Human Resource Management for Walt Disney Chinese Subsidiary Essay Example

and the Seven Dwarfs, which was released in 1937 and proved to be a total success.

This paper examines the ways in which the international human resource management policies of Walt Disney Company might be influenced by a decision to set up a new subsidiary in China. Effects of Culture on Management Policies Most of the scholars agreed that the field of management must be viewed in a broad perspective because of the environmental influence on management practices.The cross-cultural study of management involves the study of management cultural variables, which tend to have an impact on management practices in different cultures. Managing and organizing are culturally dependent because they do not consist of making or moving tangible objectives, but of manipulating symbols, which have meaning to the people who are managed. “The internal environment within which managers work includes corporate culture, production technology, organization structure, and physical facilities.

Of these, corporate culture has surfaced as extremely important to competitive advantage.The internal culture must fit the needs of the external environment and company strategy. When this happens, highly committed employees create a high-performance organization that is tough to beat” (Wiener, 1988). According to Davis, in every company there is a company way of doing things, which has a powerful influence on the way people behave inside the firm. This is the corporate culture and it has a major impact on a company's ability to carry out its objectives and its plans, and that is especially true when the corporation is making an important shift in its strategies (Davis, 1984).It has been said that the climate of an organization is, “psychological environments in which behavior of individuals

occur” (Ott, 1998).

Culture can be defined as the set of key values, beliefs, understandings, and norms shared by members of an organization (Kilmann, Saxton, Serpa, 1986). Culture represents the unwritten, informal norms that bind organization members together. Culture can be analyzed at visible and invisible levels (Schein, 1984).