Alan Horn Characteristics

The textbook Essentials of Contemporary Management includes the article “More Action, Less Drama at Disney” by Ben Fritz. He writes about the changes since Alan Horn took over Disney’s Studios. Horn’s personality traits can be seen in multiple areas such as extraversion, agreeableness, conscientiousness, and openness to experience. First, extraversion, being part of such big organization, currently worth close to $180 billion and with 180,000 employees (Walt Disney Co. Quote), requires a level of emotional intelligence and ability to establish relationships with many people. Second, agreeableness, being the top leader at Disney also requires a great deal interpersonal skills. Third, conscientiousness, this trait epitomizes one of his strengths,
As chairman, he has a high level of internal locus of control, self-esteem, need for achievement, affiliation, and power. Being in charge of Disney Studios, he has a lot of responsibility to set the tone for the organization for progress and failures. In order to lead by example, self-esteem is another important trait to meet the goals of the organization and face new challenges in the entertainment industry. In addition, in need for achievement, he possesses a great deal of this trait, and this can be seen in how he has taken on a more productive role since he replaced his predecessor Rich Ross. In need for affiliation, this organization is known as the special place for family vacations; their business is as good as they treat other people. Finally, to obtain such a high level position at Disney Studios, the need for power is clearly evident. As the article describes, “Alan can check in on anything and anyone at Disney with a great deal of authority” (Jones & George, 2015, p.77). Although he delegates different projects for different companies within Disney Studios, he is engaging in the production and ultimate
His actions in the company speak volumes about what is important to him. Managing such a large organization requires a level of competence to create value for the organization. Also, he is in a position where a high degree of integrity is required. Through his actions, he improves Disney’s performance, which leads to building a stronger social recognition all around the world. Despite his reputation after being in charge of Time Brothers, Inc., as “too old, too out of touch” (Barnes, 2014). However, while at Disney Studios he proved them wrong. His own value system influenced Disney’s organization by increasing productivity and value. In financial terms, in 2014, Disney reported “$1.55 billion in profit for its last fiscal year, up from $661 million in 2013” (Barnes, 2014).
Overall, Horn’s values and attitude in Disney Studios are mostly a positive ones. However, there is room for improvement in some areas. He shows organizational commitment to everything he does, and he is excellent at increasing production of movies. However, he has not kept up pace embracing new technological innovations to deliver its movie contents faster. This could eventually result in other competitors filling this gap, potentially obtaining some of Disney’s market