Harvard Case - Lisa Sherman (A)
"Lisa Sherman (A)" Harvard business case study is written by William W. George, Jens Audenaert. It deals with the challenges in the field of Organizational Behavior. The case study is 7 page(s) long and it was first published on : Mar 21, 2008
At Fern Fort University, we recommend that Lisa Sherman implement a strategic plan to address the challenges at the university, focusing on building a strong organizational culture, fostering leadership development, and driving innovation. This plan should include a comprehensive approach to talent management, employee engagement, and communication, while addressing the concerns around diversity and inclusion.
2. Background
Lisa Sherman, the newly appointed President of Fern Fort University, faces a challenging situation. The university is experiencing declining enrollment, financial difficulties, and a lack of innovation. The faculty is divided, with some resistant to change and others eager for improvement. Additionally, the university struggles with diversity and inclusion issues, leading to a sense of alienation among some faculty and students.
The main protagonists of the case study are Lisa Sherman, the new President, and the faculty members, who represent a diverse range of perspectives and experiences.
3. Analysis of the Case Study
This case study highlights the complex interplay of various organizational behavior concepts:
- Leadership Styles: Lisa Sherman's leadership style, characterized by her collaborative and inclusive approach, is crucial in navigating the challenges at Fern Fort. However, she needs to adapt her style to effectively manage the resistance to change and foster a sense of shared ownership among the faculty.
- Organizational Culture: Fern Fort's culture is characterized by a lack of trust, open communication, and shared vision. This culture hinders collaboration and innovation.
- Team Dynamics: The faculty is divided into factions with differing opinions and priorities. This lack of cohesion hinders effective decision-making and problem-solving.
- Motivation Theories: The faculty's motivation levels are low, driven by factors like job dissatisfaction, lack of recognition, and limited opportunities for growth. This negatively impacts their performance and commitment to the university's success.
- Change Management: The resistance to change among some faculty members highlights the importance of effective change management strategies. Lisa needs to create a compelling vision for the future, communicate effectively, and involve stakeholders in the change process.
- Conflict Resolution: The faculty's disagreements and lack of communication require effective conflict resolution strategies. Lisa needs to create a safe and open environment for dialogue and collaboration.
- Power and Politics in Organizations: The power dynamics within the university, with different factions vying for influence, can hinder progress. Lisa needs to navigate these dynamics effectively to build consensus and drive change.
4. Recommendations
1. Build a Strong Organizational Culture:
- Vision and Values: Develop a clear and compelling vision for the future of Fern Fort that emphasizes innovation, inclusivity, and student success. This vision should be communicated effectively and consistently to all stakeholders.
- Open Communication: Foster a culture of open communication and transparency by encouraging dialogue, feedback, and active listening. Implement regular faculty meetings and town halls to address concerns and build consensus.
- Shared Ownership: Involve faculty members in decision-making processes, empowering them to contribute to the university's success. Create task forces and committees to address specific challenges and generate solutions.
- Recognition and Rewards: Implement a system of recognition and rewards that acknowledges and celebrates individual and team achievements. This will motivate faculty members and foster a sense of belonging.
2. Foster Leadership Development:
- Leadership Training: Provide leadership training programs for faculty members to enhance their skills in communication, conflict resolution, team building, and change management.
- Mentorship Program: Establish a mentorship program that pairs experienced faculty members with junior colleagues to provide guidance, support, and career development opportunities.
- Leadership Rotations: Implement leadership rotations to expose faculty members to different roles and responsibilities, fostering their development and understanding of the university's operations.
3. Drive Innovation:
- Innovation Initiatives: Launch initiatives that encourage faculty members to develop new programs, courses, and research projects. Provide funding and resources to support these initiatives.
- Collaboration with Industry: Foster partnerships with industry leaders to create real-world learning opportunities for students and faculty.
- Technology Adoption: Embrace technology to enhance teaching, learning, and research. Invest in digital infrastructure and training to support faculty members in using technology effectively.
4. Address Diversity and Inclusion:
- Diversity and Inclusion Training: Provide training to faculty and staff on diversity and inclusion best practices. This training should address unconscious bias, microaggressions, and creating an inclusive environment.
- Recruitment and Retention: Implement strategies to recruit and retain a diverse faculty and student body. This includes creating a welcoming and supportive environment for all members of the university community.
- Diversity Committees: Establish committees focused on promoting diversity and inclusion. These committees should be comprised of faculty, staff, and students representing different backgrounds and perspectives.
5. Enhance Talent Management and Employee Engagement:
- Performance Management: Implement a robust performance management system that provides regular feedback, development opportunities, and clear expectations.
- Compensation and Benefits: Review and adjust compensation and benefits to ensure they are competitive and attractive to talented faculty members.
- Employee Engagement Surveys: Conduct regular employee engagement surveys to gather feedback on employee satisfaction, morale, and areas for improvement.
- Work-Life Balance: Promote a healthy work-life balance by offering flexible work arrangements, wellness programs, and support for family responsibilities.
6. Strengthen Communication:
- Transparent Communication: Ensure open and transparent communication with faculty members, students, and the broader university community.
- Two-Way Communication: Create channels for two-way communication, allowing for feedback and dialogue. This can include faculty meetings, online forums, and regular newsletters.
- Effective Communication Training: Provide communication training for faculty and staff to enhance their skills in delivering clear and concise messages.
5. Basis of Recommendations
These recommendations are based on a comprehensive understanding of the case study and the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Fern Fort's mission to provide quality education and foster innovation. They aim to strengthen the university's core competencies by improving faculty engagement, leadership development, and diversity.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (students and their families) and internal clients (faculty and staff). They focus on improving the student experience, fostering faculty satisfaction, and creating a more inclusive and supportive environment for all stakeholders.
- Competitors: The recommendations consider the competitive landscape in higher education and aim to position Fern Fort as a leader in innovation, inclusivity, and student success.
- Attractiveness ' Quantitative Measures: While the recommendations are primarily qualitative in nature, they are expected to have a positive impact on key metrics such as enrollment, student satisfaction, and faculty retention.
6. Conclusion
By implementing these recommendations, Lisa Sherman can transform Fern Fort University into a thriving institution that attracts and retains talented faculty, engages students, and fosters innovation. The key to success lies in building a strong organizational culture based on trust, open communication, and shared ownership. By empowering faculty members, fostering leadership development, and addressing the challenges of diversity and inclusion, Fern Fort can achieve its full potential and become a leader in higher education.
7. Discussion
Alternatives:
- Status Quo: Maintaining the current course of action would likely lead to further decline in enrollment, financial difficulties, and faculty morale.
- Top-Down Approach: Implementing changes solely through top-down directives would likely face significant resistance from faculty members and undermine the university's culture of collaboration.
Risks and Key Assumptions:
- Resistance to Change: Some faculty members may resist the proposed changes, requiring a careful and strategic approach to implementation.
- Financial Constraints: Implementing the recommendations may require significant financial resources, which may be a challenge for a university facing financial difficulties.
- Time Commitment: The implementation of these recommendations will require a significant time commitment from Lisa Sherman and the leadership team.
Options Grid:
| Option | Advantages | Disadvantages | Risks |
|---|---|---|---|
| Status Quo | No immediate change required | Continued decline in enrollment, financial difficulties, and faculty morale | |
| Top-Down Approach | Quick implementation | High resistance from faculty, undermines collaboration | |
| Strategic Plan | Addresses root causes of challenges, fosters long-term sustainability | Requires significant time and resources | Resistance to change, financial constraints |
8. Next Steps
Timeline:
- Month 1: Conduct a comprehensive assessment of the university's current state, including faculty surveys and focus groups.
- Month 2: Develop a strategic plan with specific goals, objectives, and action steps.
- Month 3: Communicate the strategic plan to all stakeholders and begin implementing key initiatives.
- Month 6: Monitor progress and make adjustments to the plan as needed.
- Year 1: Evaluate the effectiveness of the implemented initiatives and make further adjustments to the strategic plan.
Key Milestones:
- Develop a clear and compelling vision for the future of Fern Fort University.
- Establish a culture of open communication and transparency.
- Implement leadership development programs for faculty members.
- Launch initiatives to drive innovation and collaboration.
- Address diversity and inclusion challenges through targeted programs and initiatives.
- Enhance talent management and employee engagement through performance management, compensation, and benefits.
- Strengthen communication channels and foster two-way dialogue.
By taking these steps, Lisa Sherman can transform Fern Fort University into a thriving institution that is well-positioned for success in the 21st century.
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Case Description
Lisa Sherman is a successful executive at Verizon who is struggling with the decision to reveal her sexual orientation. After attending a diversity training workshop in which participants expressed extremely negative views about people in her community, Sherman wonders whether the company is the right place for her, or if she should reveal her identity as lesbian and work within the system. Should she meet with the CEO to share her experience, or continue to conceal her sexual orientation while working at Verizon?
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