Cultural and System Differences of Disneyland - Essay Example

Critical Analysis for Managers: The Smile Factory Introduction An organization is variously regarded as s, systems and cultures. Institutional organizations tend to establish a consistent and structural pattern in the organization whereas a cultural organization strives to create a unique cultural values, beliefs and attitudes, specific to a particular organization. Systems organizations tend to confine the whole system of the organization in well-defined functions, starting from sourcing of raw materials to production and distribution system. In this paper, the organizational culture and systems of Disneyland will be compared from the manager’s perspective. Disneyland is the first theme park in the world which was built under direct supervision and guidance of Walt Disney. Disneyland Park proclaims to be the “happiest place on earth.” As this theme park witness largest cumulative visitors attendance as compared to any other amusement parks in the world, it is evident that operations and maintenance of the park is delegated in the hands of a large number of managers who are directly or indirectly responsible for the grand success of the theme park since 1955 (King, 1981). The paper will explore the prevailing distinction in cultural and systems in Disneyland and effect of globalization into the organizational patter and mechanism of employees as the key consideration of analysis. Discussion Organizational culture is a significant aspect that aims to standardize values, norms and practices within an organization whereas the objective of organizational system is to ensure smooth functioning of all the operations of the organization. According to Alvesson (2012), organizational systems are more inclined towards strategy implementations and successful coordination among managers for executing such strategies. Cameron and Quinn (2011) have identified that in this era of globalization, assimilation of employees from different cultural dimensions and from different race, religion, societal status and background, have been very much prominent within any organization operating in the international circumference. Therefore, it becomes necessary for all such organizations to establish a definite and distinct culture that may integrate all the employees within the organization. In contrast, research of Gupta (2000) has shown that the organizational system must be contingent in nature i.e. it must vary according to the prevailing business scenario and requirement. As technological progression and continuous skill development take place at a rapid speed, not much time has been required for the existing skills, technologies and therefore strategies to become obsolete. Hence, organizational systems necessitate the managers to concentrate in time to time review of the existing systems and implement swift changes whenever required. Cultural changes are much slower as compared to the change requirement of organizational systems. In the next segment of the paper cultural and system differences of Disneyland will be thoroughly analysed. Sehlinger (1987) has shown that the recruitment process of Disney is structured in manner that will ensure that an employee is hired for working in Disney as a whole, not for working in any specific departments such as Upper Class Disneyland Tour Guides and Ambassadors, ride operators or proletarian sweepers. After hiring the employees for Disney, according to the candidates’ knowledge base and skill acquired, they are designated in different posts of the organization. Therefore, apparently it can be said that all the employees across the Disney Park can identify themselves with the organization, irrespective of their organizational status. However, as the employees are not informed about the post he or she is going to achieve in the organization, those employees who are designated a lower position as against their expectation, feel disappointed to a great extent. Moreover, the uniforms provided to the employees vary according to their status-ranking in Disney Park and are highly discriminatory. For instance, the male ride operators are subjected to wear an untailored jump suit that gains considerable respect from the peer group whereas a will fitted white dress is worn by the sweeper class, signifying their lower status within the same organization. However, pay differential was very less among the different group of employees. All the employees get little opportunity to interact with customers. In fact all the employees of Disney Park, including the creator, Walt Disney are expected to be properly dressed and for males, cleanly shaved, following similar culture to any of the corporate. Though confrontation exists within Disneyland regarding the structural organizational system among the employees, the managers never bring it in public. According to Lipp (2013), they are always engaged into a congenial relationship with each other. Employees understand that Disney has its own cultural preferences and they have managed their lives inside the world of Disney complying with this distinct cultural aspect. Considering the organizational systems, several incidents elucidate the structural functionalities of Disneyland. The break schedule, the number of time outs taken by the ride operators or supervisors largely depends upon the number of employees present on the duty. Provision is also there where a supervisor manages 15 minutes to 45 minutes of break per hour when his team is self-motivated. Therefore, when some of the supervisors rested, the other envied them as they felt trapped in a more ridged shift. Moreover, in this particular organization, employees are seldom encouraged to change their existing role and move to a better organizational responsibility. For instance, sweeper is always encouraged to continue as a sweeper only. Communication was restricted between Ambassadors or tour guides and sweeper or food workers, showing distinct positional differences among employees. All such resistances were very prominent within Disneyland. However, employees had learnt how to stay happy and together within is stipulated organizational culture (Lipp, 2013). According to Waller (1937), during summer, the park used to convert into a rating and dating complex for employees of Disney, irrespective of their organizational hierarchy. As per the evidence provided by Mosley (1983), though the employees tried to keep the corporate status in mind while involving in romance with their colleagues, incidents of employee from administrative department eloping with a sweeper, as in the case of Yvone and Ted, was not very infrequent. The power distance could not hold them apart for very long. Apart from engaging into romantic relationship, Disneyland employees were also involved in a number of activities within the park such as softball and volleyball leagues, beach parties, off site parties etc. During the summer, the night crew members used to party during the early morning time whereas the day crew partied at night. Many of the youth crew members used to live together in the large apartments available near the Disneyland at cheap rates. Such fusion of work and play existed in the Disney Park and there were seldom occurrence of exercising power relationship among employees. Such sharing and caring attitude among employees eliminates the existence of power relations and exemplifies clan oriented organizational culture and not systems. From the above discussion, it is evident that the prevailing organizational system in Disney is well-defined and well-managed. Such strictly documented and structured organizational system also tends to create huge scope of discrimination among employees which in turn leads to instigate demoralization among them. However, it is the organizational intrinsic cultural practices that integrate all the employees in the organization under one roof, irrespective of their hierarchical position within the organization. As mentioned by Birnbaum (1988), Disney inherits an occupational culture in which employees tends to follow a structural pattern, specific to Disneyland only. The policy and technique of recruitment, prevalence of hierarchical differences, the pattern uniforms, relationship among employees all such aspects of Disney highly reflects the culture, exclusive to the organization. Considering the culture that the employees exhibit, it is characterised by a mixed blend of pragmatic and club culture. Pragmatic culture motivates the employees to continue their fundamental culture of discipline and motivate them to strive for customer satisfaction. A club culture ensures free mixing and amalgamation among employees in off-duty hours, elimination power distance and hierarchical differences (Alvesson, 2012). Carling (2006) signifies that positive consequences of global integration of culture has been prominent when, for instance, the people from China gets an opportunity to enjoy Kentucky Fried Chicken, youth of India develops interest western pop music and Disneyland Park experiences arrival of customers from every corner of the world. To be more specific, cultural integration is not confined to an organization only. Its far reaching effect touches the heart and soul of the individuals, beyond the periphery of the organizations. In contrast, organizational system is limited to the organization itself. Technological progression or process change does not have any direct impact on the individuals outside organization. The systems contingencies tend to enhance value of the products and services created by them which in turn leave a positive effect on individuals, though indirectly. Conclusion Systems and Cultural are considered to be two distinct and dissimilar concepts that always show contrasting characteristics within an organization. Disneyland Park is perceived to be a place for happiness for the visitors. Whereas the well-structured system of the organization creates explicit discrimination among employees, existence of amiable relationship among the employees is a reflection of the cultural consideration of Disneyland. However, from the above analysis it can be inferred that prevalence of such well defined systems on one hand and congenial culture on the other hand within the same organization may be attributed as the key reason for such long term success of Disneyland Park. Reference List Alvesson, M., 2012. Understanding Organizational Culture. London: SAGE Publications. Birnbaum, S., 1988. Steve Birnbaum Brings You the Best of Disneyland. Los Angeles: Hearst Publications Magazines. Cameron, K. S. and Quinn, R. E., 2011. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. New York: John Wiley & Sons. Carling, A., 2006. Globalization and Identity: Development and Integration in a Changing World. London: I.B.Tauris. Gupta, V., 2000. 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