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Analysing Politics in Walt Disney Essay
Politics Walt Disney
Conflict, Politics, and Conflict Resolution
A major source of conflict that plagued Walt Disney in the previous periods was organizational conflict. In particular, organization conflict is defined as the battle that takes place when the goal-oriented behavior of one party impedes and interferes with the goals of another party. In this case, organizational conflict came about when Michael Eisner the CEO of Walt Disney started to lose the support of the board of directors owing to his centralized decision-making and as a consequence, failure of the company's performance (Jones, 2013). Eisner's centralized decision-making insisted that he approve all decisions for the company, which slowed down the organization. This hindered the development of new strategies.
Interventions used by Iger
The approach undertaken by Iger with respect to conflict resolution appears to be more of a compromising approach. In particular, the case study outlines the manner in which immediately after taking over the CEO position at Walt Disney, he reached out to the aggrieved parties. He made reconciliatory relationships with the Weinstein brothers by making a settlement (financial) with them. In addition, Iger also reconciled the torn relationships with Steve Jobs and Pixar that Eisner had previously caused. Iger made this possible by adding the number of jobs to the board of directors of the company (Jones, 2013).
Effects of Power on Organizational Structure
Identify sources and effects of power on organizational structure
In definition, power is referred to as the potential or actual capacity to influence others in a desired way or manner. The sources of power in an organization can be either structural or interpersonal (Aquinas, 2008).
1. Reward power
This source of power comes about when the power emanates from an individual's control over rewarding outcomes. This sort of power can bring about better performance, only if the personnel perceived a clear and resilient connection between performance and rewards (Aquinas, 2008).
2. Coercive Power
Coercive power comes about when exertion of power is actuated by evoking fear. This more often than not encompasses forcing individuals to partake something, usually through intimidations of punishment. This power can generate stress and anxiety in employees within an organization. More so, in serious cases, it can lead to increased employee turnover and absenteeism (Aquinas, 2008). This power is not quite beneficial to an organization.
3. Position Power or Legitimate Power
This refers to an individual's capacity to influence others through the position or status they hold within the organization. In essence, legitimate power…
Sample Source(s) Used
References
Aquinas, P. G. (2008). Organization Structure & Design: Applications And Challenges. New Delhi: Excel Books.
Gupta, A. K., Gorindarajan, V. (2003). Global Strategy and the Organization. John Wiley & Sons Publishers.
Jones, G. R. (2013). Organizational Theory, Design, and Change, Seventh Edition. New York: PH Professional Business.
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