Disneyland Paris is facing problems since they first started up. They expected amount of visitors wasn´t reached and they expected a lot more French visitors in comparison with visitors from other countries After thorough inspection by Disney, culture, community relations, sourcing methods and organisational structure were producing problems, which caused for the park not to meet all the expectations. EuroDisneyland uses a differentiation strategy.
All employees together cost EuroDisneyland a lot of money, these are one of the highest costs Euro Disney is facing. EuroDisneyland does not adapt its park to the country in which it is located. EuroDisneyland hires employees from all over Europe, which is good to find the best people to work in their park, these different cultures can also clash with eachother. The working method in EuroDisneyland is Top-down.
EuroDisney uses the Accumulator HRM Strategy.
The company will come up with a corporate culture that fits the culture of the European employees. Also the company should look into possible cultural clashes within the employees from the various European countries. In the future, the employees' ideas should be communicated properly and be taken into consideration by the management. New management strategy movement should be towards "Bottom-up". Euro Disney should make much more use of flexible working to reduce costs, and thus in relationship with increasing profits Another item in the desired situation to avoid high personnel costs is that Euro Disney should hire more local people in order to save costs and more of one culture within the company. Full-time employees get direct compensation as well as indirect compensation for the job they have done. Main compensation for part-timers is direct compensation. It is important that the culture of (American) Disney fits with the (mostly) French culture of its employees and its (potential) customers. Euro Disney should change its strategy from accumulator to facilitator. Preface
The aim of this report will be to cover all the problems that Euro Disney faced in their first years, and what we think the best solutions for these problems are. In the first chapter we will give an overview of the current situation with the mission, goals, strategies etc. In the second chapter the gap between the current situation and the desired situation will be specified, and then in the third chapter where we describe the desired situation, we will go into the dependent variables and the human resource management (HRM) strategy. In the fourth chapter the implementation of all the changes, necessary for Euro Disney will be explained, with all the cultural, planning, organizing, leading and controlling aspects. Finally, in the conclusion an answer will be given to how the executive board of Euro Disney can reach their desired goals and what the organizational, including all of its internal and external relations, structure, and other aspects will look like
1. Present situation
On the 24th of March 1987, after a long period of negotiations and brainstorming, the French government , The Ile-de-France regional council, the Seine-at-Marne Departmental Council, the Suburban Paris Transportation Authority (RATP) and the Public Planning Board for the Development of the new town Marne-la-Vallée (EPA Marne) sign an agreement for building a Disney theme park at Marne-la-Vallée, 20 miles from Paris. Expectations for the park were high, and a half a million people were expected to come to the grand opening. However after the opening had ended, it had turned out that not even half of the expected attendance level was met. Before the building of the park, it was predicted that the market for Euro Disney would be around 50% French and 50% foreigners, but after the first year the amount of French visitors was only 29% of the total visitors.
After thorough inspection by Disney, it turned out that in the process of producing...
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