* Why do you think the socialisation processes at work in Disneyland are so effective?
Disneyland has been a consistent money maker for Walt Disney Enterprises and recent accounts of success and failure in organizations point to the importance of team work and socialization in promoting organizational effectiveness (Warr, 2002). From the moment new employees/ recruit first enter the working world of Disneyland to the time they leave their membership behind, they experience and often entrust themselves to the distinctive way of life complete with its own rewards, relationships, demands and potentials (Van Maanen & Schein, 1979). Socialization process involves the transmission of information and values.
The Disneyland culture consists mainly of long standing rules and ideology that can help edit employee’s day to day experience. These rules and ideology consists of good manners and character, certain rituals and customs, how employees are to relate to colleagues, subordinates, superiors and most importantly their guests and also rules of what is deemed an appropriate and smart behaviour and what is not. All of these cultural modes of thinking, feeling and doing are of course disjointed to some degree however once learned, they become viewed by employees as absolutely normal responses to the work they inhabit. This can be seen as a way of coping with and making sense of a given challenging environment (Van Maanen & Schein, 1979).This is one of the reasons why Disneyland has been successful.
* How likely is it that the emotional display rules strictly enforced in Disneyland would impact on the wellbeing of employees?
Disneyland employees are outstanding for their patience and polite good manners even under stressful conditions. This is revealed in the assertion that workers display signs of cheerfulness and friendliness towards guests as part of the service encounter because Disneyland is marketed as the “Happiest Place...