Tokyo Disney’s organizational culture

What is the power that enables the employees of Tokyo Disneyland to truly understand the mood of tourists and provide them with heartfelt services at the right time and in the right place, instead of adhering to the basic requirements of the work code?

All employees of Tokyo Disneyland have a unique work standard, that is, the "S·C·S·E" basic code of conduct. These four seemingly ordinary words actually contain extremely rich connotations and values. At the same time, its conciseness and conciseness ensure the effective implementation of this basic code of conduct among all employees to the greatest extent.

There is no doubt that Tokyo Disneyland has a large number of work rules. However, no matter how detailed the work manual is, it is only the most basic operating procedures in the amusement park, and it is impossible to regulate every aspect of daily operations in every detail. In the face of unexpected incidents and various trivial problems, it is crucial for park staff to make timely and accurate judgments and handle them.

The ability to effectively deal with various problems that occur in the first time will directly affect tourists' evaluation of the service level of the amusement park. To this end, the values ????of "S·C·S·E" are unreservedly implemented into the daily work of every employee, becoming the basis for them to make timely judgments in the face of emergencies on the basis of following basic operating rules. and actions, until it is appropriately integrated into the basic value principles based on personalized self-expression in order to enrich the connotation of service.

"S·C·S·E" contains the most important content in the operation of the amusement park and is the most basic value benchmark in the operation of Tokyo Disneyland. At the same time, the arrangement of these four words also represents the order of value. The first is to ensure safety, the second is to pay attention to etiquette, the third is to perform throughout the main show, and finally to improve work efficiency on the premise of meeting the above three basic principles of action.

For example: When there is crowding and chaos during holidays, the first priority of the park staff is to ensure the safety of tourists. For safety, they will not hesitate to limit the movement of tourists and even the number of people entering the park.

It is not difficult to imagine that at 5 or 6 o'clock in the morning, the family set off, either by car or by tram, and spent 2 or 3 hours arriving at the amusement park with great joy, only to be told that because of the Tourists were dissatisfied that the crowds temporarily stopped entry to the park and had to wait outside the park for 1 or 2 hours. However, in order to ensure that tourists enjoy the service level they deserve, and for safety reasons, etiquette is not hesitated at the expense. Of course, in this case, they will arrange some temporary performances outside the park to alleviate the irritable mood of the tourists who are blocking the park and are full of complaints.

General companies have noble business principles, but unfortunately most of them are either empty and dogmatic slogans or esoteric philosophical overviews, without being implemented into specific daily work. For example, the business purpose of "customer first, service first" is impeccable. However, how should employees regulate their behavior when this business purpose is embodied in daily work? Ordinary employees passively abide by the rules of the profession and are at a loss as to what to do. As a result, either the service work becomes mechanical and rigid, or the service work seriously lags behind, thereby lowering the standard of service work.

The existence of the basic code of conduct of "S·C·S·E" enables every employee of Tokyo Disneyland to use their own judgment and respond to the situation in a sizable manner on the basis of abiding by the established work regulations. Autonomous work efforts in emergencies are possible. This makes the services of Tokyo Disneyland different from other companies, showing more timeliness and humane emotion.

Emotional management that focuses on the value of employees

If you ask employees of general service companies: "Are you happy doing this job?" Most of the answers you get are: "It's just that." Just for work..." However, if the same question is asked to the employees of Tokyo Disneyland, most employees will answer without hesitation: "Yes! It's very happy."

Why are they also engaged in service? Sex work has a completely different answer? The reason lies in different business philosophies and different corporate cultures.

“Making everyone in the park feel happy” is the basic business goal of Tokyo Disneyland. Among them are not only tourists, but also staff in the amusement park.

“The employees of Tokyo Disneyland mean Tokyo Disneyland itself.

If the employee who provides services to tourists cannot feel fun at work, then how can she provide happy services to tourists? Only when employees work with passion and joy can tourists who come here experience real happiness. happiness. "It is precisely based on this fundamental understanding of employees that Tokyo Disneyland has spared no effort in creating a corporate working atmosphere of "enjoying work and working happily."

It is true that thanks to various media reports over the years, The favorable reports of Tokyo Disneyland and the existence of countless fanatical Disney fans have actually formed a social atmosphere in Japan where working at Disney is a sign of status, which has maintained the corporate loyalty of its employees. At a very high level. However, the key to achieving high-quality employee service is far from this. Focusing on the emotional impact of employees and cultivating the company's emotional culture are the secrets of its success.

Providing fantastic non-daily experiences is the consistent business purpose of Tokyo Disneyland. This fundamentally determines that its daily operations must focus on effectively mobilizing tourists and their own emotions. In fact, just like Tokyo Disneyland. Just like the mysterious emotions that are ubiquitous in architectural design and daily operations, its organizational culture, corporate legends, employee education and other aspects all reflect the strong humanistic emotional management characteristics.

“The work you do here. Position is not a job in the ordinary sense, this is a stage for you to show yourself. Just like baseball players standing on the baseball field, sumo wrestlers standing on the sumo ring, and actors standing on the stage, are you also standing on your respective stages passionately? Are you also trying to prove your existence? Are you aware that your performance is being judged and watched by the guests around you? If this is not the case, please think again! If you stand there gloomily, you may ruin the whole show that is going on. On the contrary, if you shine, the show will be a success and you may become a star. ”

This is the speech delivered by Masatomo Takahashi, the first president and founder of Tokyo Disneyland, at an employee meeting. His emotional statement not only shows that Tokyo Disneyland believes in itself and its Employees' understanding and positioning also reflect their positive thinking mode on employee work issues, that is, stimulating and enhancing employees' work passion and promoting them to realize their self-worth.

< p>In fact, among the many types of work at Tokyo Disneyland, the park cleaners who have the most contact with tourists are recognized as stars. They are well aware of the park facilities, polite and friendly, energetic, clean and tidy, diligent and conscientious in their work. The method is expressive. All of this undoubtedly adds a touching scenery to Tokyo Disneyland, making them the most eye-catching presence in the park.

“In fact, on the Disney stage, cartoon characters are the most attractive. Except for the protagonist, everyone is a supporting role and a general character. Therefore, all of us are equal and partners. We must trust each other and help each other. "This is the definition of internal corporate relationships since Disney was founded. The "S·C·S·E" basic code of conduct mentioned earlier embodies the connotation of this definition.

Through the "S·C·S·E" basic code of conduct, Tokyo Disneyland has given employees the right and responsibility to make independent judgments and take actions. This means that facing guests, all employees of Tokyo Disneyland are equal and have the same rights and responsibilities. Tokyo Disneyland believes in its employees and encourages them to take prompt action and take responsibility when others need help.

Facts have proved that this understanding and application of human nature not only made the services of Tokyo Disneyland a legend, but also made Disney's lofty business philosophy a reality. The success of Tokyo Disneyland is a true reflection of the value of emotional management. Understand the connotation of emotional management and practice it in daily business work!