Harvard Case - Internal Competition - A Curse for Team Performance
"Internal Competition - A Curse for Team Performance" Harvard business case study is written by V Padhmanabhan. It deals with the challenges in the field of Organizational Behavior. The case study is 5 page(s) long and it was first published on : May 7, 2012
At Fern Fort University, we recommend a multifaceted approach to address the detrimental effects of internal competition at the School of Business. This solution focuses on fostering a collaborative culture, promoting effective communication, and implementing a reward system that aligns with the university's values.
2. Background
The case study focuses on the School of Business at Fern Fort University, which is struggling with internal competition among its faculty. This competition, fueled by a performance-based reward system, has led to a decline in collaboration, communication, and overall team performance. The case highlights the negative impact of this environment on faculty morale, student learning, and the university's reputation.
The main protagonists are the Dean of the School of Business, Dr. Michael O'Brien, and the faculty members, who are caught in a system that encourages individual achievement over collective success.
3. Analysis of the Case Study
The case study presents a classic example of how an inappropriate reward system can undermine organizational culture and team performance. The current system, based solely on individual performance metrics, has created a 'zero-sum' environment where faculty members perceive each other as competitors rather than collaborators. This is further exacerbated by the lack of clear communication and transparency in the reward system, leading to mistrust and resentment among faculty.
To understand the situation better, we can apply the following frameworks:
- Organizational Culture: The current culture at the School of Business is characterized by a high degree of individualism and competition, which is detrimental to teamwork and innovation.
- Leadership Styles: Dr. O'Brien's leadership style, focused on individual performance and results, has inadvertently fostered the competitive environment.
- Team Dynamics: The lack of trust and collaboration within faculty teams has led to a breakdown in communication and a decline in overall effectiveness.
- Motivation Theories: The current reward system is based on extrinsic motivation, which can be effective in the short term but ultimately fails to foster intrinsic motivation and long-term engagement.
4. Recommendations
To address the issues at the School of Business, we recommend the following:
1. Implement a Collaborative Reward System:
- Shift Focus: Move away from solely individual performance metrics to a system that rewards collaborative achievements and contributions to the overall success of the School of Business.
- Team-Based Incentives: Introduce team-based bonuses and rewards for projects, research collaborations, and other initiatives that demonstrate teamwork and collective success.
- Peer Recognition: Encourage peer recognition and appreciation for contributions to the school.
2. Foster Open Communication and Transparency:
- Regular Faculty Meetings: Establish regular meetings for faculty to discuss challenges, share best practices, and collaborate on new initiatives.
- Transparent Reward System: Clearly communicate the criteria for the new reward system and ensure transparency in its application.
- Leadership Training: Provide Dr. O'Brien with leadership training on fostering a collaborative environment and promoting effective communication.
3. Promote a Culture of Collaboration:
- Cross-Functional Teams: Encourage the formation of cross-functional teams to work on projects and initiatives that require diverse expertise.
- Mentorship Program: Implement a mentorship program where senior faculty members guide and support junior faculty members.
- Shared Vision: Develop a shared vision for the School of Business that emphasizes collaboration, innovation, and collective success.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The recommendations align with the university's mission of fostering a collaborative and supportive learning environment.
- External Customers and Internal Clients: The recommendations aim to improve the quality of education for students and enhance the overall experience for faculty members.
- Competitors: By fostering a collaborative environment, the School of Business can differentiate itself from competitors and attract top talent.
- Attractiveness: The proposed changes are expected to improve faculty morale, enhance student learning outcomes, and ultimately lead to a more positive reputation for the School of Business.
6. Conclusion
By implementing these recommendations, Fern Fort University can effectively address the negative consequences of internal competition and create a more collaborative and supportive environment for its faculty. This will lead to improved team performance, enhanced student learning, and a stronger reputation for the School of Business.
7. Discussion
Other alternatives not selected include:
- Maintaining the status quo: This would perpetuate the current issues and potentially lead to further decline in faculty morale and team performance.
- Eliminating the reward system: This could lead to a lack of motivation and accountability among faculty.
The key assumptions of our recommendations include:
- Faculty members are willing to embrace a collaborative culture.
- Dr. O'Brien is committed to leading the change and fostering a more supportive environment.
- The university is willing to invest in implementing the necessary changes.
8. Next Steps
The implementation of these recommendations should be a phased approach:
- Phase 1 (Short-Term): Implement a new reward system with a focus on team-based incentives and peer recognition.
- Phase 2 (Mid-Term): Focus on fostering open communication and transparency through regular meetings and leadership training.
- Phase 3 (Long-Term): Promote a culture of collaboration through cross-functional teams, mentorship programs, and a shared vision for the School of Business.
By following these steps, Fern Fort University can create a more positive and productive environment for its faculty, leading to improved team performance, enhanced student learning, and a stronger reputation for the School of Business.
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Case Description
FIS Consulting Services was a business process outsourcing company specializing in consulting and financial advisory for global clients. This case deals with an offshore project team in the United States that was characterized by intra-group competitiveness, poor leadership and resource sharing, poor coordination, and limited cooperation. At the outset, the team developed a one-sided focus on achieving a high performance appraisal rating rather than completing the project as a team. The team underwent an inadequate group development process, which was manifested in the team's immaturity. Poor leadership and lack of behavioural norms led the team to move forward with conflicting beliefs, structural inadequacy, lack of guidance, and low cohesiveness. These factors led to a decline in the team's performance and stood as obstacles to the project's progress. Furthermore, these events damaged the reputation of the firm. The human resources manager needed to take urgent measures to save the project team.
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