DreamWorks – The management of technology and human resources. The purpose of this paper is to assess the organizing management function of DreamWorks as related to technology resources and human resources, and whether or not the company has optimized these assets for effectiveness and efficiency. Profile DreamWorks is a private entertainment company that produces and distributes popular films, television shows, and music. According to Spielberg, Katzenberg, and Geffen (Reference for Business, 2011, ¶. ,) the vision was to create an artist-friendly studio to develop, produce, and distribute superior film and music entertainment that would inspire and delight the world. Technology DreamWorks animation pushes the boundaries of technology. The early partnership with Hewlett-Packard allowed DreamWorks to have a tremendous resource, not only in services, in hardware, but in enabling technology solutions for the company’s filmmakers. Through their partnership, DreamWorks with Hewlett-Packard (HP, 2009, p. 1), have created superior computer-generated animation, and with the latest and greatest technology, brought life to the screen.
The company’s creative strength with the power of Hewlett-Packard technology fused to explode in 2009 with the 3-D action movie “Monsters versus Aliens” (HP, 2009). As stated by Ed Leonard, chief technology officer, “For us, the 3-D revolution is about immersing the audience into the movie” (HP, 2009, ¶. 4). DreamWorks and Intel have forged a new alliance to deliver a unique and magical S3D cinema experience. This experience will extend beyond the theater to personal computers and television screens, enabled by Intel InTru 3D technology.
This technology is fueled by a new generation of digital theaters, digital cameras, and digital workflow techniques that simplify stereoscopic content creation. Jeffrey Katzenberg, chief executive officer of animation, has announced that future animated features will be released in both 3D and 2D versions (Intel, 2011). As Intel and Dreamworks continue to refine the next generation pipeline to create stunning S3D works, much of the effort focuses on improving real-time interactivity, and achieving much higher quality, realistic effects. With the nature and structure of the animation pipeline changing (HP, 2009, p. ), the tasks become increasingly complex. Much of the organizations work is aimed toward improving the efficiency and effectiveness as well as performance. The interactivity with Intel providing a high-performance platform is an integral part of achieving the net result. Human Resources Fortune magazine listed DreamWorks as one of the top 100 companies in 2009 (Limelight Generations, 2009). The cultural fate of people coming in is second to none. The company offers a comfortable, safe, and vibrant working environment. New hires are meticulously screened to ensure they are a cultural fit.
The campus offers free breakfast and lunch for employees on a gorgeous campus. Leadership takes two paths, administrative management, and creative management. Human resource head, Dan Satterthwaite (Limelight Generations, 2009), believes in face-to-face communication, which means daily employee-manager interaction. A great leader supervises and also inspires. The DreamWorks operation requires vital collaboration between employees and managers. Production schedules, a tremendous amount of change, and incredibly fast-paced operations present challenges for employees.
A production supervisor coaches, and motivates the artists giving feedback inspiring their best possible work. Events are planned enabling employees to take a break from the hard work and enjoy fun and crazy activities. The leaders of DreamWorks treat every employee with respect and empathy. Operational know-how and caring for the talented staff remains the core of the DreamWorks business. Katzenberg, chief executive officer, personally offers the job to each potential employee. When the economy plummeted last year, Katzenberg held a meeting with the staff and explained the company’s policy of no layoffs.
This attitude of honesty and courage was a hit with employees. The size of Dreamworks workforce has grown over 60 percent in the last four years. Many human resource manual processes will be automated. The company is building a new management development program to grow the next phase of leadership at the studio. Conclusion The purpose of this paper was to References HP. (2009, March). HP technology powers Dreamworks animation. Retrieved from http://www. hp. com/hpinfo/newsroom/press HR Management US. (2011, August 14). State of the art-workforce management. Retrieved from http://www. hrmreport. om/article/State -of-the-Art/ Intel. (2011, August 14). DreamWorks Animation and Intel: Forging an alliance to advance S3D entertainment. Retrieved from http://www. software. intel. com/sites/billboard/va-magazine/issue-02/articles/intru-3d Limelight Generations. (2009, November). RockStars @Work: DreamWorks animation practices fearless leadership. Retrieved from http://www. limelightgenerations. com/2009/11/rockstarswork-dreamworks-animation-practices Reference for Business. (2011, August 14). DreamWorks SKG-Company Profile. Retrieved from http://www. referenceforbusiness. com/history2/97/DreamWorks-SKG. html