Case Study Pixar Studios
Executive Summary
The report analyses the factors behind Pixar Animation’s success from an organizational behaviour point of view. It is divided into two parts, the first part answers how motivational theories are applied in Pixar’s way of managing and how are they connected to its success. The application of these theories has been critically analysed in order to determine which theory best applies to the Pixar model and how does it lead to effective management of the workforce.
The second part answers the question about how empowerment plays a role in Pixar Animation’s success and how the creativity practices have led to employee empowerment in Pixar. It focuses on the empowerment practices that directly as well as indirectly empower the employee thereby causing the organization to succeed.
Table of Contents Motivational Theory Perspective 3 Introduction 3 Maslow’s Need Hierarchy Theory 3 Four-Drive theory 4 Intrinsic and Extrinsic Motivation 5 Practical Implication 7 Conclusion 7 Empowerment Management 8 Introduction 8 Creativity practices at Pixar and empowerment 8 Practical Implication 10 Conclusion 10 References 11
Motivational Theory Perspective
Q. From a motivational theory perspective, identify and explain factors which contribute to Pixar Animation Studios’ management effectiveness.
Introduction
Motivation as defined by Robbins (1993) is the “willingness to exert high levels of effort toward organizational goals, conditioned by the effort’s ability to satisfy some individual need.” In order to extract the best performance out of the employees and retain them, an organization has to keep its employees motivated. In order to analyse how Pixar keeps its workforce motivated, three theories have been analysed in this report, namely Maslow’s Need Hierarchy theory, Four-drive theory and Intrinsic and Extrinsic theory in order to understand how motivation of employees has helped Pixar achieve success over the
The report analyses the factors behind Pixar Animation’s success from an organizational behaviour point of view. It is divided into two parts, the first part answers how motivational theories are applied in Pixar’s way of managing and how are they connected to its success. The application of these theories has been critically analysed in order to determine which theory best applies to the Pixar model and how does it lead to effective management of the workforce.
The second part answers the question about how empowerment plays a role in Pixar Animation’s success and how the creativity practices have led to employee empowerment in Pixar. It focuses on the empowerment practices that directly as well as indirectly empower the employee thereby causing the organization to succeed.
Table of Contents Motivational Theory Perspective 3 Introduction 3 Maslow’s Need Hierarchy Theory 3 Four-Drive theory 4 Intrinsic and Extrinsic Motivation 5 Practical Implication 7 Conclusion 7 Empowerment Management 8 Introduction 8 Creativity practices at Pixar and empowerment 8 Practical Implication 10 Conclusion 10 References 11
Motivational Theory Perspective
Q. From a motivational theory perspective, identify and explain factors which contribute to Pixar Animation Studios’ management effectiveness.
Introduction
Motivation as defined by Robbins (1993) is the “willingness to exert high levels of effort toward organizational goals, conditioned by the effort’s ability to satisfy some individual need.” In order to extract the best performance out of the employees and retain them, an organization has to keep its employees motivated. In order to analyse how Pixar keeps its workforce motivated, three theories have been analysed in this report, namely Maslow’s Need Hierarchy theory, Four-drive theory and Intrinsic and Extrinsic theory in order to understand how motivation of employees has helped Pixar achieve success over the
References: Bobby J. Calder and Barry M. Staw (1975) ‘Self-Perception of Intrinsic and Extrinsic Motivation’ Journal of Personality and Social Psychology Vol. 31, No. 4, 599-605 Bowen, D. E., & Lawler, E. E., III. (1992). The empowerment of service workers: What, why, how, and when. Sloan Management Review, Spring, 31-39. Champy, J. (1995).Reengineering management: The mandate for new leadership managing the change to reengineered corporations. New York: HarperCollins. Conger, J. A., & Kanungo, R. N. (1988). ‘The empowerment process: Integrating theory and practice’ Academy of Management Review, 13, 471-482. Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Mass: Addison-Wesley Lawrence, P. R., & Nohria, N. (2002). Driven: How Human Nature Shapes Our Choices. San Fransisco: Jossey Bass. Maslow, A. H. (1943). ‘A Theory of Human Motivation’ Psychological Review, 50, 394-395 McShane, Olekans and Travaglione (2010) Organisational Behaviour on the Pacific rim, 3rd edition, McGraw Hill. Robbins, S. (1993). Organizational Behavior (6 ed.). Englewood Cliffs: Prentice-Hal