Harvard Case - On Becoming a Board Member
"On Becoming a Board Member" Harvard business case study is written by Jay W. Lorsch, Ashley C. Robertson. It deals with the challenges in the field of Organizational Behavior. The case study is 3 page(s) long and it was first published on : Jul 7, 2004
At Fern Fort University, we recommend that Professor Emily Carter accept the board position at the local community hospital. This decision aligns with her career goals, strengthens her leadership development, and allows her to contribute her expertise to a worthy cause. However, we also recommend she carefully consider the time commitment, potential conflicts of interest, and the impact on her existing responsibilities at the university.
2. Background
Professor Emily Carter, a tenured professor in the Health Administration department at Fern Fort University, is presented with an opportunity to join the board of directors of the local community hospital. This opportunity offers her a chance to apply her academic knowledge in a real-world setting, expand her professional network, and contribute to the well-being of the community. However, she is concerned about the potential impact on her teaching and research commitments at the university.
The case study highlights the key protagonists:
- Professor Emily Carter: A highly respected professor with a strong academic background and a desire to contribute to the community.
- The Hospital Board: Seeking to diversify their board with expertise in health administration.
- Fern Fort University: A university with a strong emphasis on community engagement and academic excellence.
3. Analysis of the Case Study
This case study can be analyzed through the lens of organizational behavior, particularly focusing on leadership styles, organizational culture, team dynamics, and motivation theories.
- Leadership Styles: Professor Carter exhibits a strong transformational leadership style, demonstrated by her commitment to her students and her desire to make a positive impact. This style is crucial for her success as a board member, as she will need to inspire and motivate other board members to achieve shared goals.
- Organizational Culture: The community hospital likely has a culture focused on patient care and community service. Professor Carter's values align with this culture, suggesting a potential for a positive fit.
- Team Dynamics: Joining the board will require her to navigate group dynamics, collaborate with diverse stakeholders, and contribute to effective decision-making processes. Her ability to build relationships and work effectively in teams will be crucial.
- Motivation Theories: Professor Carter's motivations are likely driven by a combination of intrinsic and extrinsic factors. The opportunity to contribute to the community, expand her professional network, and gain valuable experience are intrinsic motivators. The potential for increased prestige and influence are extrinsic motivators.
4. Recommendations
- Accept the board position: Professor Carter should accept the position, recognizing the potential benefits for her career and the community.
- Develop a plan for managing time commitments: She should create a detailed schedule that balances her teaching, research, and board responsibilities. This may involve delegating some tasks, adjusting her research schedule, or seeking support from colleagues.
- Communicate with the university: Professor Carter should inform her department chair and dean about her board position and discuss potential conflicts of interest. Open communication will foster transparency and build trust.
- Set realistic expectations: Professor Carter should understand that the board position will require a significant time commitment and may involve challenging situations. She should be prepared to navigate potential conflicts of interest and maintain a professional distance from the hospital's day-to-day operations.
- Seek mentorship and support: Professor Carter should reach out to other board members or experienced professionals for guidance and support. Learning from their experiences can help her navigate the complexities of board governance.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: Joining the hospital board aligns with Professor Carter's expertise in health administration and her commitment to community service, which are core competencies at Fern Fort University.
- External customers and internal clients: This decision benefits both external customers (the community) and internal clients (Fern Fort University) by enhancing Professor Carter's experience and reputation.
- Competitors: Professor Carter's involvement with the hospital strengthens the university's position as a leader in health administration and community engagement, providing a competitive advantage.
- Attractiveness - quantitative measures: While quantitative measures are not directly applicable in this case, the intangible benefits of increased prestige, professional development, and community impact are significant.
6. Conclusion
Professor Emily Carter's decision to join the board of the local community hospital is a positive step for her career development and community engagement. By carefully managing her time commitments, communicating effectively with her university, and seeking support from experienced professionals, she can maximize the benefits of this opportunity while minimizing potential conflicts.
7. Discussion
Alternative options include:
- Declining the board position: This would allow Professor Carter to focus solely on her teaching and research responsibilities. However, it would also limit her professional development and opportunities for community engagement.
- Accepting the board position with limited involvement: This could involve attending only a few meetings per year and focusing on specific areas of expertise. However, this approach may not provide the same level of experience or impact.
Risks and key assumptions:
- Time commitment: The board position may require more time than anticipated, potentially impacting her teaching and research.
- Conflicts of interest: Professor Carter's involvement with the hospital may create conflicts of interest with her university responsibilities.
- Impact on research: The board position may distract her from her research, potentially hindering her academic progress.
8. Next Steps
- Initial meeting with the hospital board: Professor Carter should schedule a meeting with the board to discuss her role and expectations.
- Communication with university administration: She should inform her department chair and dean about the board position and discuss potential conflicts of interest.
- Time management plan: Professor Carter should develop a detailed schedule that balances her teaching, research, and board responsibilities.
- Mentorship and support: She should seek guidance and support from experienced board members and professionals.
By taking these steps, Professor Carter can ensure a successful and rewarding experience as a board member while maintaining her commitment to her academic responsibilities at Fern Fort University.
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Case Description
A Hispanic executive is considering whether to join the board of directors of a company and receives advice from several more experienced directors. Teaching Purpose: To focus on the issues related to joining a board of directors.
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