Harvard Case - MacEwan Residence Services: A Risky Accommodation?
"MacEwan Residence Services: A Risky Accommodation?" Harvard business case study is written by Mike Annett, Dana Dzivinski. 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 : Dec 1, 2016
At Fern Fort University, we recommend a multifaceted approach to address the challenges faced by MacEwan Residence Services. This approach focuses on enhancing organizational culture, fostering effective leadership, and implementing strategic initiatives to improve resident satisfaction and financial sustainability.
2. Background
MacEwan Residence Services (MRS) is a non-profit organization providing housing for students at MacEwan University. The case study highlights several issues: declining occupancy rates, financial instability, and a lack of resident satisfaction. These issues stem from a combination of factors, including outdated facilities, limited marketing efforts, a rigid organizational culture, and a lack of effective leadership.
The main protagonists are:
- Don MacEwan: The visionary founder of the university and residence services, who established a strong sense of community and student-centered values.
- The current Board of Directors: Facing pressure to improve financial performance and address declining occupancy rates.
- The Residence Services Manager: Struggling to manage a diverse team and implement change within a resistant organizational culture.
- The students: Experiencing dissatisfaction with the services and facilities provided, leading to declining occupancy rates.
3. Analysis of the Case Study
This case study can be analyzed through the lens of Organizational Behavior, highlighting the interplay of leadership styles, organizational culture, team dynamics, and employee motivation.
Leadership Styles: The current leadership style at MRS appears to be transactional, focusing primarily on maintaining order and achieving short-term goals. This approach is not conducive to fostering innovation, adaptability, or employee engagement.
Organizational Culture: MRS has a strong, but outdated, organizational culture rooted in Don MacEwan's vision. While this culture fosters a sense of community, it also hinders flexibility and responsiveness to changing market needs. This rigidity contributes to the lack of innovation and resident dissatisfaction.
Team Dynamics: The case study highlights communication breakdowns and a lack of collaboration between departments. This is further exacerbated by a power imbalance between the manager and staff, leading to low morale and reduced productivity.
Employee Motivation: The lack of recognition, limited opportunities for growth, and a rigid work environment contribute to low employee motivation and engagement. This impacts service quality and resident satisfaction.
4. Recommendations
1. Cultivate Transformational Leadership:
- Leadership Development Program: Implement a leadership development program for the Residence Services Manager and other key staff, focusing on transformational leadership principles. This program should emphasize communication, delegation, empowerment, and fostering a vision for the future of MRS.
- Board Involvement: Engage the Board of Directors in a more active role in shaping the vision and strategy of MRS, encouraging them to provide guidance and support for the manager.
- Mentorship Program: Establish a mentorship program pairing experienced staff with new hires, fostering knowledge sharing and skill development.
2. Foster a Culture of Innovation and Collaboration:
- Employee Engagement Initiatives: Implement employee engagement initiatives to gather feedback, recognize contributions, and create a sense of ownership. This can include employee surveys, suggestion boxes, and team-building activities.
- Cross-Functional Teams: Encourage the formation of cross-functional teams to address specific challenges, fostering collaboration and knowledge sharing.
- Innovation Workshops: Organize workshops to brainstorm new ideas and solutions, promoting creativity and innovation in service delivery and facility enhancements.
3. Implement Strategic Initiatives:
- Market Research: Conduct thorough market research to understand student preferences and needs, informing marketing strategies and facility upgrades.
- Marketing Campaign: Develop a targeted marketing campaign highlighting the unique selling propositions of MRS, focusing on community, convenience, and value.
- Facility Upgrades: Invest in strategic facility upgrades, prioritizing student needs and enhancing the overall living experience. This can include modernizing common areas, improving technology infrastructure, and creating more flexible living arrangements.
- Financial Sustainability Plan: Develop a comprehensive financial sustainability plan, exploring cost-saving measures, revenue generation opportunities, and strategic partnerships.
5. Basis of Recommendations
These recommendations are grounded in the following principles:
- Core Competencies and Consistency with Mission: The recommendations align with the core values of MRS, focusing on student well-being, community building, and providing a high-quality living experience.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (students) and internal clients (staff), fostering a positive and productive environment for all stakeholders.
- Competitors: The recommendations consider the competitive landscape, ensuring MRS remains relevant and attractive to students in a competitive market.
- Attractiveness ' Quantitative Measures: The recommendations are expected to positively impact occupancy rates, financial performance, and overall resident satisfaction.
6. Conclusion
By implementing these recommendations, MRS can transform its organizational culture, foster effective leadership, and implement strategic initiatives to improve resident satisfaction and financial sustainability. This will ensure that MRS remains a vibrant and thriving community for students at MacEwan University.
7. Discussion
Alternative Options:
- Outsourcing Services: This option could be considered to reduce operational costs and improve efficiency, but it might compromise the unique community atmosphere and student-centered focus of MRS.
- Merging with Other Residence Services: This option could provide economies of scale and access to resources, but it could also lead to loss of autonomy and a diluted organizational culture.
Risks and Key Assumptions:
- Resistance to Change: Implementing these recommendations may encounter resistance from staff and stakeholders who are comfortable with the existing status quo.
- Financial Resources: Implementing these recommendations requires significant financial investment, which may be challenging given the current financial situation of MRS.
Options Grid:
| Option | Advantages | Disadvantages | Risk |
|---|---|---|---|
| Transformational Leadership | Improved communication, collaboration, and innovation | Requires significant time and investment | Resistance to change |
| Culture of Innovation and Collaboration | Increased employee engagement and creativity | Requires a shift in mindset and organizational structure | Difficulty in fostering a collaborative culture |
| Strategic Initiatives | Improved resident satisfaction, financial performance, and competitive advantage | Requires significant financial investment and market research | Failure to attract students and generate revenue |
8. Next Steps
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and resource requirements for each recommendation.
- Engage stakeholders: Communicate the proposed changes to all stakeholders, addressing concerns and seeking feedback.
- Pilot test initiatives: Pilot test new initiatives before full implementation to assess effectiveness and gather feedback.
- Monitor progress and adjust as needed: Regularly monitor progress towards achieving desired outcomes and adjust strategies as needed.
By taking these steps, MRS can successfully navigate the challenges it faces and emerge as a more vibrant and sustainable organization, fulfilling its mission of providing a high-quality living experience for students at MacEwan University.
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Case Description
In November 2014, the Residence Services department at MacEwan University in Alberta, Canada, needed to replace a residence assistant who was exiting midway through the academic year. The new hire would have one semester of work for the current academic year and, with good performance, was expected to return for two semesters of work in the following academic year. One of the qualified applicants had a distinguishable disability: she used a wheelchair. On the one hand, it would be easier for Residence Services to not hire her because of the various potential risks, concerns, or expected difficulties that could arise with her employment. The primary concern was her ability to respond effectively to emergency situations. A secondary concern was the impact on operational efficiency and the need to adapt work and staff routines to accommodate the use of a wheelchair. On the other hand, it was not legal to discriminate against the candidate for employment, and Residence Services valued inclusive hiring practices. The decision to hire or not hire this candidate needed to be made very soon.
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