Leadership Within Pixar Animation Studios

Leadership Within Pixar Animation StudiosPixar(2010) Pixar is an Ameri shadower lifetime exertion smart even up based in California, United States. The partnership was started in the di raft 1979 as the part of the computer di muckle of Lucasfilm and was bought by The Walt Disney Comp all in the year 2006. The smart set during its 17 years of existence has delivered several movies that has rede delicatelyd the piece of visual technology and animation. Pixar is known for its around of the basic taxs that form the fundament of its unbeat equal achievement. People at Pixar be extremely knowing and thither exists an clear collaboration among raft coming from multiple disciplines. However, a formal structure is followed at the bon ton where it is necessary for e really ingredient to construe enhancement of three inter-related memorial tabletts of the bu transgressioness, namely, leading, process and accountability.Leadership is taken very seriously at Pixar and it i s ensured that leaders ar able to tune their communications, and value the ken of the geological formation and behave up with the ability to provide carve up of ideas (Jeremy, 2010) Managers as well as workers of the enterprise have the immunity of musing so that their vision and ideas can be communicated freely that helps the formation to come up with innovative ideas ensuring a sustainable position in the market dimension (Morris, Jeremy, 2010). An another(prenominal) important element of Pixars environment refers to its collaborative show up towards work. It is fine to have talented multitude hired in the company, but it is steadyly important to make these spate work in a prompt manner towards achievement of organizational goals (Milter and Matveev, 2004). At Pixar, everyone is made to understand that his/her supremacy lies in the mastery of all other members. This helps in moving in a collaborative manner to ensure that everyone working in the company succeeds . The team spirit at Pixar helps in perplexment o seam hires and new hands in a similar fashion with a healthy notice for all(prenominal) other resulting in an environment of credibility and corporate trust extending end-to-end the organization. Apart, from these cardinal elements, accountability forms the foundation of the working environment at Pixar. Leaders and managers at Pixar follow a dispatch line of accountability that helps them in seeking counsellings to improve themselves. all calculate is headed by a Director/Producer duo, to whom all members of the project ar accountable. These directors and producers atomic number 18 in turn accountable to leaders of the company and have the opportunity to utilize the interpret and knowledge of senior filmmakers who are the part of top focalization of the company. In short, Pixar follows a highly unified process lays at cheering a meaningful collaboration resulting in a socialisation that comprise of value for ab ility and contribution of others. heathenish AnalysisBefore going for a discussion on ethnical abstract, we need to understand the meaning of goal in a good manner. Various scholars and academicians have given several definitions for husbandry. Formally, nicety has been defined as a pattern of shared beliefs that were developed by a host during the process of external adaptation and internal consolidation, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, find, and chance in relation to those problems. Martin (2002) explained that everyone knows ab turn out the assorts, organizations, and societies in which certain beliefs and values prevail at cross purposes with the beliefs of others, resulting in a condition where conflicts and ambiguity prevails in a high degree. This is often the result of insufficient stability rule among members, insufficient shared history of experience, or the presence of several subgroups with dissimilitude in their personal experiences (Thorngate, 2004). Many a times conflicts and ambiguity also results beca usance of the fact that an individual is not a part of a deterrent example-by-case groups but belongs to several different groups and this has an impact on the assumptions and beliefs that one brings to a particular group and is influences by the assumptions that re withdraw to some other groups to which an individual belong.Khan (2005) argued that it is necessary that hoi polloi are matched with the organization in commit to ensure success of the company. There is a set of embodied rules through which a company ope ordinates, which is termed as the goal of the organization. (Conolly, 2008) explained that employees of the enterprise should be well aware of their workplace that will clearly define appropriate and inappropriate behavior.In the present paper, an analysis of cross-ethnical issues arising out of the amalgamation of The Wal t Disney and Pixar will be undertaken. It makes it necessary to understand the meaning of cross- heathen analysis. infra a cross-cultural analysis, an investigation is made into the ways through which mess coming from different backgrounds communicate with apiece other. Whenever any fusion takes place there is an amalgamation of the culture of the two organizations participating in the amalgamation (Stening, 2002). Here several cross-cultural issues may arise because of the interaction of throng coming from two different groups with different background, beliefs, values and functions. Cross-cultural analysis thrives to harness the utilitarian function of culture in order to use it as a mode of increasing the adaptation of people and deliverance an improvement in patterns of communication (Nigel, 2001). It is one of the discipline of international management that focus on cultural encounters, aiming at discovery of methods that can be adopted to handle cultural differences that often give rise to conflicts, ambiguity and miscommunication.There are several different baby-sits that can be utilise to conduct a cross-cultural analysis. Various models includes those suggested by Hawkins (1992), Terpstra and Sarathy (2000), Hofstede (1994), and Wills (1991). The framework suggested by Hawkins and Terpstra are similar in nature and explains some of the common elements such(prenominal) as values, education and development, social status and organization. Hawkins has tried to approach culture from the perspective of a consumer lifestyle, period Terpstra approaches culture in somewhat wider contexts. Thus, it is much(prenominal) more(prenominal) easy to use the model suggested by Terpstra and Sarathy. In addition, Hofstedes model will be use to understand the various dimensions of culture that are based upon individualism, male monarch distance, masculinity and uncertainty stay offance. Wills (1991) considered scholarship as the spot element of their mo del of culture. This will explain the basic idea of culture at Pixar as subsequently the union with The Walt Disney, the major aim of the company was to establish Pixar as a escorting organization. The dimensions of learnedness are used to consider a model of cross-cultural analysis suggesting a descent between high/low context of a culture and the rate at which new products are adapted.In addition, it is to be noted that culture and leaders are interconnected. These are viewed as the two sides of the same coin, in that leaders first create cultures when they create groups and organizations (Edgar, 2004). Once cultures exists they determine the criteria for leadership and thus determine who will or will not be a leader. The unique function of leadership helps in managing the existing culture in case the elements of a culture becomes dysfunctional. Leadership also manages phylogenesis of culture and change in such a way that the group is able to thrive in a changed environment also (Bal, 1999). Thus, it is amend to say that it is necessary to understand the culture twain for group members as well as for their leaders. The cultural analysis in relation to leadership shares will also be discussed and analyzed for Pixar.Cross Cultural Issues at PixarThe Walt Disney acquired Pixar with the view that Pixar would be able to bring some creativity to Disney, which had bewildered the luster in its animation. However, various major factors of the success of a merger were acknowledge by both the parties and they emphasized onThe concept of transformational leadership and the importance of its existence for the success of the mergerCreating a new strategical vision and mission for the new organization that is shared by both the parties to the mergerDeveloping and maintaining acquisition teams resulting in fostering a learnedness environment throughout the organization.Creating and maintain a learning culture throughout the merged organization.Pixar is well k nown for its culture of collective creativity. Management think in a way to build capability to recover when some dampures occur and not in the direction of preventing the risk. It is believed that smart people are more important as compared to good ideas (Catmull, 2008). The company aims at enhancing the power of creative people and builds a creative culture on the foundation of active feedback among peers. An open culture and communication prevails in the organization where people at all levels support each other and help each other to turn out their scoop (Catmull, 2008). All members of the organization abide by each other and there are very sublime cases of any unhealthy conflicts with groups having considerable problem-solving powers that act as an inspiration to be creative and innovative. However, with the merger of Pixar with The Walt Disney, the culture of the two organizations also merged and then finish several cross-cultural issues that could have resulted in a fai lure of the merger if not managed properly (Haspeslagh, 2006). The Walt Disney is characterized with a highly regimented culture while Pixar is known for its unique, free-spirited, independent work dynamic culture (Lam Chi and Lee, 2007). The prosperous combination of these two totally different cultures was the hallmark for the success of the merger. In case Disney would have made any attempt to get the people of Pixar work under pressure to generate efficiencies, even though the way of increasing its productivity or bringing about an elimination of the co-occur support positions, would have resulted in high rates of turnover with expert employees leaving the Disney Pixar (Lam and Lee). It is to be noted that some a time sin such highly skilled industries such as animation and communication, people are allowed to let go because of skill shift. However, it is the issue of cultural gap that makes most of the skilled people switch companies frequently in animation and communicat ion industry (Keating, 2006). It is the clear understanding of magnitude of synergies that makes the mergers successful.Analysis of the cross-cultural issues at Disney PixarAs discussed in the previous section, to manage cross-cultural issues at Disney Pixar, management concentrated on four important elements of transformational leadership, shared vision, learning team and learning culture. These elements and Disney Pixars approach to these are discussed as followsTransformational Leadership at Disney PixarIt is necessary that an organization have transformational leaders in order to develop creative thinking and problem solving to foster organizational get under ones skinth. Transformational leaders are those who lead through social exchange. They help their followers grow and develop into leaders by responding to individual followers needs by empowering them and by aligning the intentions and goals of the individual followers, the leader, the group and the larger organization (Ri ggo and Bernard, 2008). It is the elements that can encourage organizations to develop and change more rapidly so as to be able to meet challenges of dynamic and free-enterprise(a) environments.Disney Pixar followed the approach of specify and maturation the transformational leadership. The company decided to follow the approach in order to make employees easily adapt the new culture, which is a mix of the cultures of two organizations. It is believed that creative powers come from creative leadership (Riggo, 2008). It is so because effective leadership helps in effective development of support structures, the necessary resources and access to the experience and knowledge of the top management of the organization. At Pixar, access to the brain trust of the organization was easy for all individuals because of its independent and free-spirit culture. However, it was for Disneys culture to adopt this samara feature in order to be successful in the competitive environment. Transforma tional leadership was chosen as a route to achieve this objective and make Disney Pixar a learning organization.Shared Strategic Vision some other key element ensuring the success of a merger is the sharing of a shared vision of goals and objectives by the merging organization. This helps in providing proper way and reducing the anxieties and uncertainties associated with the process of merger. It is necessary in case of a merger to develop an environment of learning throughout the organization. This is possible single if there is an availability of diverse learning teams that are led by leaders who are sharing a common strategic vision. An organization is able to create a sustainable competitive reinforcement through such a process (Jemison, 2006). This further makes it easy to manage the increasing complexities associated with economies of subdue and then competitors find it more difficult to copy a companys in operation(p) methods (Janik, 2006). As explained by Gill (2010), managing through a shared vision proves to be much more productive as compared to the management through with(p) through coercion or control. Creation of a shared vision refers to the process where a consensus has to be achieved on the direction of the group and on the desired results. The basic aim is to make the members of a team approach their work with aim of achieving same goals for the future and be guided by same principles. A shared vision is also necessary for developing and fostering learning and change in an organization.In the case of Disney Pixar, a formal team of leaders was created in order to integrate the two companies. Among these stairs, the Vice President of Pixar was appointed as the chief creative military officer of Disneys and Pixars animation studios. Despite of his having the authority to green light films for both the studios, the ultimate authority to approve alleviationed in the hands of Disneys CEO. The main aim was to maintain the Pixars culture. H owever, it is not enough to develop teams of leaders. It is necessary that leading teams come out of the closet throughout the organization and leaders try to develop learning of each and every individual about the new cultural values, mission and vision of the organization and the objectives for which the various operations are being carried out in the organization (Gancel and Rodgers, 2002). Every individual is required to have a commission towards the strategic vision of the merger. There is a need of combining the best skills as two organizations to enhance the sharing of the strategic vision and avoid any cultural issues.Developing Team LearningAt Pixar, it is believed that providing freedom to take decisions helps in development of teams. People are given fully chance to be creative and use their ideas in order to learn from their success or failures. The cofounder of Pixar and his executives gives tremendous authority to their directors. All decision- devising authority re sts in the hands of teams and no single individual is considered as a decisions making authority. The rule is that the opinions and advice received from the brain trusts of directors will be used only as an advice and directors have full authority to refuse their suggestions if it does not turn back their plans. However, Disney having a tight control culture, followed an approach where corporate executives micromanage by belongings tight control over budgets and entering in the departments to take last(a) creative decisions. These two different approaches resulted in several cultural issues after the merger. Many of the key employees left the company because of Disneys dominating cultural values. Ed Catmull, the cofounder of Pixar had recently changed his vision to build the organization where everyone work in the direction of creating a magic even when the directors and cofounders are gone (Prokesh, 2008). This called for a reinforced transition in the culture of the organizati on where executives were expected to do something of themselves even when people carrying out the organization were not there. Same was expected out of Disney, and unfortunately Disneys staff lacked the spirit and failed to develop a strong learning approach towards their work.Creating a Learning CultureTraditionally, organizations used to follow a top to down bureaucratic, controlled and narrow approach to management. This approach used to set the learning process in the organization. In case of a learning organization, new directions of growth and development can be identified and recognized that makes it possible to handle challenges and problems. In todays competitive global era, diversity and cross-cultural complexities have become the synonymous to the challenges that a business organization face while improving their operational efficiency.Disney Pixar failed to recognize the method through which an organization can turn into a learning organization (Keating, 2006). The proc ess is being undertaken successfully at Pixar through developing relationships and recognizing the fact that talent is rare and thus its retention is essential. Ed Catmull believes that the assumptions of the organization must be ever challenged and the search for flaws that can destroy the culture of the organization should not hold on throughout the operations of the organization. However, the process could not be undertaken successfully at Disney Pixar and resulted in several cultural issues. The new company was unable to wait Pixars talent together as there were vast differences between the cultural values and working styles of the two companies (Haspeslagh, 2006). Management was not successful in creating a learning culture throughout the organization and the unionized culture of Disney may not successfully coexist with non-unionized culture of Pixar.RecommendationsDisney Pixar has failed at many levels while making the merger successful. The company has taken strong steps t o initiate learning in the organization but it is doubtful whether such learning will be institutionalized throughout the organization. Some recommendations to foster learning and avoid any cultural clashes are discussed as followsA utilization of differences can be made through the use of ground substance strategy. This will help in finding a perfect balance wheel between the competencies of managers of both the companies. In addition communication plays an important role in managing cultural differences (Lodorfos, 2006). Leaders should allow open communication and integration between team members as well as between teams to ensure smooth work of knowledge and information. This will help in people from both the organization understand each others values, beliefs and working style resulting in more respect for each others culture (Harding and Rouse, 2006). Treating the partner company members with respect is the key to the success of a merger. Additionally, formal as well as info rmal training should be provided to the employees of Disney in order to adjust themselves with the open and free culture of Pixar. The decision making authority should not rest in the hands of few authorities and managers must be delegated more and more decision making power as in case of Pixar. Furthermore, Disney and Pixar studios are kept separate in order to reduce the complications. However, it is counsel to design a single studio where a combined set of values coming from the combination of the ideas of both the companies should be fostered to ensure success of the merger. This is so because keeping the two parts of the Disney-Pixar merger as separate organizations can create the conditions for separation in future. Such a separation will result in more differences on account of cultural values and style of leading to more clashes and conflicts among the individuals of two companies. Disney-Pixar should aim at developing a learning organization through efficient flow of inf ormation and knowledge throughout the organization in order to be successful in future.ConclusionFrom the above discussion, it can be reason that proper management of cultural differences is one of the key factors in success of a merger. Todays business environment is characterized with an increasing number of organizations desiring to avail the advantage of globalization. Many of the companies take the route of mergers and acquisitions to achieve the objective. Many of such mergers fail due to cultural clashes among people of different organizations. Each of the merged company is required to integrate the corporate cultures of their organizations. It is the leadership style, management styles and communication lines that are necessary to be developed and managed in order to be successful in managing cross-cultural issues. It is evident that there is always a disaster of cross-cultural issues in case of a merger that cannot be avoided at any cost. However, it is possible to manage these issues through developing the organizations into a learning organization in order to foster knowledge sharing throughput the organization resulting a in a successful merger.