The Walt Disney Company: Learning and Growth Perspectives

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Table of Contents

Introduction
Objectives
References

Introduction

The Walt Disney Company is an American multinational mass media corporation that is located in Walt Disney Studios, California, United States. The Walt Disney Company is one of the largest mass media company in the world in terms of revenue. Walt and Roy Disney founded this company in October 16, 1923, and it was known as the Disney Brothers Cartoon Studio before attaining its current name. The Walt Disney Productions were the first to establish the American animation industry, and with time it grew and became one of the leading and largest companies in this industry.

One of the productions that made the company well-known worldwide was Mickey Mouse. Its success was attributed to the fact that it was the first cartoon to feature synchronised sound. The company then diversified into the live-action production, television, and travel. In 1986, the Disney brothers cartoon studio acquired its current name and since then has been known as the Walt Disney Company. Since then the company has expanded its operations and started divisions focused on theatre, radio, music, publishing, and online media.

The company is best known for the film studio products, the Walt Disney Studios. Today the studio is among the largest and best-known studios in Hollywood. The company does not only produce films but also operates the ABC television network, engages in publishing, merchandising, and theatre divisions; it owns and licences 14 theme parks around the world. It has also succeeded greatly in the music division. The company owns cable television networks such as Disney Channel, ESPN, A+E Networks, Life Time, and ABC Family.

The Walt Disney Company states its mission as enhancing creativity and innovativeness. The company aims to ensure that it remains the global leading producer of leisure entertainment and information (Daft, 2009). The company’s vision and objectives in the perspective of the company’s learning and growth is the creation of high performing culture.

Objectives

Objective	Measure	Target	Action
Creating- high performing culture	Creation of a high performing culture can be developed and measured through observation of the relationships between the employees in an organization and how they work together	It targets the employees in order to inspire them to work an extra mile-so as to make and execute decisions without any supervision (Rainey, 2009).	A high performance culture should be developed in a way that it reflects the goals and values of the organization. A winning culture can be developed by ensuring the employees have the right attitude towards their work
Employee satisfaction	Employee satisfaction can be measured through asking them questions on where they expect improvement and providing them with open forums to suggest solutions to their problems. A company that involves the employees in their decisions stands a greater chance of satisfying its employees	The target can be the employees or the employer or both. This is because a good working environment makes work easier for both the employer and the employee. Employee satisfaction creates a good relationship with the employer which in turn improves the revenue of the organization since employees give their best	Employee satisfaction is achieved through ensuring that employees are fairly paid and rewarding them when they do their work to perfection. In addition, this can be achieved through ensuring that the workers do their work in a conducive and enabling environment. Employers can create an enabling environment for their employees by ensuring that they have all they need to do their work effectively.
Live the values	Living the values can be developed by creating conscious awareness by bringing the workers and members together and aligning them to achieve unanimous goals (Gilley et al, 2009). An organization should implement this to ensure that all employees work towards one direction. This means working towards the attainment of the organizational goals.	The target here is the employees who need to be brought together to ensure that they do not live and work with assumed values that are not articulated, aligned or committed.	Living the values can be archived through dividing employees in groups or teams. This enables employees to work together to ensure that they all thrive towards the attainment of organizational goals (Jones, 2012).

The relations and learning objectives identified here relate to those of the previous modules in many ways. For example, providing profitable and affordable entertainment experiences to clients was discussed in module one and it relates well with employee satisfaction in module four. Entertaining the employees creates a good working environment for them, which enhances employee satisfaction. In module two, the objective of innovation and development relates with creating- high performing culture, which is an objective in module four. Innovation and development provides the employees with the required technology and resources and hence making work easier and this would increase their performance hence increasing the organizations output (King, 2009).

Improvement of the human capital available to the company is one of the objectives in module three and this relates to creating a high performing culture. This is evident since increasing the number of workers would in turn increase the output level of the organization. This in turn reflects on the performance level of the company. In order for an organization to create a high performing culture, it needs to have enough employees thus this shows the relationship between the two.

References

Daft, R. (2009). Organization Theory and Design. New York: Cengage Learning.

Gilley, J & Maycunich, A & Gilley, A. (2000). Beyond the Learning Organization: Creating a Culture of Continuous Growth and Development Through the State of the Art Human Resource Practices. New York: John Wiley and Sons.

Jones, P. (2012). Strategy Mapping for Learning Organizations: Building Agility into your Balanced Scorecard. Burlington: Gower Publishing Company.

King, W. (2009). Knowledge Management and Organizational Learning. New York: Springer.

Rainey, H. (2009). Understanding and managing Public Organizations. New Jersey: John Wiley and Sons.

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The Walt Disney Company: Learning and Growth Perspectives

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