Harvard Case - Li Fen: The Plight of an HR Manager
"Li Fen: The Plight of an HR Manager" Harvard business case study is written by Flora F.T. Chiang, Chi Zhang. It deals with the challenges in the field of Organizational Behavior. The case study is 10 page(s) long and it was first published on : Oct 21, 2022
At Fern Fort University, we recommend a comprehensive approach to address Li Fen's challenges, focusing on enhancing her leadership skills, fostering a more collaborative and supportive organizational culture, and implementing effective change management strategies. This will involve a multi-pronged approach encompassing leadership development, communication, and organizational structure adjustments.
2. Background
Li Fen, the newly appointed HR Manager at Fern Fort University, faces a multitude of challenges. The university is undergoing significant changes, including a new president, a shift in priorities, and a growing need for internationalization. Li Fen struggles to navigate these changes, facing resistance from faculty and staff, particularly from the older, more established professors. She also encounters difficulties in building relationships with key stakeholders, including the president and the dean of the business school.
The case study highlights several key protagonists:
- Li Fen: The newly appointed HR Manager, facing challenges in implementing change and building relationships.
- President Zhang: The new president, driving change and seeking to modernize the university.
- Dean Zhou: The dean of the business school, resistant to change and holding significant power within the university.
- Professor Wang: A respected senior faculty member, representing the resistance to change within the university.
3. Analysis of the Case Study
This case study presents a complex scenario involving multiple organizational behavior and management challenges. We can analyze the situation through the lens of several frameworks:
Leadership Styles:
- Li Fen: Her leadership style appears to be more directive and task-oriented, which is not effective in this context. She needs to adopt a more collaborative and participative approach, building consensus and fostering buy-in for change.
- President Zhang: His leadership style seems to be more transformational, focusing on vision and inspiring change. However, he needs to be more mindful of the cultural nuances and resistance within the organization.
- Dean Zhou: His leadership style is likely more transactional and focused on maintaining the status quo, leading to resistance to change.
Organizational Culture:
- Fern Fort University exhibits a strong hierarchical culture, with a focus on tradition and seniority. This creates resistance to change and makes it difficult for Li Fen to implement new initiatives.
Change Management:
- The university is undergoing significant change, but the implementation process lacks clear communication, stakeholder engagement, and effective change management strategies. This leads to resistance and frustration among staff and faculty.
Power and Politics:
- Dean Zhou holds significant power and influence within the university, making it difficult for Li Fen to implement changes without his support. Li Fen needs to develop strategies to navigate this power dynamic effectively.
Team Dynamics:
- The lack of collaboration and communication between departments and faculty members creates silos and hinders the implementation of change. Li Fen needs to foster a more collaborative environment and encourage cross-functional teamwork.
Motivation Theories:
- The case study suggests that faculty and staff are motivated by different factors, including job security, recognition, and a sense of belonging. Li Fen needs to understand these motivations and tailor her approach to address them.
4. Recommendations
To address the challenges faced by Li Fen, we recommend the following:
1. Leadership Development:
- Leadership Training: Li Fen should participate in leadership development programs focusing on collaborative leadership, change management, and conflict resolution. This will equip her with the necessary skills to navigate the complex organizational dynamics.
- Mentorship: Li Fen should seek mentorship from experienced leaders within the university or external organizations to gain insights and guidance on navigating the political landscape and fostering change.
2. Building Relationships and Communication:
- Stakeholder Engagement: Li Fen needs to prioritize building relationships with key stakeholders, including President Zhang, Dean Zhou, and faculty representatives. This can be achieved through regular meetings, open communication, and active listening.
- Transparent Communication: Li Fen should implement a clear and transparent communication strategy to explain the rationale behind the changes, address concerns, and build trust among faculty and staff. This can involve town hall meetings, regular updates, and open forums for feedback.
3. Organizational Structure and Design:
- Cross-Functional Teams: Li Fen should encourage the formation of cross-functional teams to address specific challenges and implement change initiatives. This will foster collaboration, break down silos, and leverage diverse perspectives.
- Empowerment and Delegation: Li Fen should empower faculty and staff to take ownership of change initiatives by delegating responsibilities and providing them with the necessary resources and support.
4. Change Management Strategies:
- Phased Implementation: Li Fen should implement changes in a phased manner, starting with smaller, less controversial initiatives to build momentum and demonstrate success.
- Employee Feedback and Involvement: Li Fen should actively solicit feedback from faculty and staff throughout the change process, incorporating their insights and addressing their concerns.
- Recognition and Rewards: Li Fen should recognize and reward individuals and teams for their contributions to the change process, fostering a sense of ownership and motivation.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations focus on enhancing leadership skills, fostering collaboration, and implementing change effectively, which are core competencies for any organization, particularly a university. These initiatives align with the university's mission to provide quality education and research.
- External Customers and Internal Clients: The recommendations aim to improve the university's reputation and attract top students and faculty, ultimately benefiting both external customers and internal clients.
- Competitors: The recommendations are designed to help Fern Fort University remain competitive in the higher education landscape, attracting international students and faculty, and adapting to the evolving needs of the global market.
- Attractiveness: The recommendations are expected to lead to improved employee morale, increased productivity, and enhanced reputation, ultimately contributing to the university's long-term success.
6. Conclusion
By implementing these recommendations, Li Fen can effectively navigate the challenges she faces and successfully implement change at Fern Fort University. This will require a commitment to leadership development, open communication, and a collaborative approach to change management. By fostering a more supportive and inclusive organizational culture, Li Fen can unlock the potential of the university and achieve its strategic goals.
7. Discussion
Other alternatives not selected include:
- Top-down approach: This approach involves implementing changes without significant employee input, which could lead to increased resistance and resentment.
- Ignoring the resistance: This approach would likely lead to a stalemate, hindering the university's progress and potentially damaging its reputation.
Key assumptions of the recommendations:
- Li Fen is willing to invest in her leadership development and adopt a more collaborative approach.
- President Zhang and Dean Zhou are open to working with Li Fen to implement change.
- Faculty and staff are willing to engage in the change process and provide feedback.
8. Next Steps
The implementation of these recommendations should follow a phased approach:
Phase 1 (Short-term):
- Leadership Development: Li Fen participates in leadership training and seeks mentorship.
- Communication Strategy: Li Fen implements a transparent communication strategy and initiates dialogue with key stakeholders.
- Cross-Functional Teams: Li Fen forms cross-functional teams to address specific challenges.
Phase 2 (Medium-term):
- Organizational Structure Adjustments: Li Fen implements changes to the organizational structure to foster collaboration and empowerment.
- Change Management Implementation: Li Fen implements change initiatives in a phased manner, incorporating employee feedback and recognition.
Phase 3 (Long-term):
- Organizational Culture Transformation: Li Fen continues to foster a more collaborative and supportive organizational culture.
- Continuous Improvement: Li Fen implements ongoing feedback mechanisms and evaluates the effectiveness of the implemented changes.
By following this timeline, Li Fen can effectively address the challenges at Fern Fort University and create a more positive and productive environment for all stakeholders.
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Case Description
This case describes the plight of Li Fen, a human resources (HR) manager. In 2008, Li began working as a management trainee at Company A, a smartphone manufacturer. After landing a formal job at the company, she handled HR and administrative tasks for a new project and a big company project that had encountered some difficulties. She handled both projects effectively due to her self-discipline and strong work ethic. Nevertheless, she found it difficult to get along well with her colleagues, including superiors, peers, and subordinates, who frequently complained about her, and they even got into heated arguments. She had never considered that interpersonal relationships could get in the way of her work. Disheartened, she returned to company headquarters to enhance her professional skillset. However, would better professional skills alone help her deal with these interpersonal issues? People often joked that Li had low emotional intelligence (EQ), but she could never quite put her finger on the problem. In the past, she had believed that work was just about getting things done and that managers should not preoccupy themselves with other people's emotions or show empathy to others. Now, however, she began to question this assumption: Could it be that EQ was actually critical in the workplace, and in that case, how could she improve her EQ to forge stronger interpersonal relationships?
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