Disneys intent is to create each year a core property

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cooperation between its component parts is the Walt Disney Company. Disney's intent is to create each year a core  property that every unit in the company can use to generate profit, leveraging on the "character" produced and the Disney  name. The Lion King, is a prime example. This movie, costing a reported $50 million to produce, brought in more than  $750 million in box office receipts in its first year, was able to bring in more than double that amount from sales of home  videos, books, music, and licensing fees for merchandising of everything from toys to pajamas. To create this capability,  Disney created a vice president of synergy whose job was to ensure that each of Disney's nine business units were aware  of what the others were up to, and that all synergistic possibilities were fully explored. In addition to the synergy group at  head office, there were also synergy representatives in each business unit. Senior managers met from around the world to  present and discuss plans-and each group was expected to present initiatives that involved other units of the company. If  the operating process cannot create new capabilities by fostering coordination, then the strategy cannot be supported. For  example, marketing group may make promises to customers that manufacturing cannot deliver; perhaps engineering  designs products that manufacturing cannot produce at a reasonable cost. 2) Identify and describe the levers that are available to create and influence the organizational capabilities required to implement strategy. Demonstrate how each of the levers might be used in strategy implementation using one of the cases discussed in class.
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Organizational Structure captures the way people are grouped around tasks, establish reporting relationships and assign responsibilities. Realize that there is always capability trade-off between choices of Org Structure. A structure will not support every capability one would like to have. Org Structure Advantages Disadvantages Process Resource allocation between within each function Does not support a company with many product lines Purpose Clarity of individual product performance Duplication of functional managers for each product (i.e. marketing manager for each product) For example, to bring new products to market in half the time it took, P&G abandoned its geographic structure with 4 geographic divisions and created three new global product divisions in 1998. - Leadership behaviour refers to the actions of the management that are observed by the employees. Personnel behaviour is influential to employee behaviour. At Quest, the management formed the culture of the company by demonstrating to employees the accepted behaviour in the company - Management Processes refer to decision making processes, operating processes and performance assessment and reward processes. The processes that you use to manage the company and the people in it. There are
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