Walt Disney’s Strategic Approach to Human Resource Research Paper

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Today, Walt Disney is one of the largest entertainment companies in the world founded in 1923. Corporate and HR strategies are aimed to meet diverse customers’ expectations and treat culturally diverse employees as single unified top talents. The company’s strategy is to expand internationally and deliver unique entertainment for both adults and children. Its corporate strategy provides to insiders and outsiders information about what the organization stands for, its image, values, and character.

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Walt Disney follows a strategy of product differentiation by technological innovation. It’s a ‘historical trend’ of the company which helps Walt Disney to achieve success and leadership position on the market. The move in the 1940s into films that mixed animation and live-action was motivated by the escalating costs of cartoon animation and permitted greater diversification, which would act as a bridge to the growth of live-action in the 1950s.

During this decade consumers see a strategy of ever-growing diversification into live-action films, nature films, television, and theme parks. In other words, many of the key developments at Disney can be interpreted as motivated by decisions stemming from financial considerations and business strategies and not simply in terms of the relentless pursuit of quality and of experiment which tends to pervade most interpretations (Jackson 50).

The Disneys moves very quickly to sign up merchandising and licensing deals through strategic alliances to improve the quality and range of the products of such agreements. Walt Disney focuses on strategies that are consistent with its stated mission, yet provide acceptable levels of risk. Strategic development capitalizes on the most important external opportunities and internal strengths while avoiding the most serious external threats and weaknesses. At the same time, however, strategies that address organizational strengths and weaknesses and stretch the organization to new heights are considered. Generally, more strategies are developed than an organization has the resources to implement (Jackson 50).

Walt Disney demographics cover all continents including developed and developing countries. The main regions are North America and Canada, Latin America, Europe, and Post=Soviet Union countries, Australia, Asia, the middle east, and Africa. Each country is made up of buildings that either stylistically or representationally symbolize it. There is often a marked degree of landscaping consistent with the impression of the nation. The buildings and landscaping serve as iconic signifiers of each of the countries. Each country also has shops selling typical products associated with it and a restaurant (Hipkins 28).

Walt Disney is an international company with offices located in the main world’s centers. The main offices are located in countries with Disneyland. For instance, the two foreign Disney theme parks have been constructed, albeit with minor modifications, like the Magic Kingdoms in Anaheim and Orlando. That is to say, they comprise the same four basic lands, a castle, a Main Street funnel, and landscaping as the two American parks. Many of the rides in the American parks have been replicated (Hipkins 28).

In order o ensure its success in the future, the company should rely on technological improvement and innovations. Differentiation strategy always helps Disney to steal a march on competitors by making cartoons distinctively different from the efforts of other studios. At the organizational level, alternatives are concerned with the form of government, its basic style and policies, and its central service delivery purpose and strategy. At the department level, alternatives deal with the direction the organization should follow for each major service being delivered. At the division level, alternatives are concerned with the direction the organization should take regarding discrete systems, processes, methods, and approaches.

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Today, Disney is successful with its theme parts. Taking into account the present day popularity of this business, it is possible to say that it will be even more successful in the future. The idea is to give a behind-the-scenes impression of the world of movies and television. While on the tram, visitors find out about props, gaze on landscapes fabricated for films, and risk their lives as fire and flood befall Catastrophe Canyon. “This pleasurescape is obviously beyond Oedipus. Consider the ubiquitously popular log flume ride about Klaus Theweleit’s observation about the armored male psyche’s bond to nature: “they have a desire for incest, it is, at the very least, with the earth itself (‘Mother Earth’)” (Hipkins 85).

The walking part of the tour is mainly about the creation of special effects. The messages that the Disney theme parks provide are constantly changing. The parks are constantly changing. This means that many of the observations made in this book will change, while some of the wider arguments about the foundation of Disney fantasy in business may also change, and therefore some reinterpretation may prove necessary. Doubtless, I shall go again-purely for fieldwork purposes, of course (Ostman 84).

These sets of reflections point to a small number of visitors for whom the Disney parks are less than enchanting. On the other hand, the active-audience approach raises the possibility that many visitors offer different interpretations from the commentators covered in this book or resist the messages that the commentators have decoded. It is possible to assume that the idea to expand its theme parks, restaurants, and movies into the Internet will mark a new stage in company development and growth (Collins and Porras 54).

The virtual environment is one of the fastest-growing segments with multi-million potential. More and more people look for entertainment on the Internet. There is a whole new — ‘virtual’ — universe out there, every bit of information a new star waiting to be examined, understood, and made use of. It is a universe that will challenge fundamentally many of existing ideas about entertainment. It is a universe that offers immense possibilities and opportunities for leading companies.

Works Cited

  1. Collins, J., Porras, J. I. (2004). Built to Last: Successful Habits of Visionary Companies. Collins.
  2. Jackson, K. M. Introduction Walt Disney: Its Persuasive Products and Cultural Contexts. Journal of Popular Film and Television, 24 (1996): 50-60.
  3. Hipkins, G. Pleasures of the State. Art Journal, 60 (2001): 20-39.
  4. Ostman, R. E., Disney and Its Conservative Critics. Journal of Popular Film and Television, 24 (1996): 82-85.
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IvyPanda. 2021. "Walt Disney's Strategic Approach to Human Resource." August 25, 2021. https://ivypanda.com/essays/walt-disneys-strategic-approach-to-human-resource/.

1. IvyPanda. "Walt Disney's Strategic Approach to Human Resource." August 25, 2021. https://ivypanda.com/essays/walt-disneys-strategic-approach-to-human-resource/.


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IvyPanda. "Walt Disney's Strategic Approach to Human Resource." August 25, 2021. https://ivypanda.com/essays/walt-disneys-strategic-approach-to-human-resource/.

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