The Political Frame

The Political Frame

 

In the Module 3 Case, you will write Chapter 3 of your thesis-style paper – relating to the Political Frame. Using specific examples of “politics” (i.e., the “jungle”) as defined by Bolman and Deal, you will use the Political Frame as a lens through which you will analyze the downfall of Walt Disney Company CEO Michael Eisner.

Begin the Module 3 Case by visiting the Walt Disney Company website:

The Walt Disney Company. (2014). Retrieved on May 8, 2014 from http://thewaltdisneycompany.com/

The following articles provide a good starting point concerning former CEO Eisner’s tenure with the Walt Disney Company:

White, D. (2005, Oct 01). When Mickey finally turned on his master. Michael Eisner’s reign at Disney is over. Dominic White reports. The Daily Telegraph. Retrieved from Proquest.

Consider Michael Karpeles’ article relating to politics in the Disney boardroom:

Karpeles, M. D. (2005). Boardroom lessons from the Disney/Ovitz case. Corporate Board26(155), 6-10. Retrieved on June 10, 2014 from EBSCO – Business Source Complete.

Finally, read the following case study:

Forbes, W., & Watson, R. (n.d.). Destructive corporate leadership and board loyalty bias: A case study of Michael Eisner’s long tenure at Disney Corporation. City University London. Retrieved on June 10, 2014 from http://www.cass.city.ac.uk/__data/assets/pdf_file/…

Case Assignment

After you have reviewed the contents of the Walt Disney Company website, completed the above readings and those provided at the Background page of Module 3, and performed additional research from the library and the internet, write a 6- to 7-page paper in which you do the following:

Using the following five assumptions of the Political Frame, complete an in-depth assessment of the Walt Disney Company:

  1. Organizations are coalitions of diverse individuals and interest groups.
  2. There are enduring differences among coalition members in values, beliefs, information, interests, and perceptions of reality.
  3. Most important decisions involve allocating scarce resources—who gets what.
  4. Scarce resources and enduring differences make conflict central to organizational dynamics and underline power as the most important asset.
  5. Goals and decisions emerge from bargaining, negotiation, and jockeying for position among competing stakeholders.
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