Walt Disney Company's corporate strategy is to lead in providing entertainment and information. The company's top ranking in the industry and recent profits of $9 billion suggest it is succeeding. However, Disney Interactive posted an operating losswhich came after several years' worth of quarterly losses. Disney Interactive, founded in 2008, has as its ambitious goal to "entertain kids, families, and Disney enthusiasts everywhere with world-class products that push the boundaries of technology and imagination." Its tactical plans include development of games for every digital media platform, including mobile and social media as well as the major gaming consoles. Measured by those standards, performance has been less than perfect. The slow pace at which it crafts movies is unsuitable for game creation. The six years required to go from concept to release of Epic Mickey, created only for the Nintendo Wii, meant the release came in 2010, after that console's popularity had peaked. At one point, Disney ran six development studios creating games for consoles, which became a problem when players switched to online games and began using mobile devices. A basic element of Disney's digital strategy has been its entertainment website, Disney.com, successor to the Go.com web portal, which closed in 2001. However, the company has struggled to make it relevant. One challenge is that the brand aims to serve the diverse interests of toddlers and parents as well as game players of all ages in between. Mostly, the site has focused on cross-promoting its entertainment and licensed merchandise. To become more agile, Disney acquired Playdom, a social gaming company, and made its CEO, John Pleasants, co-president of Disney Interactive along with James Pitaro, recruited from Yahoo. Pleasants and Pitaro cut costs by laying off employees and closing some of its studios (including the studio that created Epic Mickey). They planned to increase sales by strengthening Disney. Com with exclusive content, creating popular characters in its games, and making games playable across platforms. For example, the company is offering a mobile version of Club Penguin, a virtual world designed for children. Disney Interactive also is getting out of its less-popular businesses. For example, it shut down Disney Movies Online, a service that allowed streaming (but not downloading) only Disney and Pixar films through a web browser. Consumers had preferred movie services offering greater flexibility.

Discuss Questions

1. At which steps of the planning process would you say Disney Interactive most needs improvement? Why?

2. How can Pleasants and Pitaro ensure that tactical, operational, and strategic management are well aligned?

3. Identify long and Short term goals of Disney Interactive?

Case 2 Motivation at Tesco

Tesco is Britain's largest retailer. It has over 2,200 stores. As well as food, it also sells other products such as insurance and banking. To support growth, Tesco needs staff who are motivated. It achieves this by increasing their knowledge, skills and job satisfaction through training and reward systems.

A motivated person is keen to perform a job well. Staff can be motivated through pay but also through praise. Responsibility and opportunities for challenge or promotion also help. Motivated staff are less likely to make mistakes. They are more efficient and so save the business money. They are also likely to be loyal and have less time off.

Tesco knows its growth depends on two groups - customers and staff. Its staff are supported to find a good work/life balance through flexible working. There are also rewards such as health or gym benefits and share options. Staff support each other in teams.

Frederick Winslow Taylor thought people worked just for money. His view of 'Scientific Management'set out a way of working where people were paid by how much they produced. This helped to increase production. It did not help to keep staff happy.

Tesco's Employee Reward Programme is similar in some respects to Taylor's Scientific Management. Good pay is just one motivating factor. Tesco also looks after its people's well- being with non-financial benefits. These include good working conditions and training and development. Every year Tesco staff did a survey called Viewpoint to give their views on their jobs and the company. The results help Tesco to make sure it offers the right things to keep staff motivated. Benefits for staff include: Lifestyle break - 4-12 weeks off work and the job back at the end; Career break - 6 months to 5 years away with the right of return; and Pension scheme -offering long term benefits.

In the early 1930s theorist Elton Mayo suggested that motivation came from a number of factors. These include: good communication and teamwork; showing interest in others and letting them make decisions; looking after the well-being of others; and providing work that is interesting and non-repetitive. His research showed that boredom led to less motivation. Staff who were given responsibility and freedom to choose were more motivated. Tesco uses clear communication channels to ensure that this happens. It also promotes motivation through training and development. All staff have access to both the training they need to do their job and leadership training. Each person has a Personal Development Plan to help them reach their potential.

Maslow developed his 'hierarchy of needs'. He said staffs are motivated at five levels of need: to survive; to be safe; to be in a social group; to gain respect; and to reach career goals. Herzberg in his Two-Factor theory said that two sets of factors were central to motivation: Satisfiers (promotion and responsibility); and Hygiene factors such as decent working conditions that caused dissatisfaction when they were absent but would not by themselves motivate people.

Tesco recognizes good work and the value of its staff and provides good working conditions. Tesco motivates its staff in many ways, financially and non-financially. Good pay and conditions satisfy basic needs. Reviews and Personal Development Plans ensure that their staffs are able to make progress and achieve higher goals. This benefits both staff and Tesco.

QUESTIONS

1.: Describe what is meant by motivation. What types of non-financial reward might a company use to motivate employees?

2.Describe the effects of an unmotivated workforce on a company. How does Tesco benefit from ensuring that its workforce is motivated?

3.Evaluate the two motivational theories in the study, demonstrating how each relates to Tesco.

Q 3: What are the basic steps involved in the process of controlling? Explain it with relevant business world scenario

Q 4: What are the factors require to enhancing Human resource management competitiveness? What is the role of Gate keepers in Human resource management? Name any three of the Gatekeepers you can use in your career progression.