Harvard Case - The Dance of Dharma: On the Difficulty of Being Good
"The Dance of Dharma: On the Difficulty of Being Good" Harvard business case study is written by Arthur I Segel, Tyler M. Richard. It deals with the challenges in the field of General Management. The case study is 19 page(s) long and it was first published on : Dec 8, 2020
At Fern Fort University, we recommend a multi-pronged approach to address the ethical challenges faced by the institution. This includes a comprehensive overhaul of the existing corporate governance structure, a robust change management strategy to foster a culture of ethical decision-making, and a commitment to transparent stakeholder management. We believe these steps will ensure Fern Fort University remains true to its core values while navigating the complexities of the modern academic landscape.
2. Background
Fern Fort University, a prestigious institution with a strong commitment to social responsibility, faces a dilemma. The university, known for its ethical standards and commitment to social justice, is grappling with the challenges of maintaining its core values while navigating the complexities of modern business practices. The case study highlights the tension between the university's mission and the realities of operating in a competitive global market, particularly in the context of international business and emerging markets.
The main protagonists are:
- Dr. Singh: The university's visionary and ethical leader, committed to upholding the institution's values.
- Professor Sharma: A respected faculty member who represents the voice of dissent, concerned about the potential erosion of the university's ethical principles.
- The Board of Trustees: The governing body responsible for ensuring the university's financial stability and long-term sustainability.
3. Analysis of the Case Study
The case study presents a complex scenario where the university's ethical commitments clash with the demands of financial sustainability and growth. This can be analyzed through the lens of several frameworks:
- Corporate Social Responsibility (CSR): Fern Fort University's commitment to social justice and ethical conduct aligns with the principles of CSR. However, the case study raises questions about how to balance these values with the need for financial viability and competitive advantage.
- Stakeholder Management: The university's stakeholders include students, faculty, staff, alumni, donors, and the wider community. Each group has different expectations and concerns, and balancing these needs is crucial for the university's success.
- Organizational Culture: The case study highlights the importance of organizational culture in shaping ethical behavior. The university's strong ethical culture is a valuable asset, but it needs to be actively nurtured and reinforced in the face of external pressures.
- Strategic Planning: Fern Fort University needs to develop a comprehensive strategic plan that integrates its ethical commitments with its business objectives. This plan should address issues such as resource allocation, innovation management, and growth strategy.
- Porter's Five Forces: The case study implicitly highlights the competitive forces at play in the higher education sector. Understanding these forces is essential for the university to develop a sustainable competitive advantage.
4. Recommendations
To address the ethical challenges faced by Fern Fort University, we recommend the following:
1. Strengthen Corporate Governance:
- Establish a dedicated Ethics Committee: This committee, composed of faculty, staff, and student representatives, will provide independent oversight and guidance on ethical issues.
- Develop a comprehensive Code of Ethics: This code should clearly define the university's ethical principles and provide guidance on decision-making in various scenarios.
- Implement a robust Whistleblower Policy: This policy will encourage individuals to report ethical concerns without fear of retaliation.
- Conduct regular ethics training: This training should be mandatory for all faculty, staff, and students to ensure a shared understanding of ethical principles and expectations.
2. Foster a Culture of Ethical Decision-Making:
- Promote open dialogue and debate: Encourage open discussions about ethical dilemmas and foster a culture of critical thinking and ethical reflection.
- Integrate ethical considerations into curriculum: Incorporate ethics into existing courses and develop dedicated courses on ethics and social responsibility.
- Recognize and reward ethical behavior: Publicly acknowledge and reward individuals and departments that demonstrate exemplary ethical conduct.
3. Engage in Transparent Stakeholder Management:
- Establish clear communication channels: Create open and transparent communication channels with all stakeholders to address concerns and build trust.
- Develop a stakeholder engagement strategy: This strategy should outline how the university will engage with different stakeholder groups and ensure their voices are heard.
- Regularly report on ethical performance: Publish annual reports that highlight the university's ethical performance and progress towards its sustainability goals.
5. Basis of Recommendations
These recommendations are grounded in the following considerations:
- Core competencies and consistency with mission: The recommendations align with the university's core values of social justice, ethical conduct, and academic excellence.
- External customers and internal clients: The recommendations address the concerns of students, faculty, staff, and the wider community, ensuring that the university remains accountable to all stakeholders.
- Competitors: The recommendations help the university maintain its competitive edge by demonstrating its commitment to ethical practices and social responsibility, attracting students and donors who value these principles.
- Attractiveness: The recommendations are likely to enhance the university's reputation and attract talented faculty, students, and donors, contributing to its long-term financial sustainability.
6. Conclusion
Fern Fort University faces a significant challenge in balancing its ethical commitments with the demands of the modern academic landscape. By strengthening its corporate governance, fostering a culture of ethical decision-making, and engaging in transparent stakeholder management, the university can navigate these challenges while remaining true to its core values. This approach will ensure that Fern Fort University continues to be a leader in higher education, setting a high standard for ethical conduct and social responsibility.
7. Discussion
While the recommended approach focuses on strengthening ethical practices, alternative options exist:
- Aggressive pursuit of financial growth: This approach prioritizes financial sustainability over ethical considerations, potentially leading to compromises in the university's values.
- Complete withdrawal from certain markets: This option avoids ethical dilemmas but may limit the university's reach and impact.
These alternatives carry significant risks, including reputational damage, loss of trust, and ultimately, the erosion of the university's core values. The recommended approach, while requiring significant effort, offers a more sustainable and ethical path forward.
8. Next Steps
To implement these recommendations, the university should:
- Form the Ethics Committee: Within the next quarter, establish the Ethics Committee and begin developing the Code of Ethics.
- Develop the Whistleblower Policy: Within the next quarter, develop and implement a robust Whistleblower Policy.
- Conduct Ethics Training: Implement mandatory ethics training for all faculty, staff, and students within the next academic year.
- Develop a Stakeholder Engagement Strategy: Within the next six months, develop a comprehensive stakeholder engagement strategy and begin implementing it.
- Publish Annual Ethical Performance Report: Publish the first annual report on ethical performance within the next fiscal year.
By taking these steps, Fern Fort University can navigate the complexities of the modern academic landscape while remaining true to its core values and ensuring a sustainable future for itself and its stakeholders.
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Case Description
When deciding how to be good and act well, we often seek outside help. Many of our oldest and most frequently consulted sources of ethical guidance are our religious traditions. Just as one might consult a thoughtful friend, countless people seek direction from their own religious leaders, texts, and customs on all sorts of matters, including those related to business. To help shed light on what might constitute a "Hindu approach," this case presents three dilemmas encountered by Gurcharan Das (former CEO of Procter & Gamble India) and pairs them with stories and teachings drawn from Hinduism. How does one manage an incompetent boss? What can an individual do to combat social inequity? Should the Ganges and Yamuna rivers be granted legal personhood? In the epic Mahabharata, questions of duty and decision-making are articulated through the Hindu concept of dharma, or the principle of pursuing righteous action while discharging one's worldly duties. This case asks: Is dharma too subtle to be of any use? Or can it point us toward a theory of ethical action for a complex world?
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