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Essay / Research Paper Abstract
A 3 page paper that responds to two questions in relation to an article in Business Week, How Bob Iger Unchained Disney by Ronald Grover. The two questions are: Iger empowers all his team members, how can the manager balance empowerment and control? The second question is whether or not Iger made the right decision when he kept Eisner's team intact. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: MM12_PGiger.rtf
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Unformatted sample text from the term paper:
Disney Co. Iger exemplifies the entrepreneurial leader who fosters that spirit throughout the company. Iger surrounds himself with good creative people and allows them to do their job with little
or no interference from him. This is vastly different than their former boss. In fact, it took managers and creative teams a little time to make the psychological adjustment needed
that they could be creative again and make decisions without worrying about getting scolded by the boss. One topic that is discussed in this world where empowerment is the key
word is where does the control come in? There must be some sort of control or managers and employees may well cost the company a great deal of money with
failed ideas implemented too soon. Simons (2008) believes the spirit of entrepreneurship, empowerment and control can exist together. Some people may just need to redefine their meaning of control. Where
organizations once controlled their people by telling them what to do and how to do it, todays organizations need to view control differently. Simmons (2008), however, does say that this
type of control may still be needed in some instances, such as when standardization is critical to the companys success. What needs to be controlled in todays organizations are
belief systems, boundary systems and interactive control systems as well as diagnostic control systems (Simons, 2008). The diagnostic control system refers to performance variables, boundary systems refer to understand what
risks to avoid, belief systems is what the corporate culture is, this refers to the core values, and interactive control systems have to do with strategic uncertainty (Simons, 2008). These
are the things that need to be controlled, not how people do their jobs. This is very much like what Iger is doing even though he may seem to
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