DeLong and Research Associate Vineeta Vijayaraghavan, the Cirque was characterized as an organization beyond the normal context of what it Cirque du solleil strategic management essay be. Structuring and supporting cast to deliver superior performance.
There are certain lines where things are accepted and where things are not. With this, there are also unique problems and needs that should be addressed by the management such as problems with cultural diversity.
Moreover, artists does not have to be pushed in order to go on with their jobs.
Psychology Applied to Work 7th ed. Moreover, the culture in the organization is somewhat contagious such that people share this with new employees who join the organization and they bring this along. To a certain extent, it becomes disadvantageous for the organization when people at the Cirque can not separate their life from their jobs because it leads to the blurring of the lines between these two.
Second, culture can be developed out of the interactions of the organization towards its external environment Muchinsky, Both its nature and its culture drive to shape the organization into what it is today.
Moreover, there is a need for the organization to accept a little change with regards to their employee policy.
The measures include language trainings onsite in six languages to enable them to understand employees from the different parts of the world DeLong and Vijayaraghavan, Most notably, these other circus giants compete for market share with Cirque du Soleil, hence, globally, it does not enjoy a monopoly.
In particular, there are language and beliefs differences within the employees because of the touring and global nature of the Cirque. Founded by a group of street performers inCirque du Soleil gained international renown for providing unique entertainment.
In relation to this, there is the deep commitment exhibited by the employees for the organization. It is important to note that Cirque du Soleil did not adopt the traditional concepts of strategic analysis that encouraged the limited potential growth of companies. Just like a show, each one has their own role to play.
From tothere were already fourteen 14 shows crafted by the organization to entertain the world. The artists can suggest for ideas of innovation which can be acceptable to all. Another compelling strategic move by Cirque du Soleil is that it did not want to base its success on taking consumers from the circus industry that had already started showing signs of dwindling, note, that this was mainly focused on children, instead, Cirque du Soleil created a marketplace that is uncontested, hence, making the competition it faced from other alternative forms of entertainment irrelevant.
Bullet points are acceptable if the points are explained sufficiently. This poses a difficulty at times especially in long tours involving artists of different cultures.
It has its own unique characteristics when it comes to behaviors of the employees in the workplace, cultural diversity of the workforce, compensation, organizational culture, psychological contract, and organizational commitment. The other challenge that Cirque du Soleil has experienced is facing steep competition from other circus giants, for example, the Circus Oz from Australia.
These dimensions include altruism, conscientiousness, courtesy, sportsmanship, and civic virtue Muchinsky, Note, that Cirque du Soleil has tried to diversify the type of products it offers, most notable is the spa, however, Cirque du Soleil, and has experienced a lot of challenges in this as it does not identify with its sense of purpose.
In his own words: How has Cirque structured and supported its casts to deliver superior performances? Indeed, their starting salary is too low but the promise of career development and fulfillment is made clear to the people as they are welcomed aboard.
Indeed, culture can be learned from one generation of employees to the next Bodley, ↓ Scale risk ↓ Business model risk Risk factor each principle attenuates ↓ Organizational risk ↓ Management risk Cirque du Soleil’s strategic proﬁle meets the three criteria that deﬁne blue ocean strategy: focus, divergence, compelling tagline.5/5(4).
Cirque du Soleil is a dramatic mix of circus arts and street entertainment. It was the first and foremost a circus without animals. Cirque du Soleil combined street performance, clowns, acrobats, and gymnast to present feats and create theater and dance dramas.
InCirque released its first feature film and its first television. Cirque du Soleil Background: Cirque du Soleil was the first ever circus group that evolved its self to the commercial world by introducing the simple but innovative and unique concept of combining the traditional circus acts with opera, dance, theatre and live music.
This is a Cirque du Soleil Product and Strategy Essay. Order Essay Writing ServicesOnline With its new product, by the name Blue Ocean, Cirque du Soleil took the entire world by a storm and this is because it created a vast ocean of space in the market. During this boom, Cirque du Soleil added show management software used to make or order costumes and assign artists, as well as point-of-sale systems for merchandise.
Many of the applications were developed in-house because of Cirque du Soleil. Cirque du Soleil has created a name for themselves serving as a business that lets you play to your full potential as an artist.
In doing so they created an even more diverse product that makes it hard to find that diamond in the rough in cities and continents.Download