organizational profile of walt disney company

11 ORGANIZATIONAL PROFILE Organizational Profile of the Walt Disney Company: Beyond the Disney?s Magical Experience Pedro E. Cruzfeliciano University of Louisville Dr. Carpenter ELFH 490: Leadership and Management May 29, 2015 1 Running Head: ORGANIZATIONAL PROFILE Introduction In this paper, we will explore the magical experience of Walt Disney Company through the structure and symbolic frames based on the Bolman and Deal?s individual lens. The structural frame focuses on the architecture of an organization and other features like: rules, regulations, goals, policies, …show more content…

Disney?s leadership team is comprised of a strong company board of directors who have guided the company into an entertainment empire. The Disney Board consists of 10 members. The other part of the leadership is the management team. These executives are responsible to leverage and represent the excellence, inspiration and creativity of all five business units that represents the company: Walt Disney Parks and Resorts, The Walt Disney Studios, Disney Interactive, Disney Media Networks and Disney Consumer Products. All five business units are led by Walt Disney?s vision that has guide the company to grow successfully through different leadership generations. Analyzing the structure frame work from Bolman and Deal?s perspective, the goals is part of the central concepts that drives an organizational process. Using that perspective I can compare how Walt Disney used his goal to establish the company?s mission statement that continues to influence the company?s strategic interests, ?The Mission of Walt Disney Company is to be one of the world?s leading producers and providers of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world? (Walt Disney). This vision statement has been the driving force to .

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