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This section examines the recommended changes in the Disney culture, assuming the use of an evolutionary model of cultural change. To begin with, it is necessary to understand in detail what the evolutionary model of cultural change is. The evolutionary model rejects the universal laws of evolution and recognizes the diversity of ways of socio-cultural development (Creanza et al., 2017). Cultural adaptation takes place that is the process of adaptation to the environment, during which there is a complication of culture, differentiation, the emergence of new cultural phenomena.
Many believed that the merger of the two companies would be terrible and would entail unfortunate consequences. The fears were twofold: either Disney would trample on Pixar’s corporate spirit, or Pixar animators would behave like spoiled children and reproach their new owner (Barnes, 2008). As a result of an invisible but essential shift, Pixar has matured, allowing its strategic thinking to develop within the sprawling corporation (“Disney to Acquire Pixar,” 2006). The way Disney and Pixar worked on integration served as a lesson for other executives faced with the delicate task of combining two cultures (“The Disney and Pixar Merger,” 2013). Tactics that have helped companies well include obvious things, such as effectively informing employees about changes.
The main recommendations are: Disney should consider any relationship between employees as part of a living system or ecosystem. The company’s business should be regarded as an “organ” in the global community context, considered an “organism.” In fact, in the evolutionary paradigm, it is believed that each company has its soul and destiny (Ashrafi et al., 2020). Thus, only through practice can people find out where the natural development of a particular company will lead them. Another recommendation is unique relationship-building within an evolutionary company. In such a company, there is no concept of “boss” and” subordinate,” but all employees are considered partners who play by the same rules for everyone. Contrary to the first impression that usually arises when getting acquainted with this approach, this does not mean anarchy, chaos, or universal equality. Such a company still has one or another structure, but this structure is not a hierarchy of power.
Next, it is possible to recommend an evolutionary approach to employee management. The evolutionary approach at Disney will lead to the fact that the evolutionary principle begins to operate already at the organizational structure and processes level — actual needs determine development (Ashrafi et al., 2020). It means that such an organization starts to live its own life, as it were, and is no longer subject to the direct control of the founders and managers. Perhaps Disney should focus on self-government, which means there is no vertical power. This approach will allow ordinary employees to express themselves, apply their talents, and feel like part of a team with a common goal and not just a cog in a vast machine. Thus, to preserve its own culture, Disney needs to respect and care for the culture of new employees who have joined the company. It is the basis of the evolutionary model of cultural change – in adaptation, during which the complexity of culture occurs.
This section uses several information sources that helped to understand the essence of this issue. Creanza et al. (2017), in their article “Cultural evolutionary theory: How culture evolves and why it matters,” claim that the evolutionary model of cultural changes has many prerequisites and strongly influences the cultural development of a person. In his article “Disney and Pixar: The Power of the Prenup,” Brooks Barnes (2008) analyzes the features of the merger of two corporations.
Priyamvada Jain (2013), in their article “The Disney-Pixar Merger,” traces the compelling Disney-Pixar merger. Johanna Keller (2019), in her article “Book Review: Pixar and the Aesthetic Imagination: Animation, Storytelling, and Digital Culture, by Eric Herhuth,” tells about the features of animation studio Pixar. Mehrnaz Ashrafi et al. (2020), in their article “Understanding the conceptual evolutionary path and theoretical underpinnings of corporate social responsibility and corporate sustainability,” explain some features of the ways leading to a sustainable business.
References
Disney to Acquire Pixar: The Walt Disney Company. (2006).
Ashrafi, M., Magnan, G. M., Adams, M., & Walker, T. R. (2020). Understanding the conceptual evolutionary path and theoretical underpinnings of corporate social responsibility and corporate sustainability. Sustainability, 12(3), 760.
Barnes, B. (2008). Disney and Pixar: The Power of the Prenup.The New York Times.
Creanza, N., Kolodny, O., & Feldman, M. W. (2017). Cultural evolutionary theory: How culture evolves and why it matters. Proceedings of the National Academy of Sciences, 114(30), 7782-7789.
The Disney and Pixar Merger: Qrius. (2013).
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