Introduction
According to Emeritus Professor Edgar Schein, formerly of the Massachusetts Institute of Technology’s Sloan School of Management, organisational culture is defined as “a pattern of basic assumptions- invented, discovered or developed by a given group.” Professor Schein believes that these assumptions are formed to help an organisation cope with both internal and external issues. If proven to be valuable, these assumptions are then taught to new members “as the correct way to perceive, think and feel in relation to those problems.” Essentially, an organisation’s culture comes from shared assumptions, expectations, ambitions, attitudes and values. These core ideas are what binds an organisation together and set behavioural guidelines for any internal or external interactions.
In this report, I will analyse ‘The Hybridisation of Organisational Culture in Tokyo Disneyland,’ which is a case study by Professor Aviad E. Raz. Raz describes his work as an ‘ethnography’ into the “unique cultural, organisational and consumerist junction where Japan meets America.’’ In order to present a proper understanding of this case study, I will examine and explain key themes such as the Effects Local Culture has on The Appropriation of the ‘Disney Way’ and The Cultural Divide Between Part-Time and Regular Staff. Relevant organisational culture theories and concepts will also be included to help conclude my findings.
Case Overview
Tokyo Disneyland is a theme park that opened in April 1983. While the Walt Disney company licenses the theme park, it is owned and operated by a Japanese-owned company known as Oriental Land Company. Oriental Land Company is a partnership between Keisei Electric Railway, and Mitsui Fudosan, a major real estate development group. Raz's case study states that in 1999, Oriental Land Company was licensed by Disney for a 10% return on admissions, and 5% for food and souvenir sales.
Built on reclaimed land in the Tokyo bay area, Tokyo Disneyland had 12,390 employees in 1996. Some 2000 people were contracted as regulars, and there were 10,000 part-timers (according to Nikkei Asian Review, this part-time crew had grown to 18,000 by 2017). In contrast to these 12,390 employees in 1996, Tokyo Disneyland recorded just over 16 million visitors that year. In order to conduct his research, Professor Raz interviewed 30 employees who do or have worked for Oriental Land Company employees, as well as three Americans who work for Tokyo Disneyland.
The Cultural Divide Between Part-Time & Regular Staff
According to Raz's case study, there are two distinct organisational cultures that categorise Tokyo Disneyland's employees. These are the culture of full-time workers and the culture of part-time workers. For full-time workers, the organisational culture is predominately very Japanese and features aspects of what is considered to be the "three pillars" of Japan's labour market. The three pillars include life-time employment, a seniority system and company union memberships. This career security is not given to part-time employees. Oriental Land Company contracts full-time employees in April, which is in line with university graduations. As graduation ceremonies are between March and April, most graduates begin working right away. While in most Western countries, employees are hired based on work experience, education and personal background into a specific position, Japanese hiring is solely based on which university the candidate has attended. Often it does not even matter what the candidate has studied, as they are not hired into any particular role. According to Mitsui, one of the companies that formed Oriental Land Company, recruits are "hired as 'raw material' to be trained and moulded to suit the needs of the company" (Tung, 1984).
In comparison, the organisational culture for Tokyo Disneyland's part-time employees is considered quite American due to its use of the Disney Way, and Disney manuals. Part-time employees are required to attend basic training in the 'Tokyo Disneyland University', before being split into further training based on their job category (attractions, food services, merchandise, etc.). The first day includes a film on Disney history, Disney Philosophy (Raz states these as the "SCSE" code: Safety, Courtesy, Show, Efficiency and the three S's - Safety, Smile, Souvenirs.); a film on Disneyland, and the Disney Look, which includes the practice of the Disney Smile.
Mio, a merchandising employee, claims that each of the new hires was given a mirror to practice smiling "They didn't say anything. Only, `everybody is making a Disney smile.'" During divisional and on-the-job training, the new employees are given workplace-specific manuals as well as 'Tips on Magic', which has tips on service and professionalism. Raz's many interview subjects found the manuals to be the most beneficial aspect of their training. According to Professor Vijay Sathe, one of the common aspects of organisational culture is shared feelings, which is evident in the positive comments Raz received from his about the manuals. Raz also noted that the manuals were so highly regarded that they were further implicated into Japanese industries.
The Effects Local Culture Has On The Appropriation Of The ‘Disney Way’
The 'Disney Way' is the name given to Disney's Organisational Culture. Given that the Disney Way was formulated in American society, not every facet can be suitable when transferred to a Japanese environment. During training at Walt Disney World (Florida), traditions hold great importance as it gives employees a summary of Disney's history, achievements and philosophies. Within this training, new employees were given a test on the company's past, present and future. According to a description from Heise 1994, the test begins once trainees are given their instructions, and the tutor leaves the room. As they work through the quiz, someone will realise that an answer is on the wall. They will tell someone else at the table, which will be overheard at the next table. The group will realise that they are not actually in competition with each other, but rather working as a team.
Raz's case study shows that for Tokyo Disneyland, the teamwork quiz is not included in training/orientation. A manager in the personnel department for Oriental Land Company confirms the quiz was removed because "we Japanese don't need such a quiz. For us, it's childish." The manager explained that Japanese people are accustomed to working in a team in kindergarten. Oriental Land Company removed all aspects of the Disney Way they deemed unnecessary, as they were uninterested in what the Americans call "getting an emotional buy-in to the Disney Culture."
Schein's three levels of culture include the Artifacts Division. Artifacts are at the surface of an organisation’s culture and are easily detected. Dress codes, such as the ‘Disney Look’ are considered an artifact. The 'Disney Look' was one aspect that aligned well with the Japanese culture, as processes on appearance-management occurs as early as elementary school. Raz asked Tokyo Disneyland part-timers whom they believed were more strict when it came to appearance-management: Tokyo Disneyland, other Japanese workplaces or their schools, and the consensus was that they did not find Tokyo Disneyland to be all that strict.
Deal and Kennedy's theory on organisational culture states that strong culture occurs when there is a positive response from members because their values align with the organisational values. During its formative years, American Executives were sent to Japan to help Oriental Land Company with finding their feet. Tokyo Disneyland went on to become Japan's best performing amusement park. This meant the Disney Way was embraced by Oriental Land Company and was accepted into its own organisational culture, but with exceptions. Oriental Land Company accepted the success of the Disney Way and implemented it into Tokyo Disneyland in a way that still respected the boundaries between American and Japanese cultures.
Summary
In conclusion, this analysis looked at organisational culture and how Tokyo Disneyland was a successful example. The success of this hybridisation is due to Oriental Land Company’s respect for the strong culture the Disney Way cultivated. Theories and definitions from Schien, Sathe, Deal and Kennedy were used to support my understanding of Tokyo Disneyland’s successful organisational culture.
References Case Study - Raz, A. E. (1999). The Hybridization of Organizational Culture in Tokyo Disneyland. Studies in Cultures, Organizations and Societies, 5(2), 235–264. DOI: 10.1080/10245289908523528 Retrieved from https://www.tandfonline.com/doi/abs/10.1080/10245289908523528 _____ Ebrary (Ed.). (n.d.). ORGANIZATIONAL CULTURE. Retrieved from https://ebrary.net/3030/management/organiational_culture Heise, S. (1994). Disney Approach to Managing. Executive Excellence. MIT Leadership Centre. (n.d.). Ed Schein. Retrieved from http://leadership.mit.edu/portfolio-item/ed-schien/ Nikkei Asian Review Staff Writer. (2017, March 17). Tokyo Disneyland part-timers get more pay incentives. Retrieved from https://asia.nikkei.com/Business/Tokyo-Disneyland-part-timers-get-more-pay-incentives The Mind Tools Content Team. (n.d.). Deal and Kennedy's Cultural Model: Understanding Rites and Rituals in Corporate Culture. Retrieved from https://www.mindtools.com/pages/article/newSTR_86.htm
Tung, R. L. (1984). Key to Japan’s Economic Strength: Human Power. Lexington, Mass. u.a.: Lexington Books. Schein, E. (1992). Analysing Organisational Culture: Summary of the three levels. Retrieved from https://www.valuebasedmanagement.net/methods_schein_three_levels_culture.html
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