2. Structure
2.1. Division of labour
An organization carries a large variety of activities that have to be done in a proper way in order
to succeed. Task division among employees is an excellent idea of how to achieve better results,
to save time & money and to increase productivity of the company (Dam & Jos, 2015).
Important to mention that task division is more based on the specific situation, that is why we
have 2 types of task division: vertical and horizontal (Santos, 2019).
Vertical division, also called “tall division”, is mostly used by companies with a large number
of employees. These kinds of companies use hierarchy structure and have a top management that
takes decisions and passes it to a lower hierarchical level, having employees at the bottom
(Chandler, 2016). The advantage of this division is that employees have a better understanding of
what do they have to do and they have well defined responsibilities, things that increase
productivity (Huebsch, 2012).
Horizontal organization works in such a way that there are few or no managers at all and
employees have the power and right to take decisions, experiencing more freedom and
autonomy, so democracy is taking over (Cameron, 2019) .
This type of organization is based on teamwork, collaboration and exchange of ideas. In such an
organization there is a good employee morale because they don’t have feelings as though
management is second-guessing them. Also, it costs less to run a horizontal company because
managers cost more than rank-and-file employees (Huebsch, 2012).
Now that we know the difference between these two types of organization we can speak about
task division in Disney Company. The Walt Disney Company’s organizational structure is a mix
between horizontal and vertical one, because its structure is subdividing the organization into
subunits, however every subdivision has its own hierarchy. Disney has four market segments that
produce revenue: media networks, studio entertainment, consumer product and parks & resorts
(Flannigan, 2014).These four business segments are grouped according to activities that are
carried out by a unit on the basis of the end result, thing that classifies it as internal
specialization. Activities of this type of horizontal task division revolve, in general, around
product division, market division and geographical division (Dam & Jos, 2015) but for Disney
Company it is relevant only product division as it has 4 market segments and more than 20
products.
2.2. Coordination
The process by which a manager integrates the activities and duties of employees in order to achieve
organisational objectives efficiently and effectively is called coordination of employees (Kalpana,
2015). Disney, having a horizontal structure, does not practice a communication from top to bottom
between managers and employees, but a linear one, and has a wide span of control. Decentralization
helps the company to take right decisions because different groups communicate with each other and
have a more clear understanding of the current situation.
2.3. Communication and Consulting
Communication and consulting play a vital role in perception and structure culture at
the Company. his company culture relies on The Disney Company’s corporate mission and vision
statements, that aim for leadership providing diversion and connected merchandise. as an example, the
company’s cultural traits inspire staff, conjointly called “cast members,” to target providing the most
effective diversion experiences to customers (Williams, 2019).
The subsequent are the most characteristics of the Disney Company’s communication culture:
1. Innovation
In this characteristic, the objective is to encourage inventive imagination within the company’s
human resources, to realize wonderful product and business performance. The corresponding
behaviours contribute to the creation of competitive product within the international market. In
relation, this cultural characteristic empowers the corporate to handle new challenges and
business opportunities in its industries.
As an example, through inventive and ingenious innovation, The Disney Company integrates new
technologies in new and existing product to satisfy rising trends in customers’ preferences
with relation to movies, amusement parks, and connected amusement product (Williams, 2019).
2. Community
A community mindset in human resource development is one of Disney’s ways in mistreatment
its structure culture to manage workers and their behaviors and outputs toward the fulfilment of
business goals. As an example, the corporate has programs to encourage employees to look at
themselves as members of associate in Nursing diversion community that works toward glorious
performance. This cultural attribute contributes to high worker morale, prime quality of
merchandise, and high client satisfaction. The ensuing sense of community helps address
stakeholders’ interests within the transnational business, particularly through Disney’s company
social responsibility (CSR) strategy. the company culture helps unite the organization to handle
problems within the geographic point (Williams, 2019).
3. Decency
With a family-oriented business focus, The filmmaker Company emphasizes decency in
its structure culture. as an example, the company’s product portfolio, human
resource coaching and development programs, and management methods encourage staff to
confirm decency in their behaviors, particularly in directly human activity with customers. This
cultural attribute contributes to the wonderful positive name coupled to the
company’s whole image, that may be a business strength and competitive advantage laid out
in the SWOT analysis of Disney. Through decency within the company culture, the
corporate keeps its whole applicable to customers of all ages (Williams, 2019).
4. Optimism
Positive thinking reflects employees’ behavioural contributions to Disney’s merchandise. This
cultural characteristic focuses on virtues like hope and happiness. as an example,
employees’ behaviours mirror hope and happiness in however they approach
customers, like guests in Disneyland theme parks. Happiness may be an issue that makes a link
between Disney’s structure culture and co–founder Walt Disney’s aim of
constructing individuals happy. Also, optimism motivates staff to adopt a mind–set of excellence
that focuses on solutions and opportunities, thereby conducive to the strategic innovation of the
business. during this approach, the company culture helps The Walt Disney Company manage
challenges practiced within the international market (Williams, 2019).
2.4. Span of control
Disney’s long-run success is mainly due to creating value through diversification. Their
corporate strategies (primarily under CEO Eisner) include three dimensions: horizontal and
geographic expansion as well as vertical integration. These structures illustrate
the complexness of the company and also the vertical height of the management team is well-
suited to produce the steering required to continue the expansion mechanical phenomenon that
Disney has practised beneath this leadership of Chief Executive Office, Robert Iger.
Chief operational workplace is Thomas Staggs and he was the previous chief financial
officer of Disney for twelve years before his appointment to COO (Ecozipblog,
2016). The Chairman of Walt Disney International is Andy Bird, he is in control of growing the
Disney whole round the world. Alan Braverman wear several hats, because he is
the Senior Executive Vice President, General Counsel and Secretary for the Walt
Disney Company. Bob Chapek is the Chairman of Walt Disney Parks and Resorts, one of the
company’s most triple-crown business units and was antecedent the president of
Disney shopper merchandise. Disney consumer merchandise President is presently Leslie
Ferraro. It is clear that filmmaker features a core management team of leaders and
this structure expertness promotes from inside and elevates these managers to larger heights to
reward loyalty to the organization (Ecozipblog, 2016).
Under guidance of Alan Horn who is the Chairman of Disney studios since 2012,
this phase has practised tremendous success with animated options like Frozen and live action
movies like Star Wars. The Senior Vice President of worldwide Security is Ronald Iden. Kevin
Mayer is the Senior Executive Vice President and Chief Strategy Officer. Christine McCarthy is
the Senior Executive Vice President and Chief treasurer (Ecozipblog, 2016). The span of
control structure of such a posh organization wouldn’t be doable while not Jayne
Parker, Executive Vice President and Chief Human Resources Officer, as she manages the
best resource that the organization has, the individuals that build the magic
of Disney (Ecozipblog, 2016).
2.5. Delegation and Decentralization
In an organization, it is not possible for one to solely perform all the tasks and take all the
decisions. Due to this, delegation and decentralisation of authority came into
existence. Delegation means the passing of authority by one person who is at a superior position
to someone else who is subordinate to him. (Surbhi, 2018) It is the downward assignment of
authority, whereby the manager allocates work among subordinates. On the other
hand, Decentralization refers to the dispersal of powers by the top-level management to the other
level management. It is the systematic transfer of powers and responsibility, throughout the
corporate ladder. It elucidates how the power to take decisions is distributed in the
