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Organizations have different cultures and policies that make them unique. Disney is an example of companies that were started by family members and grew within a short time to become leads in various fields. Companies face financial and behavioral challenges that interfere with their performance. This discussion applies various organizational behavior concepts to explain a case study of Michael Eisner and his tenure at Disney.
Michael Eisner had served in various capacities at Disney for several years. The performance of this company was poor, and it took about ten years for its shareholders to start enjoying the fruits of their investments under Eisner’s leadership (Gentile 2004). The case explains that Eisner had inherited leadership and managerial skills from his parents. Therefore, it was not a surprise when he transformed the performance of Disney within a short time. This company was managed by two brothers that had limited experience and knowledge in management and leadership (Kreitner and Kinicki 2009). However, Eisner became an influential figure in the entertainment industry, and that is why he was requested by Roy E. Disney to join his company.
Eisner’s predicament started after he had served as president and CEO of this company for several years. He was a dedicated, responsible and committed manager and leader. His leadership style became the source of his conflict with members of the board including Stanley P. Gold and Roy E. Disney (Kreitner and Kinicki 2009).
These two leaders wanted to influence other members of the board to oppose Eisner’s leadership because they thought that he was very high-handed. It is important to explain that organizations require leaders that can differentiate between personal and company issues (Grover 2002).
Eisner did not allow personal interests to override the objectives of this company, and this exposed him to criticism and opposition from those that were supposed to support him. He identified the objectives of this company and worked hard to ensure they are achieved. Therefore, he was not ready to entertain any person that did not act in accordance with the policies of the company. He was always targeted by board members that thought they knew how to manage the company better than him. It is surprising that some managers feel threatened when they see their colleagues introducing changes that make their organizations successful (Gentile 2004).
In addition, he realized that workers at this company had negative perceptions towards change and productivity. He was not ready to sit and watch the company’s performance deteriorate; instead, he faced his opponents and told them that they were responsible for the challenges facing their organization (Kreitner and Kinicki 2009). Good leaders must be brave and straight, and this means that they should not be afraid of their seniors or any member of their organizations.
Eisner’s colleagues thought that he was moving faster than they could catch-up with him. Therefore, they devised a plan to frustrate his efforts. First, they started accusing him of dictatorship and treating the company as his personal property. He did not hesitate to explain that nothing of his actions was out of the regulations of the company (Kreitner and Kinicki 2009).
Secondly, some board members thought that he was unfit to lead the company; therefore, they planned how to get him fired. They had thought that they would succeed him and continue to maintain an impeccable performance. However, they realized that he was a unique leader, and nobody would match his skills. Therefore, they decided to reduce his authority in the company by ensuring that he maintains his CEO title and leaves the chairmanship for another person (Grover 2002). Eisner faced a lot of opposition from people that were supposed to help him in managing the company. However, he was strong and did not allow trivial issues to hinder him from achieving his dreams. He was a manager and leader that Disney employees and shareholders will remember.
References
Gentile, G. (2004). Disney, Miramax in Public Spat. Web.
Grover, R. (2002). Eisner Stays in the Picture. Web.
Kreitner, R. and Kinicki, A. (2009). Organizational Behavior. New York: McGraw-Hill.
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