The Challenge Case “How Disney Motivates Its Employees” and its related Challenge Case Summary were written to help you understand the management concepts contained in this chapter. Answer the following discussion questions about the Challenge Case to further enrich your understanding of chapter content.

Data from The Challenge Case “How Disney Motivates Its Employees” 

At one point in his career at Walt Disney Company, Lee Cockerell was the executive vice president of operations. This meant he oversaw over 40,000 associates at four theme parks; three water parks; 20 resorts; five golf courses; and several sports complexes, entertainment venues, and retail stores. Managing that many individuals requires solid leadership and the ability to motivate employees at all levels of the organization.

Cockerell states that the essence of effective management can be found in a handful of tenets that he has discovered throughout his career. First, managers should realize that every team member is important. “A truly inclusive leader,” Cockerell said, “creates an open, friendly, collaborative environment. The reason is simple: When everyone matters and everyone knows they matter, employees are happy to come to work, and to give you all their energy, creativity, and loyalty.” Conversely, if associates do not feel included, they tend to perform poorly

Second, he points out that employees are the brand of the organization. According to Cockerell, “the term brand usually conjures up a logo or a slogan. In reality, your people are your brand. No matter how good your products and services are, you can’t achieve true excellence unless you attract great people, develop great people, and keep great people.” Once a manager learns this, the actual process of managing becomes easier. It may take a longer period of time to hire the right people, but ultimately it’s worth it.

Third, Cockerell puts an emphasis on training. “Great leaders give their people effective, thorough, consistent training,” he said, “along with ample opportunities to keep on learning.” It’s not just on-the-job training, but also training in the organization’s culture, understanding the values of the company as well as the mission statement, and having a firm grasp of customer service. “Don’t just teach them how to do their jobs,” Cockerell added, “instill in them a higher sense of purpose. That’s what motivates them to truly excel.”

1. Do you think it would be unusual for a manager such as Lee Cockerell to spend a significant portion of his time motivating his employees? Explain.

2. Which of the needs on Maslow’s hierarchy of needs could delivering exceptional customer service at Disney satisfy? Why?

3. Is it possible for Cockerell’s efforts to succeed in motivating workers yet be detrimental to organizational success? Explain.