Organizational Commitment and Communication
University of Phoenix
May 6, 2013
Many organizational behaviors influence group communication: what is communicated and how it is done. These traits include leadership styles, sources of power, motivation and culture, and commitment of the employees to the organization.
Leadership Styles and Communication
Walt Disney was a charismatic leader who shared his vision of creating “one of the world's leading producers and providers of entertainment and information,” and “seeking to develop the most creative, innovative and profitable entertainment experiences and related products in the ...view middle of the document...
He solicited their opinions but the decisions rested solely on him. Almost all of his communication was done via e-mail, removing the personalization for which Walt Disney was famous. When Robert Iger became CEO in 2005, he immediately attempted to change the corporate culture. One way was to move the studio chiefs to his floor to encourage more interaction. Another was to hold meetings more supportive of conversation and less autocratic than when Eisner was in control. By doing this, Iger opened the lines of communication and instilled trustworthiness and openness within the company2 (Minichiello, 2011).
Sources of Power
Walt Disney’s style of leadership gave him the ability to capitalize on multiple bases of power. He had both formal and legitimate power as CEO of the organization, possessing the authority to use organizational resources based on his position and facilitating his employees’ acceptance of that power3 (Robbins & Judge, 2011). He communicated his ideas and vision for the company to his employees and included them in the decisions made regarding the direction the company was heading. He also had both types of personal power: he influenced the growth of his organization with his artistic skills and experience with animation and his leadership capacity encouraged the building of personal relationships with his employees. He truly wanted them to be happy. An example of his willingness to develop these relationships is evident in his offering the chance for his employees to attend art school, at his expense. This improved the work of those animators who took advantage of his offer and increase their loyalty and commitment to the organization4 (Barron, 2009). Disney also used reward power to nurture a loyal workforce. The company recognizes length of service and created the Spirit of Disneyland awards, where an employee can nominate a cast member who exemplifies the Disney spirit. The 40 to 50 employees evaluated by both hourly workers and management are mentioned in the employee newsletter. Anyone who receives this award three times gets a gold pin and attends a dinner party (Miller, 1992). On the other hand, Michael Eisner used a much different source of power – one of coercion. Eisner was known for micromanaging his employees, which created frustration and unhappiness. He controlled almost all aspects of the creative activities, from the development of the story to the creation of characters. He also disallowed others’ opinions to sway his decisions. This discouraged his employees from communicating their ideas and suggestions and closed the channels of communication.
Motivation and Culture
The Walt Disney Company has a long-standing culture of recognition and motivation. The company uses a combination of the...