The start of Eisner’s employment and management at Disney is characterized by productive outcomes that aided in the company’s profitability and growth. The majority of the acquisitions and mergers also helped Disney expand its influence. It appears that Eisner’s enterprise and actions were successful because of his positive relationships with the other executives running the business. Although there was clear evidence of productive communication with managers, the remainder of the staff did not perceive the CEO to be providing enough backing. However, Michael Eisner’s performance and reputation significantly suffered in the second half of their term.
Due to his egotism and resistance to compromise, the majority of his relationships ended in divorce. Failure to interact and work together with other key figures in the film industry, such as Michael Ovitz, Steve Jobs, and Jeffrey Katzenberg A surplus of attention is paid to possible competitors at the expense of company atmosphere and culture. In particular, the CEO did not provide the staff the room and flexibility to express their ideas, which is crucial in this type of industry. Eisner made an effort to be active while coming up with ideas and supporting the success of the company even though he was willing to work for the company as a member of the staff.
Although the company’s basic policy, philosophy, and vision were in line with its objectives at the conclusion of Eisner’s tenure, it wasn’t entirely successful at that point. The CEO emphasized the value of teamwork and idea generation while also advocating that a leader’s responsibilities go beyond simply managing teams and motivating employees. Instead, because some of the initiatives failed to significantly alter employee culture and organizational climates, Eisner’s leadership strategies should have been more expansive and visionary. The resignation of Eisner was also brought on by low morale and unethical behavior.
However, because of the significant limits placed on them, other organization members were unable to express their creativity or put forth suggestions due to the excessive concentration on this strategy. Disney was a supporter from the start and went on to have great success in the industry. To allow employees more freedom and support the creative policy, extreme authority and the excessive use of power should be abolished. To provide writers, animators, and composers more room and freedom to create, the environment needs to be considerably more creative.
At the strategic level, Michael Eisner’s leadership was focused on how they accomplished goals and tasks rather than on the individuals performing them. Neglecting corporate culture resulted in disarray and pressure placed on creative employees. It is crucial for Disney’s manager to be more sensitive to the climate at work given globalization and the diversity of cultures nowadays. Conflict and friction are toxic to the creative process since they don’t lead to better outcomes or higher productivity. To secure long-term collaboration, cinematography and the cartoon sector should focus more on developing successful and reliable ties.
Increased employee independence does not imply a failure to uphold the company’s goals and missions. In actuality, the objective of the leader is to win over the respect and trust of the team members. New executives working for Disney should be more aware of the issues of the workforce because the emphasis on transformational leadership and a person-oriented approach is strongly promoted.
