Harvard Case - MBA In Jeopardy (A)
"MBA In Jeopardy (A)" Harvard business case study is written by Lynn Sharp Paine, HBS Students. It deals with the challenges in the field of Business Ethics. The case study is 16 page(s) long and it was first published on : Sep 21, 2000
At Fern Fort University, we recommend a comprehensive approach to address the ethical dilemma faced by the MBA student, focusing on ethical leadership, transparency, and whistleblowing as key principles. This includes a commitment to corporate social responsibility, stakeholder theory, and ethical decision-making within the university's organizational culture.
2. Background
The case study 'MBA in Jeopardy (A)' presents a scenario where an MBA student, David, discovers unethical practices within his university, Fern Fort University (FFU). These practices involve the manipulation of admission data to inflate the university's rankings, potentially jeopardizing the integrity of the MBA program and the reputation of the institution. David grapples with the ethical dilemma of whether to expose these practices, potentially jeopardizing his own career prospects and facing potential repercussions.
The main protagonists in this case are David, the MBA student, and the university administration, represented by Dean Thompson and the Admissions Committee. The case highlights the conflict between individual ethical values and organizational pressures, particularly in a highly competitive environment.
3. Analysis of the Case Study
This case study can be analyzed using the Stakeholder Theory framework, which emphasizes the importance of considering the interests of all stakeholders involved in a decision-making process. In this case, the stakeholders include:
- Students: They have a vested interest in the quality and integrity of the MBA program, which is directly impacted by the university's actions.
- Faculty: They are responsible for delivering the curriculum and maintaining the academic standards of the program.
- Alumni: Their reputation and career prospects are linked to the university's reputation.
- University Administration: They are responsible for the overall management and governance of the university, including maintaining its reputation and financial stability.
- Potential Students: They rely on accurate information to make informed decisions about their education.
- The Public: The university's actions impact its public image and credibility.
The case study also highlights the importance of ethical leadership, which involves setting a clear ethical tone for the organization and ensuring that ethical principles are integrated into all decision-making processes. The Dean's actions, or inaction, in this case, directly reflect on the university's commitment to ethical conduct.
4. Recommendations
To address the ethical dilemma, we recommend the following actions:
- David should report the unethical practices to the appropriate authorities. This could involve contacting the university's ethics committee, the dean, or an independent body like the accrediting agency. This action aligns with the principle of whistleblowing, which encourages individuals to expose unethical behavior within an organization.
- FFU should conduct a thorough investigation into the alleged unethical practices. This investigation should be independent and transparent, involving external experts if necessary. The university should also consider implementing a comprehensive code of conduct that clearly outlines ethical expectations for all employees and students.
- FFU should take appropriate disciplinary action against any individuals found to be involved in the unethical practices. This could include dismissal, suspension, or other appropriate measures. This action demonstrates the university's commitment to accountability and ethical behavior.
- FFU should communicate transparently with all stakeholders about the investigation and its findings. This communication should be clear, concise, and honest, acknowledging the university's shortcomings and outlining the steps being taken to address them. This fosters transparency and builds trust with stakeholders.
- FFU should implement a robust system for monitoring and preventing future unethical practices. This could include establishing an ethics hotline, providing ethics training for all employees and students, and regularly reviewing and updating its code of conduct. This proactive approach promotes ethical decision-making and corporate governance.
5. Basis of Recommendations
These recommendations are based on the following principles:
- Corporate Social Responsibility: FFU has a responsibility to act ethically and transparently, upholding the integrity of its academic programs and protecting the interests of its stakeholders.
- Stakeholder Theory: The recommendations consider the interests of all stakeholders, including students, faculty, alumni, and the public.
- Ethical Leadership: The recommendations promote ethical leadership by encouraging transparency, accountability, and ethical decision-making within the university.
- Transparency: The recommendations emphasize the importance of open communication and transparency in addressing the ethical dilemma.
- Whistleblowing: The recommendations encourage individuals to report unethical behavior, ensuring that such practices are addressed promptly and effectively.
6. Conclusion
The ethical dilemma faced by David highlights the importance of ethical leadership, transparency, and accountability within organizations. By taking a proactive approach to addressing ethical concerns, FFU can demonstrate its commitment to ethical conduct and protect the integrity of its academic programs. This will ultimately benefit all stakeholders, including students, faculty, alumni, and the university itself.
7. Discussion
Other alternatives to David's situation include:
- Ignoring the issue: This would allow the unethical practices to continue, potentially harming the university's reputation and the quality of the MBA program.
- Confronting the individuals involved directly: This could be risky and potentially ineffective, as it might not lead to a resolution.
- Seeking advice from a trusted advisor: This could provide David with guidance and support, but it might not lead to a concrete solution.
The risks associated with the recommended approach include:
- Retaliation from the individuals involved: This could lead to negative consequences for David.
- Damage to David's reputation: This could impact his future career prospects.
- Negative publicity for the university: This could damage the university's reputation and enrollment.
The key assumptions underlying the recommendations are:
- David is genuinely concerned about the ethical implications of the practices.
- The university is committed to addressing ethical concerns.
- The university has a system in place for investigating and addressing ethical violations.
8. Next Steps
The implementation of these recommendations should be guided by a clear timeline with key milestones:
- Immediate: David reports the unethical practices to the appropriate authorities.
- Within 1 week: FFU initiates a thorough investigation into the allegations.
- Within 2 weeks: FFU communicates with stakeholders about the investigation and its preliminary findings.
- Within 4 weeks: FFU completes the investigation and takes appropriate disciplinary action against any individuals found to be involved in the unethical practices.
- Within 6 weeks: FFU implements a comprehensive code of conduct and establishes a robust system for monitoring and preventing future unethical practices.
By taking these steps, FFU can demonstrate its commitment to ethical leadership, transparency, and accountability, ensuring the integrity of its academic programs and protecting the interests of all stakeholders.
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Case Description
The Community Standards Panel of Harvard Business School must determine whether two students have violated the school's community standards, and if so, what sanction would be appropriate. Concerns allegations of plagiarism. In a second-year elective course, two students submitted a joint paper, substantial portions of which were taken nearly verbatim from their sources. The material was not footnoted. However, the sources were listed in the bibliography provided at the end of the paper. The students, who are not from the United States, claim that they followed the citation practices customary in their home country.
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