Rooney hasn't seen "Beverly Hills Chihuahua."

Disney's glitzy doggie lark may lack the classic, enduring charm of "Lady and the Tramp." But it does prove that mutts have luck - especially the outrageously spoiled, booty-wearing princess that stars in this canine caper.

Chloe, Disney's über-pooch version of Paris Hilton, is a girl who's got it going on as "BHC" begins. Living a lifestyle that most humans would envy, the tiny, white-haired Chihuahua (voiced by Drew Barrymore) is lavished with diamonds, designer duds, puppy pedicures and doggie Pilates classes by her doting owner Vivian (Jamie Lee Curtis). The miniscule mutt is also adored from afar by Papi (George Lopez), a lowly stray who pals around Vivian's estate with her sexy Mexican landscaper.

Trouble in pooch paradise begins, however, once Chloe's well-heeled mamacita is called away on business. Entrusted to Vivian's flighty niece (Piper Perabo) and clueless sidekick (Ali Hillis), this diva's charmed life ends abruptly when the girls lose the pup on a Mexican road trip.

"Chloe ends up in a place that she deems totally inappropriate for a dog from Beverly Hills," says Hillis, who spoke with CTV.ca from Los Angeles.

Kidnapped by the masterminds behind an underground dog-fighting ring, Chloe is saved by a street-wise German Shepherd (Andy Garcia). With an emerging spunk that rivals even that of the "Yo quiero Taco Bell" Chihuahua, Chloe journeys home with her new friend, Papi and the motley mutts who join in on this Latin-flavoured recovery mission.

Hillis realizes her Disney dream

Early reviews have chastised Walt Disney Pictures and director Raja Gosnell for portraying Mexico as a dangerous place where conmen and crimnials line the streets. Kiddie viewers, however, won't notice the political incorrectness.

"I was revved to do a Disney movie," says Hillis, 29. A big dog fan, Hillis was sold by the project's message to audiences to rescue animals in distress.

"I love that this movie challenges people to consider if a dog is really right for their lives. It also makes audiences think about rescuing an animal instead of buying a new one," says Hillis. "One of my two dogs was rescued so that idea made this film very attractive to me."

Appearing in such film as "The Heartbreak Kid" (2007), "Must Love Dogs" (2005) and "Kiss Kiss Bang Bang (2005), Hillis made her Hollywood debut in 1999 on the hit TV series, "Felicity."

"It was Jason Alexander that convinced me to go to L.A.," says Hillis, who first set out to conquer the Broadway stage. After landing a job on the 1990's hit "Law & Order" and seeing her scenes end up the cutting room floor, Hillis decided to take the "Seinfeld" star's advice and give Hollywood a try.

"Jason convinced me that the cut wasn't my fault. It happens to everyone and it was a good lesson to learn," says Hillis, who soon found herself auditioning for "Felicity" creator J.J. Abrams for the role of Chloe.

"I told J.J. that 'Felicity' was the only show I went to my neighbours to watch. I didn't have a TV when I first moved to L.A. I think that nailed the deal," says Hillis. That break lead to other television appearances on "Baywatch" in 2001, "Boomtown" in 2002 and "JAG" in 2004.

Despite corporate America’s negative view of all things Disney on the job, millions of people go to one of the many Disney parks for vacations each year, bringing home souvenirs and photos that they proudly display on their desk. And while some people may think that such Disney keepsakes are too whimsical or child-like for an office setting, the fact is that Mickey Mouse and all the other Disney items represent the kind of success that many companies are striving for.

No matter what company or industry you’re in, seeing something Disney in your office should be a sign of excellence—a reminder to do your best, to think creatively, and to reach for the stars. While Disney items are often frivolous and fun, they can also be reminders of great business principles that all companies should implement. Consider the following beliefs that enabled Walt Disney to create and build a multi-billion dollar corporation.
 
--Hire the best in the field and let them do their best: When it comes to hiring great talent, in many companies one of two things often happens. Either the manager hires a great person for the job but stands in the new employee’s way, resulting in poor performance; or the manager feels threatened by a potential employee’s skills and hires someone else who is less qualified for the job. In either scenario, the company suffers.

 Walt Disney was not a very good artist, so he hired Ub Iwerks to do the animations for him. Rather than feel threatened by another artist, Walt recognized his own weaknesses and sought out the best talent to help him succeed. At the same time, Walt knew he was good at sales, so he handled the sales end of his company. Walt believed that the only way to become successful was to have a great team on your side.

 Rather than feel threatened by someone who may have a better education or more skills than you, welcome that person onto your team. Put your ego aside and pinpoint your weaknesses. Then, find people who are strong in those areas to help your company or department move forward. Always remember that the success a lone person can achieve is great, but the success a group of people working together can achieve is often amazing.

--Internally mine the talent in your organization: While many companies do like to promote from within, they often have strict guidelines for promoting or reassigning employees. For example, salespeople can only be promoted if they exceed their sales quotas. But if a salesperson is weak in sales yet strong in another area, such as training or accounting, that person cannot get promoted or reassigned because he or she did not meet their quota. The result is a frustrated employee who could shine in another area and greatly contribute to the company’s bottom line…if only given the chance.

 Walt Disney routinely “walked the studio,” talking to his employees and learning what they were passionate about. He often took the time to notice what personal items they had on their desk, as he believed those items could tell him a lot about their strengths and what they could contribute to the company. For example, Walt noticed that one of his artists, Blaine Gibson, had beautiful sculptures on his desk—sculptures that he made himself. Blaine was a good artist and doing fine in his position, but Walt saw the passion for sculpting that Blaine had. Walt quickly reassigned Blaine to W.E.D. (known today as Imagineering). Today Blaine is best known as the person who sculpted the faces in the Pirates of the Caribbean ride and all the American presidents for The Hall of Presidents attraction.

 Look for the passions hidden within your employees. Do you have a salesperson who would make a great trainer? An accountant who would excel at PR? A maintenance worker who can create great sales copy? Keep your eyes open on what people can do besides their immediate job. Often their hidden talents and skills are just what your company needs to succeed in today’s marketplace.

--Empower your people to exceed customer expectations: Although many companies like to talk about “empowering their employees,” the fact is that many workers feel very un-empowered these days. They want to help a client or customer resolve an issue, but they have to go through so many layers of red tape that doing so seems near impossible. With the corporate focus on bottom line results and cutting costs, employees feel restricted on what they can and cannot do.

 One of Walt’s main objectives (and one of his teachings that lives on very strongly at The Walt Disney Company) was to always “Exceed Expectations.” Walt inspired and empowered people to give more than what was asked of them. Even today, Disney employees can do what’s necessary to meet a guest’s expectations. For example, if a child orders popcorn and then drops it a few second later, the employee is empowered to replace that child’s popcorn, free of charge.

 Empowering employees doesn’t mean they have free reign; it means they can do certain things within established limits and guidelines to make the customer happy. Therefore, take some time to outline what your staff can do in specific situations to exceed a customer’s expectations. Then, let your employees do it. When you allow your employees to take care of the customers in a respectful way, the business will take care of itself.

With a BFA and MFA in Computer Animation and Design, Haley first joined The Walt Disney Company in 1994 with Walt Disney Imagineering, the division that designs and builds Disney Theme Parks.  Now, she leads the Greenfield team of the Disney-ABC Television Group.  That team is responsible for the creative vision and execution of blue-sky and experimental projects in the Digital Media space.

Haley will be presented with her award and deliver a lecture at 7 p.m. in the Wolf Kuhn Theatre of the Misciagna Family Center for Performing Arts.  The lecture is free and open to the public.

After graduating from UCLA in 1959 with a degree in journalism, Jackson worked for a public relations firm.

During an interview Jackson conducted, Disney turned the tables.

"He realized during the interview that it was being reversed," said Rob Jackson, Lester Jackson's oldest son. "He came home pretty excited."

Rob Jackson, 9 at the time, was thrilled.

Lester Jackson knew what he would say when the call came.

"He had absolutely no hesitation," Rob Jackson said. "It was a dream job."

When Disney died in December 1966, the Jacksons were stunned. The news broke Lester Jackson's heart, Rob said.

"Dad didn't know how ill he was until a month before he died," Rob Jackson said.

Lester Jackson respected Disney and his tough work ethic.

"Disney was a perfectionist," said Greg Jackson, another one of Lester Jackson's three children. "He wanted it done and done right."

Lester Jackson's stayed with Disney's company until 1971, when he accepted a job with the U.S. Department of Commerce as director of Information Services. In 1975, he accepted a position as director of public relations for the John F. Kennedy Center for the Performing Arts in Washington.

Later, Jackson served as director of Tourism for the City of Miami Beach, Fla., in 1977 and director of new product marketing at General Mills in 1980. There, he developed the initial marketing campaigns for products such as Yoplait and Craisins.

In 1987, Jackson retired from General Mills and established his own marketing firm, Innova Marketing. He created an annual festival for Boise, Idaho, the Boise River Festival.

He co-authored a book and wrote another. He traveled, giving hundreds of speeches and presentations on marketing; and worked as a marketing consultant.

In 1998, Jackson and Marie, his wife of 55 years, retired in Frederick to be closer to family and the history he loved.

"He loved Frederick," said Shawna Capotosto, Rob and Greg's sister and Lester Jackson's youngest child. "The four seasons, people and history."

Rob Jackson said his father took the family on numerous trips to Gettysburg, Pa., and Richmond, Va. "He had an incredible interest in American history."

Lester Jackson loved and was loved in return.

"He was a very loving, intelligent and humorous father," Rob Jackson said. "He had a sense of humor you wouldn't believe."

Lester Jackson supported his children, no matter what they wanted to do, Greg Jackson said. "I ended up being a police officer, and he supported me. He was proud of me and he protected us."