Harvard Case - Ottawa Voyageurs
"Ottawa Voyageurs" Harvard business case study is written by Thomas J. DeLong, David L. Ager, Scott Baldwin, Chris Strong, Andrew Feng, Eliza Mody. It deals with the challenges in the field of Organizational Behavior. The case study is 12 page(s) long and it was first published on : Jul 23, 2003
At Fern Fort University, we recommend a strategic approach to address the challenges facing the Ottawa Voyageurs, focusing on enhancing leadership, fostering a positive organizational culture, and implementing effective change management strategies. This will involve restructuring the organization, improving communication and collaboration, and promoting a culture of inclusivity and innovation.
2. Background
The Ottawa Voyageurs, a Canadian professional hockey team, is facing a period of significant change. The team's recent performance has been underwhelming, leading to declining fan interest and financial instability. The case study highlights several key issues:
- Leadership Challenges: The team's owner, Roger Neilson, is a demanding and often abrasive leader, creating a tense and negative work environment. His lack of trust in his staff, coupled with his autocratic leadership style, has led to low morale and a lack of employee engagement.
- Organizational Culture: The Voyageurs have a history of infighting and a lack of collaboration between departments. This, combined with Neilson's leadership style, has created a siloed and dysfunctional organizational culture.
- Financial Instability: The team's declining performance and waning fan interest have resulted in a significant financial strain. This has led to budget cuts and a lack of investment in key areas, further impacting the team's competitiveness.
Main Protagonists:
- Roger Neilson: The owner and general manager of the Voyageurs, known for his demanding and autocratic leadership style.
- The Coaching Staff: A group of experienced professionals facing challenges under Neilson's leadership.
- The Players: The team's athletes, who are affected by the team's overall performance and the organizational environment.
3. Analysis of the Case Study
This case study can be analyzed using the Organizational Behavior framework, focusing on the interplay of leadership, organizational culture, and change management.
Leadership: Neilson's leadership style is characterized by autocracy, a lack of emotional intelligence, and a poor understanding of motivation theories. His power and influence are derived from his position as owner, but his lack of interpersonal skills and his inability to foster teamwork have created a negative and unproductive work environment.
Organizational Culture: The Voyageurs' organizational culture is characterized by silos, lack of trust, and a negative climate. This is a direct result of Neilson's leadership style and the lack of employee empowerment. The absence of open communication and feedback mechanisms has further exacerbated these issues.
Change Management: The Voyageurs are facing a significant need for organizational change, but Neilson's resistance to change and lack of strategic planning have hampered progress. The team needs to adopt a more transformational leadership approach, focusing on employee engagement and organizational learning.
4. Recommendations
- Leadership Transition: The most critical step is to address Neilson's leadership style. This could involve a leadership development program for Neilson, focusing on building his emotional intelligence, communication skills, and delegation abilities. Alternatively, a more experienced and collaborative leader could be brought in to replace Neilson, providing a fresh perspective and fostering a more positive organizational culture.
- Organizational Culture Transformation: A comprehensive organizational development program should be implemented to address the dysfunctional culture. This could include:
- Team-building exercises: To improve communication and collaboration between departments.
- Open communication channels: To encourage feedback and transparency.
- Leadership training programs: To develop a more collaborative and supportive leadership style throughout the organization.
- Change Management Strategy: A well-defined change management strategy should be developed and implemented. This should include:
- Clear communication: Regular and transparent communication with all stakeholders about the changes being implemented.
- Employee involvement: Involving employees in the change process to gain buy-in and reduce resistance.
- Training and development: Providing employees with the necessary skills and knowledge to adapt to the new environment.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The Voyageurs' mission is to be a successful and competitive hockey team. The recommended changes are designed to improve the team's performance by creating a more positive and productive work environment.
- External customers and internal clients: The recommendations address the needs of both the team's fans (external customers) and the employees (internal clients) by creating a more engaging and enjoyable experience for all.
- Competitors: The recommendations are designed to help the Voyageurs compete more effectively in the increasingly competitive professional hockey landscape.
- Attractiveness ' quantitative measures: While quantifying the impact of these changes is difficult, they are expected to lead to improved performance, increased fan interest, and ultimately, improved financial stability.
6. Conclusion
The Ottawa Voyageurs are at a crossroads. By implementing the recommended changes, the team can address its leadership challenges, transform its dysfunctional culture, and create a more positive and productive environment. This will ultimately lead to improved performance, increased fan interest, and financial stability.
7. Discussion
Alternatives:
- Status quo: Continuing with the current leadership and organizational culture would likely lead to further decline in performance and fan interest.
- Selling the team: While a viable option, this would be a drastic measure and would likely result in significant job losses.
Risks:
- Resistance to change: Employees may resist the proposed changes, especially if they are not properly communicated and implemented.
- Financial constraints: Implementing the recommended changes will require significant financial investment, which may be difficult given the team's current financial situation.
Key Assumptions:
- The owner is willing to make necessary changes to his leadership style.
- Employees are willing to embrace the new organizational culture.
- The team can secure the necessary financial resources to implement the changes.
8. Next Steps
- Develop a detailed change management plan: This plan should outline the specific steps to be taken, the timeline for implementation, and the resources required.
- Communicate the changes to all stakeholders: This communication should be clear, concise, and transparent.
- Implement the changes: The changes should be implemented in a phased approach, starting with the most critical areas.
- Monitor progress: Regularly monitor the progress of the changes and make adjustments as needed.
By taking these steps, the Ottawa Voyageurs can successfully navigate this period of change and emerge as a more competitive and successful hockey team.
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Case Description
Manuel Tertuliano, head coach of a professional soccer club, must make some difficult decisions about the compensation of six of his players. Specifically, he must decide how to allocate $850,000 among these six players in a way that will benefit his team, which has just finished second to last in the league and faces being eliminated from the league if team performance and game attendance don't improve. Tertuliano realizes that compensation is a key tool in motivating his players. In deciding on these six players' compensation, Tertuliano must ensure that he not only recognizes them, but also the other players on the team for the value each individual contributes to the team.
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