line, “we believe that being a good corporate citizen is not just the right thing to do; it also benefits our guests, our employees and our businesses. It makes the company a desirable place to work, reinforces the attractiveness of our brands and products and strengthens our bonds with consumers and neighbors in communities the world over” (Disney. com).Consider what makes working for this company a positive experience for its employees. When I looked at Disney website under workplace section, I found number of good positive experience for the employees. What I thought was unique is the employees are called cast member’s. Disney commitment to a good quality workplace, ethics they have to make sure that each cast member is treated like family and social responsibility. Because Disney is a theme park designed to make every person who visits will experience a magical and unforgettable world of fun for adults and children.

Disney understands that their cast members is a very important part of the experience so they take the time to train each cast member in a professional and personal growth. What is the essence of its approach to motivation? Disney has an in creditable cross training program along with an inclusive rewarding system, an environment that provides safe, respect, which the company take pride in upholding these values. In addition, Disney has an extensive benefits package for their cast members.Disney takes pride in possessing a diverse workforce, they inspire cast members to creativity, and they hire a very diverse number of people from all ages, ethnic groups, from different backgrounds and experience to non-experience. Disney makes sure that all their cast members believe they are valued in whatever they do. Disney also has programs that are unique to their employees solely such as in creditable low pricing for cast members to all theme parks, advancement learning program in Disney University for cast members to advance in their careers.The course cover management to computer skills, tuition reimbursement for higher education, childcare for cast members and optional medical, dental, vision coverage.

In addition, Disney also offers cast exclusives benefits for family holiday parties, discounts at shops, restaurants and first looks at new attractions. How does it combine the use of various motivational techniques to be successful? Because of Disney motivational techniques of learning development opportunities and Disney only benefits polices design for individual, families, friends this leads to happy cast members.People are motivated to give 100% when they have a sense of security, growth in their jobs to advance; cast members are appreciated and rewarded for a job well done. Disney combination of a diversified workforce allows them to relate and connect to people, cultures, and ethnic groups around the world this is a major aspect for the success of the Disney corporation.

In addition, thousands of people enroll into Disney University each year were they offer classes that will help people to continue their education so they can be valuable to Disney and their communities.How is the combination of techniques that it uses unique in any way? What I find unique about Disney techniques from many other companies is that Disney makes a point to make sure that their workforce is diverse to meet the needs of all people who visit their theme park. How each cast member is capable to work in any area of the park or resorts cast members are crossed trained and are very efficient at any job. All cast members display superior customer service and they make you feel like you are a part of the Disney family.

I have visited Disney about two years ago and I will say that customer services was outstanding and all the employees did whatever it took to keep people happy. Restaurant service was top notch and the shopping experience was great employees were always wanting to assist customers and what I found completely cool was the different languages that the cast members spoke. Disney has definitely has done a great job when it comes to taking care of their employees and providing an in creditable experience for guest.As a worldwide company Disney has created an organization culture rich in motivational policies and practices well-known by other businesses as well as perspective employees. Disney has a reputation of well established training procedures, leadership development programs, and fostering creativity that attracts new applicant’s every day. Disney has 149,000 employees and is one of the world’s largest media conglomerates (Hoover’s Profiles, 2011). Every new employee from part-time summer employees to managers goes through an orientation program called Traditions for the first day or two of his or her employment.The Traditions training is a motivational tool that ensures that all new employees understand the Disney culture and know what is expected of them, exactly what the employee’s job is and how to do it (Gillette, 1999).

Disney’s organizational culture of training, rewards, and open communication has “…given Disney one of the lowest attrition rates for any company in the United States” (Sparks, 2007, p 4). Disney places so much importance on employee training the company established the Disney Institute in 1986, a training a development program that offers both classroom and online training for employees.The Disney Institute has been so successful that large enterprises, such as Toys R Us and Price Waterhouse Coopers have utilized the training programs at the institute to improve customer relations (Sparks, 2007). The University of Chicago Hospital partnered with the Disney Institute to create a training program that would identify the causes of the hospitals high turnover rate and address each of the issues identified. The partnership with and training through the Disney Institute reduced employee turnover by 33% (Anonymous, 2008).Disney uses many best practices to motivate its employees and create an organizational culture of motivation and recognition.

Disney best practices include over 180 different recognition programs for its employees both individual and team recognition. Recognition programs at Disney go both ways, management recognizes employee’s exemplary work and employees have the opportunity to recognize those employee’s that mentored or coached him or her through the employment journey. The award was originally created by a Disney employee and has been so successful that it continues as the Spirit of FRED award.

FRED stands for friendly, resourceful, enthusiastic, and dependable (Nelson, 1999). Disney has a very strong training program that develops creative individuals, who are self-motivated as well as career development and leadership training. Disney provides employee benefit packages designed to meet the needs of a diverse group of employees. Additionally, Disney has an open-communication policy that ensures that employees are happy and satisfied with their jobs. Conclusion In conclusion, team C has discussed the motivational strategies of the Disney Corporation.Team c has discussed the background of the industry and the corporate culture and management. Team C analyzed the motivational strategies like employee empowerment, selection and training, incentives, benefits, quality programs, managerial roles, goal and objectives, performance appraisals, job design, alternative work schedules, stress management, and leadership style.

Team C has included an analysis of what makes working for the Disney Corporation a positive experience for its employees and what is the essence of its approach to motivation.We discussed what the combination of techniques that the corporations uses in a unique way and how the company’s motivational strategies serve as an attraction for new employees and how they improve employee retention. Team C has made recommendations on specific steps the company could take to address deficiencies. Reference The Walt Disney Company Corporate responsibility at Walt Disney Parks and Resorts; our workplace; retrieved February 2011 http://corporate. disney. go.

com/news/parks_resorts/corprespon_workplace. htmDisney. com (2011) Company overview.Retrieved from http://corporate. disney. go. com/corporate/overview.

html, February 2011 Disney. com (2011) Corporate responsibilities Retrieved from http://disney. go. com/crreport/overview/corpresponsibility.

html, February 2011 Disneyonline. com (2011) Disney corporation Retrieved from http://www. cogmap. com/outline/walt-disney-corporation? ver=29=0 http://www. cogmap. com/outline/walt-disney-corporation? ver=29=0 J.

Normand (2010) Walt Disney corporation Retrieved from http://www. cogmap. com/outline/walt-disney-corporation? er=29=0 Mission Statements. com Fortune 500. Retrieved from http://www. missionstatements.

com/fortune_500_mission_statements. html Anonymous, (2008). Reduce employee turnover, build customer loyalty. Workforce management. Retrieved on February 26, 2011 from http://www.

allbusiness. com/labor-employment/human-resources-personnel-management/10596744-1. html Gillette, B. (1999). Interview: Doing it “the Disney way”. Retrieved on February 25, 2011 from http://meetingsnet. com/corporatemeetingsincentives/meetings_interview_doing_d