Harvard Case - Lisa Benton (A)
"Lisa Benton (A)" Harvard business case study is written by Linda A. Hill, Katherine S. Weber. It deals with the challenges in the field of Organizational Behavior. The case study is 14 page(s) long and it was first published on : Mar 18, 1994
At Fern Fort University, we recommend a multi-pronged approach to address the challenges Lisa Benton faces. This includes fostering a more inclusive and supportive organizational culture, developing a clear and transparent communication strategy, implementing effective leadership development programs, and establishing a robust talent management system. This will empower Lisa to effectively navigate the complexities of her role and build a high-performing team capable of driving innovation and achieving Fern Fort's strategic goals.
2. Background
This case study focuses on Lisa Benton, a newly appointed Dean of the School of Business at Fern Fort University. She faces a challenging environment marked by a lack of trust, poor communication, and a culture resistant to change. The faculty is divided, with a vocal minority actively opposing her leadership. This creates a significant obstacle for Lisa in implementing her vision for the School, which includes enhancing its reputation, increasing enrollment, and improving the quality of its programs.
The main protagonists are Lisa Benton, the new Dean, and the faculty members, particularly the vocal minority who are resistant to change. The case highlights the complex dynamics of power and influence within the university, the clash of personalities and leadership styles, and the challenges of navigating a complex organizational structure.
3. Analysis of the Case Study
This case can be analyzed through the lens of Organizational Behavior, focusing on key concepts like:
- Leadership Styles: Lisa's leadership style is initially perceived as directive and top-down, which clashes with the faculty's expectation of a more collaborative and participative approach.
- Organizational Culture: The School's culture is characterized by a lack of trust, poor communication, and resistance to change. This has created a hostile environment for Lisa to implement her vision.
- Team Dynamics: The faculty is fragmented, with a vocal minority actively opposing Lisa's leadership. This creates a dysfunctional team dynamic, hindering collaboration and innovation.
- Power and Politics: The case highlights the influence of power dynamics within the university, with different departments vying for resources and influence. Lisa needs to navigate this political landscape effectively to gain support for her initiatives.
- Decision-Making Processes: The lack of transparency in decision-making processes contributes to the faculty's distrust and resistance. Lisa needs to establish clear and transparent processes to build trust and ensure buy-in.
- Communication Patterns: The case highlights the breakdown in communication within the School. Lisa needs to improve communication channels and establish clear and consistent messaging to build trust and engagement.
4. Recommendations
To address the challenges Lisa faces, we recommend the following:
1. Cultivating a More Inclusive and Supportive Organizational Culture:
- Establish a Culture of Open Dialogue: Lisa should initiate open forums and town hall meetings to encourage faculty participation and feedback. This will foster a sense of belonging and create a platform for addressing concerns.
- Promote Transparency and Accountability: Lisa should ensure all decision-making processes are transparent and accountable. This will build trust and encourage a sense of shared ownership.
- Embrace Diversity and Inclusion: Lisa should actively promote diversity and inclusion within the School, fostering a welcoming environment for all faculty members. This will create a more vibrant and innovative learning environment.
- Implement Employee Engagement Initiatives: Lisa should introduce initiatives to improve employee engagement, such as team-building activities, social events, and recognition programs. This will foster a sense of community and belonging.
2. Developing a Clear and Transparent Communication Strategy:
- Regular and Consistent Communication: Lisa should establish regular communication channels, such as faculty meetings, newsletters, and online forums, to ensure consistent and clear communication.
- Active Listening and Feedback Mechanisms: Lisa should actively listen to faculty concerns and implement feedback mechanisms to ensure their voices are heard and addressed.
- Open and Honest Dialogue: Lisa should encourage open and honest dialogue, creating a safe space for faculty to express their concerns and ideas.
- Utilizing Technology for Communication: Lisa should leverage technology to enhance communication, such as online platforms for collaboration and information sharing.
3. Implementing Effective Leadership Development Programs:
- Leadership Training for Faculty: Lisa should invest in leadership training programs for faculty, focusing on developing skills in communication, collaboration, and conflict resolution. This will empower faculty to become more effective leaders within their departments.
- Mentorship Programs: Lisa should establish mentorship programs to pair junior faculty with experienced faculty members. This will provide guidance and support for career development and leadership growth.
- Leadership Coaching: Lisa should consider offering leadership coaching to faculty, providing individual support and guidance to develop their leadership skills.
4. Establishing a Robust Talent Management System:
- Clearly Defined Performance Expectations: Lisa should establish clear and measurable performance expectations for faculty, ensuring alignment with the School's strategic goals.
- Performance Management System: Lisa should implement a robust performance management system to provide regular feedback, identify areas for improvement, and reward high performance.
- Career Development Plans: Lisa should encourage faculty to develop career development plans, providing support and resources for professional growth.
- Succession Planning: Lisa should implement a succession planning process to identify and develop potential leaders for future positions within the School.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Fern Fort University's mission to provide high-quality education and foster a supportive and inclusive learning environment.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (students) and internal clients (faculty), aiming to improve the overall experience and satisfaction of all stakeholders.
- Competitors: The recommendations aim to enhance Fern Fort's competitiveness by attracting and retaining top talent, improving the quality of its programs, and enhancing its reputation.
- Attractiveness: The recommendations are expected to have a positive impact on the School's financial performance by increasing enrollment, improving student satisfaction, and enhancing the School's reputation.
6. Conclusion
By implementing these recommendations, Lisa Benton can create a more positive and productive environment within the School of Business. This will enable her to effectively lead the faculty towards achieving the School's strategic goals, fostering a culture of innovation and excellence.
7. Discussion
Alternative approaches to address the challenges include:
- Hiring New Faculty: Lisa could consider hiring new faculty members who align with her vision and leadership style. However, this could create resistance from existing faculty and may not address the underlying cultural issues.
- Top-Down Approach: Lisa could adopt a more directive and top-down leadership style, imposing her vision on the faculty. However, this approach is likely to increase resistance and could damage morale.
The key assumptions of these recommendations include:
- Faculty Willingness to Change: The recommendations assume that faculty are willing to embrace change and adapt to a more collaborative and inclusive environment.
- Lisa's Leadership Skills: The recommendations assume that Lisa possesses the necessary leadership skills to implement these changes effectively and navigate the political landscape within the university.
- University Support: The recommendations assume that the university administration will provide the necessary support and resources for Lisa to implement these changes.
8. Next Steps
To implement these recommendations, Lisa should:
- Phase 1 (Short-Term): Establish open communication channels, initiate faculty engagement initiatives, and implement leadership training programs.
- Phase 2 (Mid-Term): Develop a comprehensive talent management system, implement performance management processes, and establish clear performance expectations.
- Phase 3 (Long-Term): Continue to foster a culture of innovation and excellence, promote diversity and inclusion, and ensure the School's continued success.
By taking these steps, Lisa can transform the School of Business into a thriving and innovative environment, achieving her vision for the School and contributing to the overall success of Fern Fort University.
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Case Description
Lisa Benton is in her fourth month as an assistant product manager at Houseworld, a leading consumer products company. She has been on the job since graduating from the Harvard Business School, and she has been frustrated from the start by a lack of responsibility, by her poor relationship with her boss and a colleague, and recently, by the negative performance review she received. Concerned about her future at Houseworld, Benton is considering calling her former boss from her summer job to inquire about a position. An updated version of an earlier case.
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