Harvard Case - Mary Elizabeth Carter (MBA 2017)
"Mary Elizabeth Carter (MBA 2017)" Harvard business case study is written by Leslie A. Perlow, Eunice Eun, Matthew Preble. It deals with the challenges in the field of Organizational Behavior. The case study is 5 page(s) long and it was first published on : Sep 10, 2019
At Fern Fort University, we recommend a multi-pronged approach to address the challenges Mary Elizabeth Carter (MEC) faces. This includes:
- Developing a comprehensive leadership development program tailored to MEC's specific needs and aspirations, focusing on building her emotional intelligence, communication skills, and cross-cultural management abilities.
- Implementing a structured mentorship program pairing MEC with experienced leaders within the organization to provide guidance, support, and insights into navigating the organizational culture and politics.
- Facilitating open and honest communication channels between MEC and her direct reports, fostering a culture of psychological safety and employee engagement.
- **Encouraging MEC to leverage her existing professional networks and leadership qualities to build a strong foundation for her future career aspirations.
2. Background
This case study focuses on Mary Elizabeth Carter, a recent MBA graduate who joins Fern Fort University as an Assistant Dean. MEC is a high-achieving individual with a strong academic background and a passion for education. However, she quickly encounters challenges navigating the complex organizational culture, managing her team, and dealing with power dynamics within the university.
The main protagonists are:
- Mary Elizabeth Carter: The protagonist, a recent MBA graduate facing challenges in her new role.
- Dean Patricia 'Patty' Jones: MEC's direct supervisor, a seasoned administrator known for her strong leadership and demanding style.
- The Fern Fort University Faculty: A diverse group of individuals with varying backgrounds, experiences, and perspectives.
3. Analysis of the Case Study
This case presents a classic example of organizational culture clash and leadership challenges. MEC's leadership style and communication patterns differ significantly from the established norms at Fern Fort University. This creates tension and conflict within the team, impacting employee engagement and job satisfaction.
Key issues include:
- Organizational Culture: Fern Fort University exhibits a hierarchical and traditional culture, emphasizing seniority and experience. This contrasts with MEC's more collaborative and data-driven approach.
- Leadership Style: Dean Jones's authoritarian leadership style creates a sense of fear and intimidation, hindering open communication and employee empowerment.
- Communication Barriers: MEC's lack of experience in navigating the university's complex political landscape and her inability to effectively communicate her vision and goals contribute to the challenges she faces.
- Team Dynamics: MEC's team exhibits low psychological safety and organizational trust, leading to resistance to change and a lack of collaboration.
4. Recommendations
1. Leadership Development Program:
- Focus: Enhance MEC's emotional intelligence, communication skills, and cross-cultural management abilities.
- Content: Include modules on active listening, feedback mechanisms, conflict resolution, negotiation skills, and building trust.
- Delivery: Utilize a combination of workshops, coaching sessions, and mentoring programs.
2. Mentorship Program:
- Objective: Pair MEC with experienced leaders within the university who can provide guidance, support, and insights into the organizational culture and politics.
- Selection Criteria: Choose mentors who are respected by the faculty and possess strong interpersonal skills and leadership qualities.
- Structure: Regular meetings to discuss challenges, share best practices, and provide feedback.
3. Communication Channels:
- Open Dialogue: Encourage open and honest communication between MEC and her team members.
- Feedback Mechanisms: Establish regular feedback sessions to gather input from team members and address concerns.
- Transparency: Share relevant information and decisions with the team to foster a sense of organizational justice.
4. Leverage Existing Networks:
- Professional Networks: Encourage MEC to connect with other professionals in the field to gain insights and build relationships.
- Leadership Qualities: Help MEC identify and leverage her strengths to establish herself as a respected leader within the university.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies: The leadership development program and mentorship program align with MEC's desire to improve her leadership skills and navigate the university's complex environment.
- External Customers and Internal Clients: The focus on open communication and employee engagement will improve relationships with faculty members and students.
- Competitors: By fostering a culture of innovation and collaboration, Fern Fort University can remain competitive in attracting and retaining top talent.
- Attractiveness: The proposed initiatives will contribute to a more positive and productive work environment, leading to improved employee retention and organizational effectiveness.
6. Conclusion
By implementing these recommendations, Fern Fort University can empower MEC to become a successful leader, fostering a more positive and productive work environment. This will contribute to improved employee engagement, job satisfaction, and organizational performance.
7. Discussion
Alternative approaches include:
- Replacing Dean Jones: This could create a more supportive environment for MEC, but it would require significant organizational change and could be disruptive.
- Moving MEC to a different department: This could provide MEC with a fresh start, but it may not address the underlying cultural issues at Fern Fort University.
Key risks and assumptions include:
- Resistance to change: Faculty members may resist MEC's leadership style and the proposed changes.
- Time commitment: Implementing these recommendations requires significant time and resources.
- Cultural shift: Changing the organizational culture at Fern Fort University will be a long-term process.
8. Next Steps
- Develop a detailed implementation plan: Outline specific actions, timelines, and resources for each recommendation.
- Secure buy-in from key stakeholders: Gain support from Dean Jones and other senior leaders for the proposed initiatives.
- Monitor progress and make adjustments: Regularly evaluate the effectiveness of the implemented programs and make necessary changes.
By taking these steps, Fern Fort University can create a more supportive and inclusive environment for MEC and other leaders, fostering a culture of excellence and innovation.
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