Organizational culture is a pattern of shared basic assumption that a group has learned as it solves its problems. The assumptions must have worked well enough to be considered valid.
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They are then taught to new members as the correct way to perceive, and feel relative to those problems. This paper analyses how organizational culture affects Disney Institute basing on Hofstedes dimensions of organizational culture.
To begin with, Disney Institute is result oriented. In every section of their operations, each employee strives to exceed customer expectations (Disney, 2008).
For more than 80 years this singular pursuit of excellence in delivering consistent quality service has earned the Disney organization world-renowned reputation and continual business success. Other companies emulate its prosperity in customer satisfaction.
Disney Institute is both job oriented and employee oriented. It is employee oriented because it fosters a culture that inspires employees to have a feeling of pride and ownership (Disney, 2008). The employees feel as part of the organization.
The institute offers a supportive environment that enables its employees to deliver outstanding services and realize their full potential. It is also a job oriented because it is concerned about offering quality services to its customers always.
Thus, they strive hard to consistently exceed customer expectations. All the employees are required to deliver quality results while working regardless of the working conditions.
The Institute upholds an open system as part of its valued culture. This is shown by various ways of approaching and relating to customers and business partners. The institute does it through customized programs, presentations, and workshops for groups and individual.
It has an enrollment programs for professionals scheduled throughout the year. Customized programs are the institute’s way of approaching its customers. All customers and partners are allowed to visit the institute at will. Both the institute and its customers meet and work together regularly (Disney Institute, 2008). This culture is believed to contribute to the tremendous success.
Disney is an entertainment organization which has both parochial and professional system of employment. It is parochial because some of its employees get training, support and recognition from the institute itself. The institute offers training to most of its employees which concern major activities in their operational areas.
Some employees joined without formal training. It also embraces professional system because members of top management team are graduates (bachelor’s degree) and some have advanced degrees. Its culture is generally hybrid.
Besides the above, Disney institute portray tight control in its activities. Employees have to sign when reporting and leaving the institute’s place of work. This discourages absenteeism and lateness among employees. Through this, individual employee progress is monitored. However, when attending to their customers’ needs, they flex their operations to offer quality services.
Finally Disney institute is pragmatic in its activities. It offers a full portfolio of programs that let chief executives and frontline leaders from other organizations to experience magic behind their success. Individual business professionals and small groups are offered full package of professional development programs available throughout the year.
Therefore, it has become one of the most recognized business names in the professional development industry both in United States and other countries. They also approach their customers and partners directly (Disney Institute, 2008).
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Being an entertainment organization, Disney Institute has offered a wide range of food, drinks and events to cater for a large range of customer needs (Minkov, 2007). All these are signs of its flexibility signifying pragmatic culture.
Disney Institute. (2008). Disney Institute Fact Sheet. Retrieved from https://dpep.disney.com/
Disney, W. (2008). Disney’s Approach to Quality Service. Retrieved from https://www.disney.com/
Minkov, M. (2007). What Makes Us Different and Similar: A new interpretation of the World Values Survey and other cross-cultural data. Sofia, Bulgaria: Klasika i Stil Publishing House.