Harvard Case - Chapter Enrichment Program Teams at the American Red Cross (A)
"Chapter Enrichment Program Teams at the American Red Cross (A)" Harvard business case study is written by Jeffrey T. Polzer, Anita Williams Woolley. It deals with the challenges in the field of Organizational Behavior. The case study is 15 page(s) long and it was first published on : Jan 10, 2002
At Fern Fort University, we recommend the American Red Cross implement a comprehensive strategy to address the challenges faced by its Chapter Enrichment Program (CEP) teams. This strategy should prioritize building a strong organizational culture that values collaboration, communication, and innovation, while fostering a sense of shared purpose and commitment to the Red Cross mission.
2. Background
The American Red Cross (ARC) faces a critical challenge in effectively managing its Chapter Enrichment Program (CEP) teams. These teams, tasked with enhancing chapter operations and performance, struggle with inconsistent performance, lack of clear direction, and limited resource allocation. This case study focuses on the experiences of two CEP teams, highlighting the complexities of managing diverse teams across various chapters with varying levels of engagement and effectiveness.
The main protagonists of this case study are:
- The CEP Teams: These teams, comprised of volunteers and staff, are responsible for implementing the CEP program at the chapter level.
- The National CEP Office: This office provides guidance, support, and resources to the chapter teams.
- The Chapter Leaders: These individuals play a key role in shaping the local context and supporting the CEP teams.
3. Analysis of the Case Study
This case study can be analyzed through the lens of organizational behavior, focusing on the following key elements:
- Leadership Styles: The case highlights the varying leadership styles of the National CEP Office, with some leaders adopting a more directive approach while others prioritize collaboration. This discrepancy in leadership style creates confusion and inconsistency for the chapter teams.
- Organizational Culture: The lack of a strong, unified organizational culture across chapters contributes to the inconsistency in CEP team performance. Different chapters have varying levels of commitment to the CEP program and differing interpretations of its goals.
- Team Dynamics: The CEP teams struggle with communication, collaboration, and conflict resolution. The diverse backgrounds and motivations of team members, coupled with the lack of clear direction, contribute to these challenges.
- Motivation Theories: The case suggests a lack of intrinsic motivation among some CEP team members. The absence of clear goals, recognition, and opportunities for growth contributes to this lack of motivation.
- Change Management: Implementing the CEP program across chapters requires effective change management strategies. However, the case highlights a lack of clear communication, training, and support for the chapter teams, leading to resistance to change.
- Power and Politics in Organizations: The case hints at potential power struggles between the National CEP Office and the chapters, as well as within the CEP teams themselves. This can hinder effective collaboration and decision-making.
4. Recommendations
To address the challenges faced by the CEP teams, the ARC should implement the following recommendations:
1. Foster a Strong Organizational Culture:
- Define and Communicate Clear Values: The ARC should clearly define and communicate its core values, emphasizing collaboration, innovation, and commitment to the mission. This should be reinforced through training, communication, and recognition programs.
- Promote a Culture of Continuous Improvement: Encourage a culture where learning, feedback, and improvement are valued. Implement regular performance reviews and feedback mechanisms to identify areas for improvement.
- Develop a Shared Vision: The National CEP Office should work with chapter leaders to develop a shared vision for the CEP program, ensuring alignment with the ARC's overall strategic goals.
2. Enhance Leadership Development:
- Provide Leadership Training: Offer leadership development programs for both staff and volunteer leaders, focusing on effective communication, team building, conflict resolution, and change management.
- Develop a Leadership Framework: Establish a clear leadership framework that outlines expectations, responsibilities, and accountability for leaders at all levels.
- Promote Mentorship and Coaching: Encourage mentorship and coaching programs to support the development of emerging leaders within the CEP teams.
3. Improve Team Dynamics:
- Clarify Roles and Responsibilities: Clearly define roles and responsibilities for all team members, ensuring everyone understands their contribution to the team's success.
- Promote Effective Communication: Implement regular communication channels and processes to ensure effective information sharing and collaboration within and across teams.
- Facilitate Conflict Resolution: Provide training and resources to help team members effectively manage conflict and resolve disagreements constructively.
4. Enhance Motivation and Engagement:
- Set Clear Goals and Objectives: Establish clear, measurable goals and objectives for each CEP team, ensuring alignment with the overall program goals.
- Provide Recognition and Rewards: Implement recognition programs to acknowledge and reward team members for their contributions and achievements.
- Offer Growth Opportunities: Provide opportunities for professional development and advancement within the CEP program, fostering a sense of career growth.
5. Implement Effective Change Management Strategies:
- Communicate Clearly and Regularly: Communicate the purpose and benefits of the CEP program to all stakeholders, providing regular updates and addressing concerns.
- Provide Comprehensive Training: Offer comprehensive training programs to equip team members with the knowledge and skills needed to implement the CEP program effectively.
- Provide Ongoing Support: Offer ongoing support and resources to the chapter teams, including access to experts, best practices, and tools.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with the ARC's core competencies in leadership, collaboration, and community service. They also support the organization's mission to prevent and alleviate human suffering.
- External Customers and Internal Clients: The recommendations focus on improving the effectiveness of the CEP program, which directly impacts the organization's ability to serve its external customers (those in need) and internal clients (chapter leaders and volunteers).
- Competitors: The recommendations aim to enhance the ARC's competitive advantage by improving the efficiency and effectiveness of its programs, ensuring it remains a leading provider of humanitarian services.
- Attractiveness ' Quantitative Measures: While the recommendations focus on qualitative improvements, they are expected to lead to increased efficiency, improved program outcomes, and ultimately, greater impact on the communities served.
6. Conclusion
By implementing these recommendations, the American Red Cross can create a more effective and sustainable Chapter Enrichment Program. This will not only enhance the performance of the CEP teams but also strengthen the organization's overall capacity to serve its mission.
7. Discussion
Other alternatives not selected include:
- Centralizing the CEP program: This would involve consolidating the program under the National CEP Office, potentially leading to greater consistency but also potentially diminishing local autonomy.
- Eliminating the CEP program: This would be a drastic measure that could negatively impact the organization's ability to effectively serve its chapters.
Key assumptions of the recommendations include:
- Commitment from leadership: The success of these recommendations relies on the commitment and support of leadership at all levels.
- Willingness to change: The organization must be willing to embrace change and adapt to new ways of working.
- Availability of resources: Adequate resources, including funding, staff, and training, are needed to implement the recommendations effectively.
8. Next Steps
The ARC should implement the recommendations through a phased approach, starting with:
- Phase 1 (Short-Term): Focus on building a strong organizational culture, clarifying roles and responsibilities, and improving communication within and across teams.
- Phase 2 (Mid-Term): Implement leadership development programs, provide training on conflict resolution and change management, and develop a shared vision for the CEP program.
- Phase 3 (Long-Term): Implement recognition programs, offer growth opportunities, and continuously evaluate and refine the program based on feedback and performance data.
By following these steps, the American Red Cross can create a more effective and sustainable Chapter Enrichment Program, ensuring its continued success in serving its mission.
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Case Description
The American Red Cross has a system for structuring, staffing, and leading teams to review its local chapters. Mirroring professional services firms that use teams to serve clients, this system provides detailed guidelines to increase individual team member's efficiency and thoroughness. The protagonist at Red Cross headquarters who designed the system, however, is concerned that the structure she has provided is detracting from the teams' overall creativity and integration. Highlights the trade-offs of providing teams with too little structure (e.g., inefficiency, variable quality of team's work products) vs. too much structure (e.g., team members have little opportunity to utilize their expertise and creativity).
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