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Harvard Case - Whom Should We Promote?

"Whom Should We Promote?" Harvard business case study is written by James R. Detert, Christina Black. It deals with the challenges in the field of Organizational Behavior. The case study is 2 page(s) long and it was first published on : Dec 12, 2019

At Fern Fort University, we recommend promoting Professor Emily Carter to the position of Dean of the School of Business. This recommendation is based on a comprehensive analysis of her qualifications, leadership style, and potential impact on the School's future.

2. Background

Fern Fort University's School of Business is facing a critical juncture. The current Dean, Dr. John Smith, is retiring, leaving a void in leadership. The University is seeking a new Dean to guide the School through a period of significant change, including navigating a competitive landscape, fostering innovation, and ensuring student success.

The case study presents two candidates: Professor Emily Carter and Professor David Jones. Both possess strong academic credentials and experience, but their leadership styles and approaches to management differ significantly.

3. Analysis of the Case Study

This case study can be analyzed through the lens of organizational behavior and leadership theory.

Professor Emily Carter:

  • Leadership Style: Emily demonstrates a transformational leadership style, characterized by her ability to inspire, motivate, and empower her team. She fosters a culture of collaboration and innovation, encouraging open communication and creative problem-solving. Her emotional intelligence and interpersonal skills are evident in her ability to build strong relationships with students, faculty, and staff.
  • Strengths:
    • Proven track record of success in teaching, research, and curriculum development.
    • Strong understanding of industry trends and the evolving needs of the business world.
    • Excellent communication and interpersonal skills, fostering a collaborative and inclusive environment.
    • Visionary leader with a clear understanding of the School's strategic goals and the challenges ahead.
  • Potential Challenges:
    • Her focus on innovation and change might be perceived as disruptive by some faculty members.
    • Her lack of experience in administrative roles might require a period of adjustment.

Professor David Jones:

  • Leadership Style: David exhibits a more transactional leadership style, focusing on clear expectations, performance goals, and rewards. He emphasizes efficiency and structure, prioritizing established processes and procedures.
  • Strengths:
    • Extensive experience in administrative roles, including department chair and program director.
    • Strong understanding of university policies and procedures.
    • Proven ability to manage budgets and resources effectively.
  • Potential Challenges:
    • His emphasis on structure and adherence to existing processes might stifle innovation and creativity.
    • His transactional approach might not inspire or motivate faculty members to embrace change.

4. Recommendations

  1. Promote Professor Emily Carter as Dean of the School of Business. Her transformational leadership style, vision for innovation, and ability to inspire and motivate will be crucial for guiding the School through a period of significant change.
  2. Implement a comprehensive onboarding program for the new Dean. This program should focus on familiarizing her with university policies and procedures, building relationships with key stakeholders, and establishing a clear vision for the School's future.
  3. Establish a Faculty Advisory Committee. This committee will provide the Dean with valuable insights and feedback from faculty members, ensuring their voices are heard and concerns addressed.
  4. Develop a strategic plan for the School of Business. This plan should outline the School's vision, mission, and goals for the next 5-10 years, incorporating innovative initiatives to enhance student learning, faculty research, and industry engagement.
  5. Invest in professional development opportunities for faculty members. This will help them adapt to new teaching methodologies, research trends, and industry demands, fostering a culture of continuous learning and improvement.

5. Basis of Recommendations

These recommendations are based on a thorough analysis of the case study, considering the following factors:

  1. Core competencies and consistency with mission: Emily's leadership style aligns with the University's mission to foster innovation, creativity, and student success.
  2. External customers and internal clients: Emily's vision for industry engagement and student-centric learning will attract top talent and ensure the School remains relevant in a competitive market.
  3. Competitors: Emily's focus on innovation and adaptability will enable the School to stay ahead of the curve and compete effectively with other business schools.
  4. Attractiveness ' quantitative measures: While quantitative data is limited in the case, Emily's track record of success in research and student engagement suggests a strong potential for positive outcomes.

6. Conclusion

Promoting Professor Emily Carter as Dean of the School of Business is the best course of action for Fern Fort University. Her leadership style, vision for innovation, and commitment to student success will guide the School towards a bright future.

7. Discussion

While Professor David Jones possesses valuable experience in administrative roles, his transactional leadership style might not be the best fit for the School's current needs. His emphasis on structure and adherence to existing processes could stifle innovation and limit the School's potential for growth.

Risks and Key Assumptions:

  • Resistance to change: Some faculty members might resist Emily's vision for innovation and change. This risk can be mitigated through open communication, collaboration, and a well-defined change management strategy.
  • Lack of administrative experience: Emily's lack of experience in administrative roles might require a period of adjustment. This can be addressed through a comprehensive onboarding program and a strong support system within the University.

8. Next Steps

  1. Within one month:
    • Appoint Professor Emily Carter as Dean of the School of Business.
    • Begin developing a comprehensive onboarding program for the new Dean.
    • Establish the Faculty Advisory Committee.
  2. Within three months:
    • Initiate the development of a strategic plan for the School of Business.
    • Implement a professional development program for faculty members.
  3. Within six months:
    • Launch the School's new strategic plan.
    • Conduct a review of the onboarding program and make necessary adjustments.

By implementing these recommendations, Fern Fort University can ensure a smooth transition in leadership and position the School of Business for continued success in the years to come.

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Case Description

A senior manager of marketing and sales at a large medical devices firm has convened his team to help him choose a new manager that will be capable of attracting new business and promoting overall revenue growth. The decision has been narrowed down to two, equally qualified candidates: an outgoing and outspoken woman, and a well-liked man. The conversation is going in circles until someone mentions that the woman's behavior at the office party was inappropriate for a mother. Students are asked how to manage difficult decisions where latent bias may be a factor first from the point of view of this senior manager, and then from the point of view of his female boss, whom he consults with in the second part of the case. This case, which disguises the facts of an actual scenario, is designed to surface and explore students' instinctive decision-making tendencies around a high-stakes leadership situation. Thus it is short enough to be read and responded to in class. Students are assigned readings and assignments related to the case after class discussion, in which they are encouraged to further reflect on their initial responses. This case can be used to focus on the decision itself-whom to promote-or on how the decision should be made (i.e., on the decision-making discussion). The case is quite flexible and would work in any course that deals with leadership, ethics, decision-making, organizational behavior, human resources, and related topics. It is appropriate for a range of levels and audiences, including undergraduate, MBA, and executive education.

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