Executive Summary
Euro Disneyland opened on April 12th 1992, on the site in the middle of the
countryside, 32km east of Paris. The French resented Euro Disney and protested in
a big way (even power cables were vandalized on opening day, blacking out the
road signs to Disneyland on the motorway). The French feared that their culture
would be irreparably damaged by the Park, whipped up an untrue reputation and
stayed away in droves. French cast members revolted, many of them (3,000) quitting
their jobs. However, because of high attendance and financial restructuring, now the
park is profitable enough that it deserves to be.
This section identifies the discrepancies in the employees’ performance and
effectiveness from top-management to employees in the theme park. It consists of a
list of problems associated with the park due to inappropriate training. In main issue
it talks about what should EuroDisneyland do to solve leadership, cultural and
training issues in order to become successful and profitable in the long run by
attracting more visitors in the park.
Internal/external needs assessment is a systematic exploration of the way things are
and the way they should be. These things are usually associated with organizational
and/or individual performance. It is a tool utilized to identify what educational courses
or activities should be provided to employees to improve their work productivity.
During the needs assessment phase a number of questions need to be answered.
This process ensures that the need is actually genuine and figures out whether
training and development is the appropriate way to solve the problem.
In existing arrangements Disneyland had several arrangements for their employees
from succession training to Disney University that trained them. The company also
had critical recruitment and selection procedure, used to provide clear employee
orientation regarding its corporate strategy and also provided employee with the...