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    Systematically Repairing Key Relationships That Were Strained During Eisner's Reign As CEO

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    Naik Larka
    Michael Eisner's leadership style as CEO of Disney caused public disputes and conflict with key figures like the Weinstein brothers, board members Disney and Gold, and Steve Jobs. These dysfunctional conflicts harmed Disney's profits and business relationships. Eisner avoided resolving the conflicts, while his successor Bob Iger used a problem-solving approach to settle the disputes. Iger repaired relationships and acquired companies like Miramax Films and Pixar Studios through compromise, positioning Disney well for an economic recession.

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    Systematically Repairing Key Relationships That Were Strained During Eisner's Reign As CEO

    Uploaded by

    Naik Larka
    62 views2 pages
    Michael Eisner's leadership style as CEO of Disney caused public disputes and conflict with key figures like the Weinstein brothers, board members Disney and Gold, and Steve Jobs. These dysfunctional conflicts harmed Disney's profits and business relationships. Eisner avoided resolving the conflicts, while his successor Bob Iger used a problem-solving approach to settle the disputes. Iger repaired relationships and acquired companies like Miramax Films and Pixar Studios through compromise, positioning Disney well for an economic recession.

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    Michael Eisner's leadership style as CEO of Disney caused public disputes and conflict with key figures like the Weinstein brothers, board members Disney and Gold, and Steve Jobs. These dysfunctional conflicts harmed Disney's profits and business relationships. Eisner avoided resolving the conflicts, while his successor Bob Iger used a problem-solving approach to settle the disputes. Iger repaired relationships and acquired companies like Miramax Films and Pixar Studios through compromise, positioning Disney well for an economic recession.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    62 views2 pages

    Systematically Repairing Key Relationships That Were Strained During Eisner's Reign As CEO

    Uploaded by

    Naik Larka
    Michael Eisner's leadership style as CEO of Disney caused public disputes and conflict with key figures like the Weinstein brothers, board members Disney and Gold, and Steve Jobs. These dysfunctional conflicts harmed Disney's profits and business relationships. Eisner avoided resolving the conflicts, while his successor Bob Iger used a problem-solving approach to settle the disputes. Iger repaired relationships and acquired companies like Miramax Films and Pixar Studios through compromise, positioning Disney well for an economic recession.

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    © All Rights Reserved
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    systematically repairing key relationships that

    were strained during Eisner’s reign as CEO.


    Q.1. How would you describe the conflict between Michael Eisner and the
    Weinstein brothers, the two board members (Disney and Gold), and Steve Jobs?
    Was it functional or dysfunctional?
    Answer: The conflicts between Michael Eisner and the Weinstein brothers, the two
    board members (Disney and Gold), and Steve Jobs were dysfunctional as it harmed the
    organization in terms of both the profit and business relations. Eisner’s leadership style
    was unfavorable and and his poor management ensued public disputes and quarrel with
    the key players in the Disney World. As a result of these conflicts the company didn’t
    acquire Miramax films, lost its Disney-Pixer partnership and the Disney Board of
    Directors turned against Eisner and they called for his resignation. Later, to recover the
    loss caused by these conflicts the company also had to pay a huge amount for
    settlement and had to adopt a compromising technique for conflict resolution.
    Q.2. Think back to the stages of conflict described in this chapter. Which stage
    best described the conflict between Eisner and Jobs? Was it perceived, felt, or
    manifest?

    Answer: Initially it was felt stage of conflict which ended up being manifest. Conflict was
    perceived by Job because of Eisner’s negative comment about Apple computer and he
    took it personally. This felt conflict passed to the manifest stage when Job retaliated and
    posed threat to the renewal of Disney-Pixer partnership.
    Q.3. Which of the following best describes Michael Eisner’s and Bob Iger’s
    approaches to resolving conflict: dominating, problem solving, avoiding, or
    accommodating? Explain

    Answer: Einsner used the avoiding approach for conflict resolution. It is proved by the
    fact that all conflicts remained unresolved that Iger had to settle afterwards. On
    contrary, Iger used problem solving approach to resolve the conflicts and it resulted in
    sthe goodwill of the company. He reconciled company’s difference with the key
    members and through win-win negotiations acquired Miramex films and Pixel Studios.
    Q.4.To what degree do you think Iger’s calmer and less confrontational approach
    to running Disney has helped the company position itself to survive a major
    economic recession?

    Answer: Iger’s demeanor helped the company to a great extent. Through his
    composure he managed to reconcile with the conflicting parties and collaborated with
    them through win-win negotiations. The goodwill created by Iger helped in rebuilding the
    lost trust among the key members and he acquired different businesses that helped in
    surviving the economic recession.

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