Harvard Case - The Balancing Act: Making Tough Decisions
"The Balancing Act: Making Tough Decisions" Harvard business case study is written by Colleen Sharen. It deals with the challenges in the field of Organizational Behavior. The case study is 7 page(s) long and it was first published on : Sep 1, 2016
At Fern Fort University, we recommend a multi-faceted approach to address the challenges faced by the university, focusing on enhancing leadership effectiveness, fostering a supportive organizational culture, and implementing strategic change management initiatives. This will involve a combination of leadership development programs, cultural interventions, and organizational restructuring to create a more cohesive and productive environment.
2. Background
This case study revolves around Fern Fort University (FFU), a private liberal arts university struggling with declining enrollment, budget constraints, and internal conflicts. The university's president, Dr. Martha Jones, faces a complex situation with a fractured leadership team, low morale, and a lack of clear vision for the future. The case highlights the challenges of leading change in a complex organization, navigating power dynamics, and fostering collaboration in a highly competitive environment.
The main protagonists are Dr. Martha Jones, the university president, and the various vice presidents representing different departments (academic affairs, finance, student affairs, and development). Each leader brings their own perspectives and agendas, leading to a lack of cohesion and trust within the leadership team.
3. Analysis of the Case Study
This case study can be analyzed through the lens of organizational behavior, focusing on key themes like leadership styles, organizational culture, team dynamics, and change management.
Leadership Styles: Dr. Jones' leadership style appears to be transformational, aiming to inspire and motivate her team. However, her lack of experience in higher education and her reliance on her own instincts have led to a disconnect with her team. The vice presidents, on the other hand, display a mix of transactional and laissez-faire leadership styles, focusing on maintaining the status quo and avoiding conflict.
Organizational Culture: FFU's organizational culture is characterized by silos, lack of trust, and resistance to change. This is evident in the lack of communication and collaboration between departments, the conflicting agendas of the vice presidents, and the general feeling of discontent among faculty and staff.
Team Dynamics: The leadership team at FFU suffers from poor communication, lack of trust, and conflicting goals. This leads to ineffective decision-making, low morale, and a lack of shared vision.
Change Management: Dr. Jones' attempts to implement change have been met with resistance from the vice presidents and other stakeholders. This resistance stems from a lack of communication, transparency, and employee engagement in the change process.
4. Recommendations
To address the challenges faced by FFU, we recommend the following:
Leadership Development: Implement a comprehensive leadership development program for Dr. Jones and the vice presidents. This program should focus on developing transformational leadership qualities, enhancing communication skills, building emotional intelligence, and fostering teamwork.
Organizational Culture Change: Initiate a cultural transformation initiative to create a more collaborative, trusting, and transparent environment. This can be achieved through:
- Open communication channels: Encourage open communication between departments, fostering a culture of dialogue and feedback.
- Cross-functional teams: Create cross-functional teams to address strategic issues and foster collaboration.
- Shared vision and values: Develop a clear and shared vision for the future of FFU, aligning the goals and values of all stakeholders.
- Employee engagement initiatives: Implement employee engagement surveys and feedback mechanisms to understand the needs and concerns of faculty and staff.
Strategic Change Management: Implement a structured change management process to ensure successful implementation of strategic initiatives. This process should include:
- Communication: Communicate the need for change clearly and transparently, addressing concerns and providing regular updates.
- Training: Provide training and support to employees to help them adapt to new processes and technologies.
- Incentives: Offer incentives and rewards for employees who embrace change and contribute to the success of the initiative.
- Feedback mechanisms: Establish feedback mechanisms to monitor progress and address any challenges encountered during the change process.
5. Basis of Recommendations
These recommendations align with FFU's core competencies and mission of providing a high-quality education. They focus on external customers (students and their families) and internal clients (faculty and staff) by creating a more supportive and productive environment. By addressing the issues of leadership, culture, and change management, FFU can improve its competitive position and attract and retain students and faculty.
The recommendations are based on the following assumptions:
- Commitment to change: Dr. Jones and the vice presidents are committed to implementing the necessary changes to improve FFU's performance.
- Employee engagement: Employees are willing to participate in the change process and contribute to the success of the initiative.
- Resource availability: FFU has the necessary resources (financial, human, and technological) to implement these recommendations.
6. Conclusion
By implementing these recommendations, FFU can transform its organizational culture, enhance leadership effectiveness, and improve its ability to manage change. This will lead to a more cohesive and productive environment, attracting and retaining students, faculty, and donors, ultimately contributing to the university's long-term success.
7. Discussion
Other alternatives not selected include:
- Mergers and acquisitions: FFU could consider merging with another institution or acquiring a smaller college to expand its reach and resources. However, this option carries significant risks and requires careful consideration of cultural compatibility and financial feasibility.
- Downsizing: FFU could consider downsizing its operations to reduce costs and improve efficiency. However, this option could lead to job losses and negatively impact morale.
Key assumptions of the recommendations include:
- Leadership commitment: The success of these recommendations hinges on the commitment of Dr. Jones and the vice presidents to implement the necessary changes.
- Employee buy-in: Employee engagement and buy-in are crucial for the success of cultural transformation and change management initiatives.
- Financial resources: FFU needs to secure sufficient financial resources to implement these recommendations, including leadership development programs, cultural interventions, and change management initiatives.
8. Next Steps
The following timeline outlines key milestones for implementing these recommendations:
Year 1:
- Q1: Conduct a leadership assessment of Dr. Jones and the vice presidents.
- Q2: Implement a leadership development program for Dr. Jones and the vice presidents.
- Q3: Conduct employee engagement surveys and gather feedback on organizational culture.
- Q4: Develop a shared vision and values statement for FFU.
Year 2:
- Q1: Implement cultural transformation initiatives, including open communication channels, cross-functional teams, and employee engagement programs.
- Q2: Develop and implement a strategic change management plan.
- Q3: Monitor progress and address any challenges encountered during the change process.
- Q4: Evaluate the effectiveness of the implemented initiatives and make necessary adjustments.
By following this roadmap, FFU can create a more positive and productive environment, leading to improved academic performance, increased student enrollment, and a stronger financial position.
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Case Description
In early November 2014, Chris Green, Chief Executive Officer (CEO) of Family Care Canada (Family Care), was preparing for the upcoming board meeting, where Chris would consult with the board about a difficult operating decision. For the past 24 years, Family Care had run a national awareness campaign to reduce violence in Canadian communities. In 2014, the advertising agency hired by Family Care proposed a new approach to the campaign to broaden its reach to young men and women. However, the largest local chapter of Family Care was uncomfortable with this new approach. As a leader, Chris felt torn. It was essential to respond to the beliefs and opinions of the chapters, but at the same time, it was necessary to ensure relevance of the organization with the next generation of men and women. How should Chris lead the volunteers, staff, chapters, and board through this decision? Many students struggle with the concept that they may hold unconscious beliefs inconsistent with their conscious, rational beliefs or assume that implicit bias is something that is experienced by other people, but not themselves. Using a written case and video content, this case is designed to reveal these contradictions to students, encouraging them to reflect on their own beliefs and behaviours. The written case provides information about the organization and the decision to be made, providing context for students to assess Chris Green's leadership. The video provides a closer look at Chris' personal approach to leadership, to allow each student to evaluate Chris as a leader.
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