Harvard Case - Marie Trellu-Kane at Unis-Cite (A)
"Marie Trellu-Kane at Unis-Cite (A)" Harvard business case study is written by Michel Anteby, Julie Battilana, Anne-Claire Pache. It deals with the challenges in the field of Organizational Behavior. The case study is 15 page(s) long and it was first published on : Jun 13, 2007
At Fern Fort University, we recommend Marie Trellu-Kane implement a comprehensive strategy to address the challenges facing Unis-Cite, focusing on fostering a collaborative and inclusive organizational culture, empowering employees, and driving innovation. This strategy should address the following key areas:
- Building a Strong Leadership Team: Marie needs to establish a leadership team that embodies the desired culture of collaboration, innovation, and respect.
- Empowering Employees: Creating a culture where employees feel valued, respected, and empowered to contribute their ideas and talents is crucial.
- Fostering Innovation: Encouraging a culture of experimentation, risk-taking, and continuous improvement is essential for Unis-Cite's long-term success.
- Addressing Gender Inequality: Implementing concrete measures to address the gender imbalance and create a more inclusive work environment is critical.
2. Background
This case study focuses on Marie Trellu-Kane, the newly appointed CEO of Unis-Cite, a French public housing agency facing significant challenges. Unis-Cite is struggling with a rigid hierarchical structure, low employee morale, and a lack of innovation. The organization is also grappling with a significant gender imbalance, with women underrepresented in leadership positions.
The main protagonists are Marie Trellu-Kane, the new CEO, and the existing leadership team, who are resistant to change and maintain the status quo. The case study explores the challenges Marie faces in implementing her vision for a more collaborative, innovative, and inclusive organization.
3. Analysis of the Case Study
This case study can be analyzed through the lens of organizational behavior, leadership, and change management.
Organizational Culture: Unis-Cite's existing culture is characterized by a strong hierarchical structure, a lack of transparency, and a resistance to change. This culture is a significant barrier to innovation and employee engagement.
Leadership Styles: The existing leadership team embodies a transactional leadership style, focusing on maintaining the status quo and enforcing rules. This style is ineffective in fostering innovation and employee motivation.
Change Management: Marie's arrival represents a significant change for Unis-Cite. The resistance she faces from the existing leadership team highlights the importance of effective change management strategies.
Power and Influence: The existing leadership team holds significant power within the organization, making it difficult for Marie to implement her vision. She needs to navigate this complex power dynamic effectively.
Diversity and Inclusion: The gender imbalance at Unis-Cite is a significant issue that needs to be addressed. This lack of diversity creates a less inclusive and less innovative environment.
Team Dynamics: The existing leadership team lacks cohesion and collaboration, hindering effective decision-making and strategic planning.
Motivation Theories: The low employee morale at Unis-Cite suggests a lack of intrinsic motivation. Marie needs to implement strategies that foster intrinsic motivation, such as providing opportunities for growth, recognition, and empowerment.
Communication Patterns: The lack of transparency and open communication at Unis-Cite contributes to the lack of trust and employee engagement. Marie needs to establish clear and open communication channels.
Organizational Structure: The rigid hierarchical structure of Unis-Cite is a barrier to innovation and employee empowerment. Marie needs to consider restructuring the organization to create a more collaborative and agile environment.
4. Recommendations
1. Building a Strong Leadership Team:
- Identify and Recruit Leaders: Marie should actively seek out and recruit leaders who embody the desired culture of collaboration, innovation, and respect. This may involve hiring from outside the organization.
- Develop Existing Leaders: Marie should invest in leadership development programs for existing leaders, focusing on developing their skills in collaboration, communication, and change management.
- Promote Diversity: Marie should actively promote diversity within the leadership team, ensuring representation of women and other underrepresented groups.
2. Empowering Employees:
- Create a Culture of Open Communication: Marie should establish clear and open communication channels, encouraging feedback and transparency.
- Foster Employee Engagement: Marie should implement initiatives to increase employee engagement, such as employee surveys, suggestion boxes, and team-building activities.
- Provide Opportunities for Growth: Marie should offer opportunities for professional development and career advancement, allowing employees to grow within the organization.
- Recognize and Reward Performance: Marie should implement a performance management system that recognizes and rewards employee contributions.
3. Fostering Innovation:
- Create a Culture of Experimentation: Marie should encourage experimentation and risk-taking, creating a safe space for employees to share ideas and explore new solutions.
- Invest in Technology and Analytics: Marie should invest in technology and analytics to support innovation and improve decision-making.
- Establish Innovation Teams: Marie should create dedicated innovation teams to focus on developing new products, services, and processes.
4. Addressing Gender Inequality:
- Set Clear Targets: Marie should set clear targets for increasing the representation of women in leadership positions.
- Implement Diversity Training: Marie should implement diversity training programs for all employees, focusing on unconscious bias and inclusive leadership.
- Promote Women in Leadership: Marie should actively promote women into leadership positions, providing them with opportunities for growth and development.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: These recommendations are aligned with Unis-Cite's mission of providing quality public housing services. They focus on improving employee morale, fostering innovation, and creating a more inclusive work environment.
- External Customers and Internal Clients: These recommendations are designed to improve the experience of both external customers (residents) and internal clients (employees).
- Competitors: These recommendations will help Unis-Cite stay competitive in the public housing sector by improving its efficiency, innovation, and customer service.
- Attractiveness: These recommendations are expected to lead to improved employee morale, increased innovation, and a more inclusive work environment, which will ultimately benefit the organization's financial performance.
6. Conclusion
Marie Trellu-Kane faces a significant challenge in transforming Unis-Cite into a more collaborative, innovative, and inclusive organization. By implementing the recommendations outlined above, she can create a positive and sustainable change, fostering a culture of excellence and empowering employees to reach their full potential.
7. Discussion
Alternatives:
- Status Quo: Maintaining the current organizational culture and leadership style could lead to continued low employee morale, a lack of innovation, and a widening gender gap.
- Outsourcing: Outsourcing certain functions could lead to cost savings but could also result in a loss of control and potentially damage employee morale.
Risks:
- Resistance to Change: The existing leadership team may resist change, hindering the implementation of Marie's vision.
- Lack of Resources: Implementing these recommendations may require significant resources, which may be limited.
- Cultural Clash: The new culture may clash with the existing culture, creating tension and resistance.
Key Assumptions:
- Marie has the support of the board of directors to implement her vision.
- Employees are open to change and are willing to embrace a more collaborative and innovative culture.
- The organization has the resources to invest in leadership development, diversity training, and technology.
8. Next Steps
- Develop a Detailed Implementation Plan: Create a detailed implementation plan with specific timelines, milestones, and resources.
- Communicate the Vision: Clearly communicate Marie's vision for a more collaborative, innovative, and inclusive organization to all employees.
- Build Coalitions: Build coalitions with key stakeholders, including the leadership team, employees, and external partners.
- Monitor Progress: Regularly monitor progress and make adjustments as needed.
By taking these steps, Marie can successfully transform Unis-Cite into a more effective and sustainable organization, creating a positive impact on both employees and residents.
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Case Description
Marie Trellu-Kane is trying to decide how Unis-Cite should respond to French President Jacques Chirac's announcement in 2005 of a new national voluntary civil service program. Since 1994, Trellu-Kane and her co-founders had been creating and overseeing a civil service program called Unis-Cite, in which youth, particularly from the disadvantaged immigrant population, volunteered nine months of their time to work on community projects. Based in Paris, France, Unis-Cite had begun to expand to other areas. With the announcement that the government would provide funding to mobilize thousands of youth volunteers, Trellu-Kane needed to decide how Unis-Cite would proceed.
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