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Organizational culture and Role of Board

Walt Disney's organizational structure is affected by Social society. The company is often

regarded as a manifestation of the country's diverse cultural manifestations. Systematic identities

or organizational climate refers to the concepts, practices, and rituals that impact employees'

motives and conduct. Within these Disney net profit, the corporate change ensures that the news

channels, Nickelodeon, and media conglomerates express concepts that appeal to a diverse range

of customer desires and objectives. For example, employees' support for compelling narratives

assists the Corporation in regulating and meeting client expectations for its films, television

programs, and related products. Walt Disney's success demonstrates the importance of aligning a

company's structure with the cultural features of its target market, notably in the United States

(Disney Company, p.2, 2021). This relationship between Modern civilization and Disney's

corporate management accounts for a significant portion of the company's success in the United

States and beyond.

The corporate culture of Disney is inextricably linked to that of the United States. On the

other side, the Conglomerate survives globally as a result of its key process qualities, which

enable individuals to maximize their productivity and revenue. Human resources at The Walt

Disney Company, for example, are willing to spread a work flow that is current with

developments in the adventure park, tourism, and news media domains. As a result, the business

culture assists the business in managing its growth goals and possibilities (Disney Company, p.6,

2021).
 The Walt Disney Company is well-known for its cultural endeavors. The company's

segmentations, which are meticulously controlled to provide excellent digital content, connect

with customers in the worldwide news outlets, recreational, and water park industries. The

corporate goals and objectives of the Disney Brand, which include domination in the production

of amusement and comparable products, set the foundation for this leadership approach.

Workers, also referred to as "castmates," are prompted by the business's cultural characteristics

to provide the most appealing material possible to clients, referred to as "visitors" by the

Conglomerate. Disney places a premium on invention. This organization's cultural characteristic

is intended to generate vivid qualities in the Company's human resources in order to achieve

extraordinary solutions and business achievements (Disney Company, p.7, 2021). The

subsequent practices contribute in the development of globally competitive products. This

cultural characteristic helps the corporate entity to adapt to new difficulties and economic

opportunities in each of its segments. For example, The Corporation blends developing

inventions into new and forthcoming goods in order to suit evolving customers' expectations for

pictures, carnival rides, and allied television programs through revolutionary and ingenious

creativity. The company's operations are focused on achieving long-term profitability through

innovations. As a result, Disney's corporate culture contributes to long-term success by limiting

business development.

Disney as a company provides entertainment wide-ranging. With a target market that

mainly consists of youngsters. Disney has attracted an international audience. Youngsters

everywhere are more and more connected to television and keep up with the latest shows, series,

and movies. Being a multinational company, Disney needs a strong management and leadership

structure to remain relevant in the entertainment industry. Leaders wear many hats to lead the
business to success. They further direct the organization towards the goals, vision, and mission.

A strong leader can only succeed as far as knowledge and skill can take them. Insight on the

organization could guide leaders on what the entity needs. On business analysis, leaders would

get a general idea of the issues at hand and find possible solutions to loopholes. A leader will

then see the action plan forward (Disney Company, p.2, 2021). The large-scale influence of

Disney propels innovation. This report has a clear definition of the Strength, Weaknesses,

Opportunities, and Threats Disney leadership meet. Leaders inspire employees, coordinate tasks,

improve satisfaction, assign responsibilities, and allocate an action plan. A SWOT analysis

exposes the direction the company needs to take. It further identifies the blind spot that is

causing an underperformance.

Strength

Over the years, Disney leadership has focused on/ enhanced qualities like communication skills,

confidence, and people skills. Disney has made its mark on a lasting legacy and has leaders that

intend to inspire the future. It has mastered strategies for personal leadership advancement. Walt

Disney introduced autocratic leadership. Leaders in the Disney company have sustained the

vision and infused Walt Disney's values. Disney’s leaders have established an approach to

business excellence. The company has maintained a plausible culture that motivates and

empowers employees. To maximize the opportunities in enhancing customer experience,

Proactive leadership has shown in consumers' engagement with the product. Employees'

professional development has broadened due to innovation and time (Disney Company, p.2,

2021). Leadership aligns with Disney's common purpose to expressively share ideas, concepts,

or products. The company's already defined strong networks.

scriptwriter, artists, and graphic designers assigned to the leader. Teams assist in collaboration

with the leaders to complete tasks. As a collective, Disney leaders develop team members

through shared talents that rise through mixed professional interactions. The robust cash flow

into Disney permits high-budget projects. To accomplish the companies objective quickly,

projects demand strong leadership. Leaders ease decision-making on employees. It lessens the

stress on employees tackling complex decisions. The companies strengths are its influence and

on a child's social sphere. Disney's leadership allows seasoned marketing practices and a positive

brand image. Management caused the company’s image to be respected and trusted with high-

quality products. The Board has impacted the positive reputations consumers uphold about

Disney products. Strategic marketing has greatly attracted the target audience (Hunter et al., p.7,

2020). Previous structural leaders have already set the tone for the company, and it continues to

take over. Disney has built momentum for innovative ideas.

The nurtured workforce has promoted a culture of efficiency. Disney's products include media

networks, theme parks, and character merchandise. The Walt Disney Company pursues a task

team that instills the desired behavioral outcomes from its employees. The organization's

workforce profile describes diversified employees.

Regulatory Requirements

The enterprise has a specific standard of business conduct that all affiliates and associates to

Disney should follow. These are guiding principles that shape an enhanced performance. The

standards of practice ensure employees' awareness of proper business conduct. Any violation of

the regulatory bodies calls disciplinary hearings and actions. The company takes measures to
ensure all employees get appropriate treatment with these regulations; the quality levels rise

(Hunter et al., p.7, 2020). Workers' compliance increases corporate integrity. Employees usually

have extensive experience in similar industries. Goals to sustain long-term changes are critical

for ongoing success.

Organizational structure

The Walt Disney Company consists of:

 Customer stakeholders

 Suppliers

The Board of directors has an opportunity to appoint experts that could further introduce new

talent to push the business to success. The most meaningful way to express a shared vision is by

determining the company's mission to guide the current operations. The Board has a task on the

company policy and reviewing Disney's goals. The leaders further promote future opportunities.

The Board determines risks and looks for solutions to overcome obstacles strategically. They

ensure that strategies and plans tackle all issues (Hunter et al., p.7, 2020). Governance and social

responsibility

The Corporate citizenship team looks out for the interest of the environment, social and

economic condition by considering aspects of Disney's growth. The increasing use of resources

will increase costs, a broader understanding of the environmental decline. The connection

between the environmental factors that link to consumers' well-being; lastly, a new era of

transparency, accountability, report, performance. Growing digitalization and advancing

technologies changes how the world operates. Senior leaders are responsible for sharing core

competencies by ensuring that they are reducing their carbon footprint.

The leadership team connects Disney with visionaries. The nurtured direction for the Walt

Disney Company is the generation of new concepts and creative content. The company focuses

on establishing innovation and utilizing technologies. The diverse leadership and management

introduce a broader perspective and knowledge sharing to drive a long-term outcome. The team

consists of reputed artists names and talented individuals.Performance suffers at the hand of

incompetence. Walt Disney's large reach as an organization has caused the lower supply chain to

go unnoticed.

Weakness

Disney has to invest enormous amounts towards training and equipping leaders with the

necessary skills. Leaders are dealing with a large spectrum, which may go both ways. One way

reaching success, another has a negative impact on the business' vision. Disney's established on a

foundation of trust and a sense of caring. As the company grows, it becomes increasingly

difficult for the business to grow on a positive dynamic note. The company is known for an

autocratic leadership style meaning that employees act according to Disney's instructions. The

man behind the concept. The individuals that were not in agreement with the magic nature of

Disney as a brand were fired. Leaders that abuse their power tend to be dictatorial or controlling

in nature. An autocratic leadership style creates resentful employees that might result in potential

drawbacks. Employees won't feel part of decision-making in the company. Authoritarian leaders

make decisions without employees' input. Due to Disney's capacity, it could be difficult for

leaders to analyze and monitor the work environment. The leadership's pressure on growth and
global expansion into developing economies could compromise the accuracy/ proper completion

of the task.

On Threat analysis, Disney could seize markets and, there's lots of room for international

expansion. Incompetence poses a threat to the company. The streaming platform market is

maturing. Entities such as Netflix and Amazon are services that have experienced rapid growth

in the past years. Disney is going from being the most influential platform for viewing and

entertainment to competing with a more saturated market. The company could impact the

utilization of resources properly (Sull et al., p.80, 2018). The leaders might encounter transitional

difficulty with competitors' rapid growth. Disney comes to contact with a threat to the company’s

ability to be adaptable.

Recommendations

A good risk management program could potentially advance the company and counteract any

shortcomings. A board exercises accountability to the stakeholders of Disney to satisfy all parties

involved. Disney's opportunity at understanding and looking after the stakeholder's interests

expand. Leaders can monitor stakeholder relations and gather relevant information to gain

insight into what they require (Sull et al., p.80, 2018). The technological dependence of the

network might result in a crash of the site, and slow internet could potentially form an issue.

Management closely evaluating the problems and addressing them could better satisfy the

customer experience. Annually people come from all over the world to visit Disney parks. These

visitors generate numerous data, a great indication of activity. A team of experts weighs the

possible risks and opportunities to gain additional information through audience analysis and

recommendation platforms. Even though large amounts of data are collected and recorded
regularly, the company respects visitors' privacy. The company gives the consumer the option of

how much data they would prefer to share. To enhance the customers' experience, the company

hired 60 000 employees. All the individuals hired had to undergo extensive training that had to

come from Disney's wallet. The attempts at improving consumer experiences brought in good

feedback. Walt Disney's stakeholders request to adequately report on the goals of the company,

the targets, and the systems date. Response from stakeholders assisted the company in aligning

with its mission and propelling business leadership for a sustainable impact on the vision. The

most prominent issues that impact the long time successes of the company are social concerns,

the process of influenced strategy, and goal setting.

PART B- Leadership Report

Introduction

Walt Disney Corporation was founded in 1924 by Walter Disney and includes Disney films,

fairytales, outfits, clothing brands, collectibles, a Cable network, and Disney World, story-

boarded attractions that debuted in 1955 and are based on Disney's productions. It also operates

Disneyland, which many individuals see as the best vacation location on the planet, with Walt

Disney describing it as his "biggest dream mixed with creativity and narrative." One of the

essential characteristics he demonstrated was the forethought and precision he placed into his

projects and thoughts. Disney was an imaginative and creative man. His passion for creative

expression served as his most valuable asset, helping him stay up with new technologies and

even enabling him to become an inventor (Sull et al., p.80, 2018). When other colleges couldn't

provide him with what he required to continue his purpose and become prosperous, he was

willing to begin his private art school for his staff.

Leadership and Management style within Disney

Through the connected processes of several business areas, the Walt Disney Company's

leadership promotes the establishment and preservation of cohesion. Company governance, also

known as a corporate structure, is the architecture of a business structure, including its content,

unit placement, and complex relationship for leadership. According to the business research

scenario, Disney's organizational structure is meant to enhance interdivisional collaboration for

comparative advantages. The company's recreation division, for instance, has an impact on the

Disney world platform's approach. Disney's organizational mission and objectives, which aspire

for market leadership, are made possible by such integration (Sull et al., p.80, 2018). The

organizational structure qualities of the Corporation encourage cooperative relationships, which

helps to ensure worldwide market position. Faced with fierce competition from Comcast

Conglomerate (founder of Universal Studios), Viacom Corporation, Centurylink Corporation,

News Corporation, Cisco Systems, and other sizable and confrontational companies, Disney

must sustain a business model that allows the company to leverage its competitiveness

efficaciously.

Walt Disney employs an institutional framework that takes advantage of the strengths of several

business units or units. Managers are influenced by this strategy when synchronizing concurrent

expansion among subsidiary companies, such as Marvel Studios. For instance, one of the

managerial tactics visible in this scenario is simultaneous product launches. The business

structure of Disney facilitates this strategy. The Walt Disney Company's structural qualities aid

in capturing potential worldwide markets and addressing market dynamics, such as those
identified in the PESTEL/PESTLE analysis. As a result, the organizational model encourages

strategic expansion (Sull et al., p.80, 2018).

Comparison to competitors

Walt Disney employs a worldwide comparative advantage strategy, capitalizing on the

uniqueness of its recreational, entertainment, and fairground industries. According to Michael E.

Porter's five principles, a market position enables a business to expand and maintain viability

within its client base. Disney's overall competitive strategy is centered on defining its product

from competitors. On the other side, the company's aggressive expansion strategy is centered on

developing new products that align with global industry trends. The company will grow via

innovation and ingenuity, enabling it to compete successfully against large corporations. The

world's largest firms are Viacom Inc., Centurylink Group, News Organization, Cisco

Technology, and Cable Corporation, which owns Paramount Pictures. The Walt Disney

Corporation's whole strategy and aggressive growth ambitions are geared toward competing in

this environment. By matching organizational plans and market opportunities, the multimedia

behemoth overcomes barriers in its industry context (Sull et al., p.80, 2018).

Disney's primary competitive advantage is its commitment to constant innovation. According to

Michael Porter's strategy, this comprises supplying unique products to a variety of market

segments. For example, the corporation distributes entertainment products to practically

everyone on the earth, with a particular emphasis on family-friendly programming. In this typical

decision making, integrity and originality through innovation differentiate the company's

products from those of its competitors. Walt Disney Creative design Research and Development

department, Inc. dedicates teams to ensuring that the company's amusement complexes and
monuments provide distinctive, compelling content. Along with this broad approach, the

corporation's focused target marketplaces and associated general vision are achieved, with a

particular emphasis on distinguishing competitiveness in order to encourage and regulate

business investment. The Walt Disney Company's overall cost leadership places a premium on

product-centric strategic objectives. Such a business focus is necessary to aid the company’s

capability to differentiate itself from adversaries through new products. The strategic objective of

developing immersive digital assets, for instance, adds to the uniqueness of the Disney expertise.

Another pertinent strategy centered on this general concept is to strengthen scale economies

through promotional strategies that highlight the industry's uniqueness. Disney's marketing

approach, dubbed the 4Ps, incorporates a variety of marketing techniques. Complementary

managerial actions also contribute to Disney's organizational aims and missions in the overseas

markets for pleasure, popular press, and Disney global commerce (Sull et al., p.80, 2018). Brand

uniqueness contributes to the ability to establish industry leadership. Porter's model requires that

aggressive methods incorporate distinctiveness as a generic strategy for increasing sales.

Disney’s ability to handle significant business challenges

Walt Disney has had to deal with a number of strategic issues. The Walt Disney Company's

operations presidency has determined that its competitors take advantage of its weakness and are

likely to push the company behind in the sector. The Corporation failed to keep up with

emerging technology when its competitors uncovered an efficient approach to provide consumer

with athletics material at a low cost. This is the key explanation for the decline in Disney's youth

popularity. Walt Disney is also threatened by competitors who have a strong competitive

advantage. The Walt Disney Firm has focused on providing events and activities that are

customized to the interests and wants of the customer; but, if the company's business does not
adapt to changes in customer preferences, the organization will swiftly fall behind. The

company's responsibility is to determine its consumers' tastes and preferences to make its

business more appealing. Disney has received criticism in the market, but it has also received a

lot of positive feedback. The Corporation began making modifications to attract many clients,

which might not be realized. Disney recognized that the cheerleaders had turned into naysayers

(Sull et al., p.80, 2018). The Corporation received a clear indication from the public that it had

begun to release unnecessary programs. The Corporation also confronts issues in terms of

product pricing. Competitors of Disney provide items and initiatives to the market at a very

minimal price compared to the price of the firm's products, and they could pose a danger to the

Corporation. Disney did not prioritize the upkeep of technology or new initiatives. The good

adjustments made by the Walt Disney Company's Board of directors have now been turned into a

complaint. This was a difficult time for Disney to preserve their standing, particularly

maintaining a strong brand reputation and a consistent focus on client tastes and preferences.

Task 2 - Leadership for Performance

The Walt Disney Company's mission is to be a global leader in creating and delivering

amusement. The Walt Disney Company focuses on building the best creative content, fostering

innovation, using cutting-edge technologies, and expanding into new markets worldwide.

According to the BSC, the Walt Disney Firm's operations purpose identifies activities that affect

customers, financial capacity, and corporate organizational practices. It does not, however,

provide any provisions for human capital development. As a result, it overlooks an important

part of organizational change in light of the company's future. Because they develop business

models, education and skills accelerate change management. The business must balance all four

parts to achieve organizational unity. The objectives and characteristics of all four categories of
the BSC must be incorporated into strategy formulation. As a result, Walt Disney must adopt the

development and performance aim to balance its specific priorities. Following our theory that a

balanced scoresheet is a valuable tool in identifying strategies and processes in most firms, the

previous researcher can yield a series of recommendations (Sull et al., p.80, 2018). Walt Disney

should use the BSC to build its goals on actions in sync with one another. In this scenario,

budgetary control is confusing, as it might indicate lowering overall spending, which would

result in a reduction in a variety of other operations. The cost-cutting strategy should be

reconsidered. It should imply cost-effective investments. Businesses should focus on developing

products to achieve their economic profits. Cost-cutting should not be the sole focus of income

growth. Instead, the Walt Disney Company should pursue cost-cutting measures. The company

should improve its operations and lower the danger of monetary losses due to inadequate

financial products.

Leadership for Performance approaches

Balance scorecard
The Walt Disney Organization has developed a variety of goals to achieve its primary goal,

including promotional campaigns, new technology innovation, and lowering operational

expenses. The Walt Disney Company strives to achieve its principal goal of increasing revenues

through these objectives. The Walt Disney Company must devise a strategy to achieve these

goals. The Corporation needs to spend a lot of money on marketing. It must also look for ways to
reduce its expenses. The implementation plan must specify the procedure to be followed, the

dates, the expected outcomes, and the persons responsible for each of the listed objectives. A

correlation is a set of related activities that define the problem's primary cause and consequences.

Causal chains are frequently linked to a company's strategic priorities. Causal chains show how a

favorable action can lead to a positive outcome, such as increased financial revenues. As a result,

causal chains are an integral aspect of the BSC (Sull et al., p.80, 2018). Two causal chains are

presented in the instance of Walt Disney. The first causal relation aims to optimize revenue

through sales and product development. In the first feedback loop, cost management tries to

reduce operating expenses while increasing profit margins. Excluding the budgetary control aim,

each nexus helps to grow revenues, according to a thorough examination of the targets. The

correlation has a flaw in it. If the Walt Disney Company's aims are well linked, it will achieve its

primary vision. Only if the goals do not contradict each other can the approaches be realized.

Because product development and marketing tactics require higher financial inputs, lean

manufacturing looks to be at odds with the other goals.

Task 3 – Financial Leadership

When deciding whether or not to introduce the Disney+ video service in 2019, the Board should

have taken into account the following significant sources of financial and non-financial data:

The balance sheet summarizes the physical and financial resources available to a business for

future economic activities. It's worth noting, however, that the balance sheet just lists these

capabilities and makes no judgments about how effectively they will be used by managers. As a

result, the balance sheet is more successful at assessing a business's current financial condition

than it is at forecasting its future financial performance. Financial statements and comprehensive
income are the two important characteristics of a balance sheet. Both current assets (sales or

alternatives that may be quickly denominated in dollars within a year, such as trade receivables,

and expected purchases) and noncurrent assets (financing or substitutions that cannot be easily

converted to cash within a year) are expensed (Sull et al., p.80, 2018). Investment managers are

concerned with the total value of property and the capital portfolios' composition.

Current liabilities are classified into two categories: interest expense (liabilities due within one

year, such as payables, short-term contracts, and taxes) and long-term commitments. Asset

managers concern about promises because firms, like individuals, must make timely payments,

even if total revenue is less unpredictable. Due to the lack of timeliness, long-term creditors are

less significant to economists than short-term duties. Nonetheless, their existence demonstrates

that a business is financially sound enough to borrow money.

Statement of Profit and Loss

In contrast to the cash flow, the income statement contains information about a business's system

performance. It does not provide sufficient information on the industry's financial situation, but it

does demonstrate its long-term viability. The income document's fundamental elements are

revenue earned, expenses incurred, and income statement. While sales generate the majority of

revenue, capital markets may also detect licenses, investments, and unique goods. Furthermore,

overheads are frequently comprised of manufacturing cost, which may include some unexpected

prices. The working capital statement's "biggest drawback" is total value. This number is the

most significant marker of an organisation's success throughout the fiscal year covered by the

statement.
Cash Flow Statement

As with the detailed income statement, the cash flow statement details a business's success over a

specified time period. Financial statements are distinct from balance sheets in that they

incorporate non-cash housekeeping items such as devaluations. All of this is obliterated in the

financing activities, which reveals the amount of true income generated by the business. Cash

flow statements illustrate how effectively a business has handled its costs and revenues. It

provides a more accurate picture than any other financial accounts of an account receivable

expenditures, borrowers, and capital expansions (Sull et al., p.80, 2018).

Main factors that led to this dramatic change in fortunes and compared Disney's

performance with that of its competitors

The Disney Company has used several essential techniques that have improved its performance

since its foundation. The company's Objectives set the tone for most of its accomplishments. The

Disney Company's core plans have been influenced by the spread of innovative technologies and

an international market; as a result, the Corporation's tactics have evolved. "To bring Disney's

great narrative to life with interactive displays never before envisioned," said Disney when he

created the company. Disney's product strategy is continuous innovation. Authenticity and

distinctiveness via innovation distinguish the company's brand from competitors in this typical

pricing edge. In 2012, Disney's Director and Chairman, Alois Iger, highlighted three specific

techniques that have shown to be successful over time. These three initiatives, he said, have been

particularly important in the company's performance during the last six years (Sull et al., p.80,

2018). Disney's three key goals, according to Iger, have been to "produce high-quality

entertainment for children, make that material more interesting and affordable through
technological innovations, and build our brands and companies in countries across the world."

The Disney Business intends to stick to the strategy stated by CEO Robert Eisner. He

emphasizes the importance of being adaptive and ever-changing to the needs and wishes of

customers. The Corporation hopes to modify to suit expanding consumer interests in

international nations and meet consumer demands and wants. Their entertainment parks are now

known worldwide and may be found on four continents. They have storefronts throughout the

United States, Great Britain, Belgium, Greece, Portugal, and Lisbon, among other countries.

They also have authorized outlets and merchandise throughout the world. They employ a

globally appropriate approach to satisfy the firm's rising demands while also decreasing prices.

When it comes to the firm's international markets, they adapt effectively because they

incorporate many of the local conventions while preserving their American character.

Furthermore, the company continues to conform to the laws and policies of the foreign nations in

which it operates. This is an essential expense that Disney has included in the package. The

Corporation intends to continue developing methods for reaching the international market by

adhering to other nations' rules and paying those nations' taxation (Sull et al., p.80, 2018).

Task 4 - Ethical Leadership

Treatment of Disney workers

Ticket sales at Tomorrowland and Amusement Parks have soared in recent years, but workers'

pay has stayed mostly constant, and Walt Disney Richard Iger, who announced his departure last

year after ten years, has been given the green light. "One of the media sector's successful

corporate great achievements," according to the Los Angeles Times, was Iger's term as CEO.

Iger's accomplishment of growing the corporation "into Cinema's wealthiest and most influential
multimedia empire over a more than 14-year reign" was lauded by the Associated Press. The fact

that the company's performance under Iger's management was built on the backs of its customers

and staff is missing from the adoring accolades to his tenure.

From its massive worldwide infrastructure of attractions, blockbuster movies, and programming,

the firm has grown its income from $33 billion to $95.6 billion since Feige assumed the

presidency in 2007. Disney made $150 million in earnings the year before, and the firm's Board

of directors increased Iger's pay by 81 % to $638 million. His annual salary was 1,424 times that

of the average Disney employee, making it one of the largest CEO-to-worker pay disparities in

the country. Margaret Disney, the grandchild of Disney co-founder Douglas Walt and

grandnephew of Walt Disney, termed Iger's remuneration "crazy" in a Huffington Post op-ed

article in November 2016. The business reduced Iger's remuneration to $nearly 20 million in

response to her and colleagues' accusations of his high pay (Sull et al., p.80, 2018).

Iger and the other top Disney managers live in a different world than the employees, primarily

young females, who make the Disney-themed gadgets and garments sold in resorts and

department shops around the nation. Corporations have abused workers in the past across the

globe. Humanitarian organizations have claimed that several of Disney's consumer goods have

been created in Cambodia, Vietnam, and Cuba since the mid-2000s. The Trade Unions

Commission (NLC) revealed in a February 1995 study that Disney's "Disneyland" and

"Pocahontas" jammies were created in a Haitian facility that paid employees as little as 13 cents

per hour, well below the government's basic salary. The revelation led manufacturers to increase

the threshold amount of around 29 cents per hour. However, a follow-up survey showed that

workers still lived "on the verge of misery," especially because the plant frequently underpaid

them (Sull et al., p.80, 2018). The amazement of several employees when they found that the
Powhatan outfits sold in the United States for $10.97—nearly five days' pay—was detailed in the

report.

The NLC dispatched inspectors to the Farah Makhdum plant in Kolkata, Pakistan, in 2003,

where approximately 454 workers produced Disney-branded "Maggie the Pooh" uniforms and

tracksuits. Workers were compelled to perform 13- to 15-hour sessions and eight working weeks,

according to the NLC's findings, but were not given overtime as obliged by legislation. Their

hourly wage varied from eight to nine cents. The workplace was sweltering, stuffy, and

suffocating. Workers were abused both verbally and physically. Bacteria were found at

significant concentrations in the drinking water. When employees voiced their dissatisfaction

with the working practices, Disney relocated its operations. Iger took over the Corporation's

sweatshop issue but did little to fix it. China Workers Watch published an article in 2006, the

same year Iger was appointed as CEO, detailing the appalling working practices at Disney's

Shanghai facilities. In eight factories, it discovered severe labor breaches, including recruiting

young workers, overtime payments, industrial accidents, and gender discrimination (Sull et al.,

p.80, 2018).
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Disney Company, 2021. Notice of annual meeting of shareholders and proxy statement.

Hunter, P., 2020. Corporate Strategy (Remastered) I: High-Performance Strategy and

Leadership in a Volatile, Disrupted World. Routledge.

Sull, D., Turconi, S., Sull, C. and Yoder, D., 2018. Four logics of corporate strategy. MIT Sloan

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Calandro Jr, J., 2019. M&A deal-making: Disney, Marvel, and "hidden assets" value. Strategy &

Leadership.