Harvard Case - Margaret Jefferson: Performance Issue at a Performing Arts Company A
"Margaret Jefferson: Performance Issue at a Performing Arts Company A" Harvard business case study is written by Lyn Purdy, James O Brien. It deals with the challenges in the field of Organizational Behavior. The case study is 4 page(s) long and it was first published on : May 17, 2012
At Fern Fort University, we recommend a multi-pronged approach to address Margaret Jefferson's performance issues and the broader organizational challenges at the Performing Arts Company. This approach focuses on fostering a culture of open communication, promoting leadership development, and implementing a structured performance management system.
2. Background
This case study centers on Margaret Jefferson, a talented but underperforming performer at a performing arts company. Despite her artistic skills, Margaret struggles with interpersonal relationships, exhibits a lack of professionalism, and consistently misses deadlines. The company, facing financial difficulties and struggling to attract new audiences, grapples with the question of how to address Margaret's performance while maintaining a positive and collaborative environment.
The main protagonists are Margaret Jefferson, the struggling performer, and the company's artistic director, who bears the responsibility of managing the company's artistic vision and the performance of its members.
3. Analysis of the Case Study
This case study presents a complex situation that highlights the interplay of various organizational behavior concepts:
- Leadership Styles: The artistic director's leadership style appears to be largely laissez-faire, characterized by a lack of clear expectations and feedback mechanisms. This style, while fostering creativity, can lead to performance issues and a lack of accountability.
- Organizational Culture: The company's culture seems to be characterized by a high degree of artistic freedom but a lack of clear performance standards and expectations. This can lead to a sense of ambiguity and confusion, particularly for individuals like Margaret who require more structure and guidance.
- Team Dynamics: The case study highlights the importance of team dynamics in a performing arts company. Margaret's interpersonal conflicts and lack of cooperation with her colleagues negatively impact the team's overall performance and morale.
- Motivation Theories: The artistic director's attempts to motivate Margaret through praise and encouragement seem ineffective. A more structured approach, employing motivational theories like goal-setting theory or reinforcement theory, could be more successful.
- Change Management: The company's need to adapt to changing audience preferences and financial challenges requires effective change management strategies. This involves clear communication, employee involvement, and a focus on building buy-in for the necessary changes.
4. Recommendations
1. Implement a Structured Performance Management System:
- Establish Clear Performance Expectations: Develop clear and measurable performance goals for all performers, including specific expectations for rehearsals, performances, and professional conduct.
- Regular Feedback and Performance Reviews: Implement a system of regular feedback and performance reviews, providing constructive criticism and guidance to improve performance.
- Performance Improvement Plans: For performers who consistently fall short of expectations, develop personalized performance improvement plans outlining specific areas for improvement and timelines for achieving them.
2. Foster Open Communication and Collaboration:
- Create a Culture of Open Dialogue: Encourage open communication channels between performers and management, fostering a culture of trust and transparency.
- Team-Building Activities: Implement team-building activities to improve communication and collaboration among performers, promoting a sense of shared goals and mutual support.
- Conflict Resolution Training: Provide conflict resolution training to performers and management to equip them with the skills to address interpersonal conflicts constructively.
3. Promote Leadership Development:
- Leadership Training Programs: Provide leadership training programs for performers and management to develop their leadership skills, including effective communication, delegation, and performance management.
- Mentorship Program: Implement a mentorship program where experienced performers mentor newer members, fostering a culture of knowledge sharing and professional development.
- Empowerment and Decision-Making: Empower performers to take ownership of their work and contribute to decision-making processes, fostering a sense of responsibility and engagement.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with the company's mission to provide high-quality artistic performances while fostering a positive and collaborative work environment.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (the audience) and internal clients (performers and management) by promoting a culture of excellence, professionalism, and collaboration.
- Competitors: The recommendations help the company stay competitive by fostering a culture of innovation and continuous improvement, attracting and retaining talented performers, and adapting to changing audience preferences.
- Attractiveness ' Quantitative Measures: While quantifying the impact of these recommendations on financial performance is challenging, the improved performance and engagement of performers are likely to lead to increased audience satisfaction and ticket sales.
6. Conclusion
By implementing these recommendations, the Performing Arts Company can address Margaret Jefferson's performance issues, foster a more positive and productive work environment, and improve its overall performance. This approach emphasizes the importance of open communication, clear expectations, and structured performance management systems in achieving success.
7. Discussion
Alternatives:
- Terminating Margaret's contract: This option would be a quick solution but could damage the company's reputation and negatively impact morale.
- Ignoring the issue: This approach would allow the situation to fester, potentially leading to further performance issues and team conflicts.
Risks and Key Assumptions:
- Resistance to change: Some performers may resist the implementation of new performance management systems or leadership development programs.
- Time and resources: Implementing these recommendations requires time and resources, which may be limited for the company.
- Cultural shift: Changing the company's culture from a laissez-faire approach to a more structured one requires a significant cultural shift that may take time and effort.
8. Next Steps
- Develop a comprehensive performance management system: This should be done within the next three months.
- Implement leadership development programs: This can be phased in over the next six months.
- Conduct regular performance reviews: These should be conducted quarterly.
- Monitor progress and make adjustments: The company should regularly assess the effectiveness of the recommendations and make necessary adjustments to ensure their success.
By taking these steps, the Performing Arts Company can create a more sustainable and successful future for itself while fostering a positive and productive work environment for all its performers.
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Case Description
This case series describes a general manager's decision of whether to fire an employee at a performing arts company. The scope of the case includes the organization of the company, the decision to hire the employee, his performance, and the decision to end the employment relationship. The general manager's selection practices are described, and two role-playing exercises are included.
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