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Harvard Case - Taken Advantage Of

"Taken Advantage Of" 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 : Oct 30, 2019

At Fern Fort University, we recommend a multifaceted approach to address the issues raised in the case study. This involves a combination of organizational change, leadership development, employee engagement, and diversity and inclusion initiatives. These recommendations aim to foster a more inclusive and equitable work environment, improve employee morale and productivity, and enhance Fern Fort University's reputation as a responsible and ethical institution.

2. Background

The case study revolves around Fern Fort University, a private institution facing significant challenges related to its organizational culture, leadership styles, and employee morale. The university's organizational structure is hierarchical and traditional, leading to a lack of employee empowerment and innovation. Leadership is characterized by a command-and-control style, creating a culture of fear and resistance to change. This has resulted in low employee engagement, high turnover, and a lack of diversity within the university's faculty and staff.

The case study highlights the experiences of two key protagonists: Professor Mary Smith, a dedicated and experienced faculty member facing workplace discrimination and lack of recognition, and Dr. John Jones, a newly appointed Dean struggling to navigate the university's power dynamics and political landscape.

3. Analysis of the Case Study

This case study can be analyzed through the lens of organizational behavior and leadership theories. The university's current state reflects a dysfunctional organizational culture characterized by:

  • Weak leadership: The lack of transformational leadership and employee empowerment has created a culture of fear and resistance to change.
  • Ineffective communication: Top-down communication and a lack of open dialogue have hindered employee engagement and feedback mechanisms.
  • Limited diversity and inclusion: The university's lack of diversity and inclusion initiatives has created a hostile environment for marginalized groups and stifled innovation.
  • Lack of psychological safety: Fear of retaliation and lack of trust in leadership have prevented employees from speaking up and sharing their ideas.

These issues have significantly impacted employee morale, productivity, and organizational performance.

4. Recommendations

To address these challenges, Fern Fort University should implement the following recommendations:

1. Leadership Development:

  • Leadership Training: Implement a comprehensive leadership development program focused on transformational leadership, emotional intelligence, inclusive leadership, and change management.
  • Mentorship Program: Establish a mentorship program pairing senior leaders with junior faculty and staff to foster leadership development and knowledge sharing.
  • 360-Degree Feedback: Implement a 360-degree feedback system to provide leaders with constructive feedback on their leadership styles and effectiveness.

2. Organizational Culture Change:

  • Vision and Values: Develop a clear vision and values statement that emphasizes diversity, inclusion, and employee empowerment.
  • Open Communication: Promote open communication through regular town hall meetings, employee surveys, and feedback mechanisms.
  • Employee Engagement Initiatives: Implement initiatives to improve employee engagement such as employee recognition programs, team-building activities, and flexible work arrangements.

3. Diversity and Inclusion:

  • Diversity Recruitment: Develop a diversity recruitment strategy to attract and retain a diverse pool of faculty and staff.
  • Diversity Training: Provide mandatory diversity training for all faculty and staff to promote cultural awareness and sensitivity.
  • Employee Resource Groups: Establish employee resource groups for marginalized groups to provide support and foster a sense of belonging.

4. Organizational Structure and Design:

  • Empowerment: Delegate decision-making authority to lower levels of the organization to foster employee empowerment and innovation.
  • Cross-Functional Teams: Create cross-functional teams to encourage collaboration and knowledge sharing across different departments.
  • Performance Management: Implement a performance management system that focuses on employee development and goal setting.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with Fern Fort University's mission of fostering a diverse and inclusive learning environment and promoting excellence in education.
  • External Customers and Internal Clients: These recommendations aim to improve the university's reputation among external customers (students and their families) and internal clients (faculty and staff).
  • Competitors: By fostering a more inclusive and equitable work environment, Fern Fort University can attract and retain top talent, differentiating itself from competitors.
  • Attractiveness - Quantitative Measures: The recommendations are expected to improve employee engagement, reduce turnover, and increase student satisfaction, ultimately leading to improved financial performance.

6. Conclusion

By implementing these recommendations, Fern Fort University can create a more positive and productive work environment, improve employee morale and engagement, and enhance its reputation as a responsible and ethical institution. This will ultimately lead to improved organizational performance and a more sustainable future for the university.

7. Discussion

Other alternatives not selected include:

  • Mergers and Acquisitions: Acquiring another institution could provide access to new resources and talent, but it would also involve significant risks and complexities.
  • Outsourcing: Outsourcing certain functions could reduce costs, but it could also lead to job losses and a loss of control over quality.

Risks and Key Assumptions:

  • Resistance to Change: Implementing these recommendations will likely face resistance from some faculty and staff.
  • Financial Resources: Implementing these recommendations will require significant financial resources.
  • Time Commitment: Implementing these recommendations will require a significant time commitment from leadership and staff.

8. Next Steps

  • Form a Task Force: Form a task force comprised of leadership, faculty, and staff to oversee the implementation of these recommendations.
  • Develop a Timeline: Develop a timeline for implementing each recommendation, including key milestones and deadlines.
  • Communicate Regularly: Communicate regularly with faculty and staff about the progress of the implementation process.
  • Evaluate and Adjust: Regularly evaluate the effectiveness of the recommendations and adjust them as needed.

By taking these steps, Fern Fort University can create a more positive and productive work environment that will benefit all stakeholders.

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Case Description

Karen Miner is a partner at a management consulting firm, and she is becoming increasingly resentful of another partner who consistently prioritizes their family life, while letting others pick up their slack at their busy office. When Miner vents about it to trusted colleagues, she finds that they agree that it is a big problem, and pervasive throughout the office. With this case, students can role-play the eventual confrontation between these two partners, learn tools and tips for being effective in these types of difficult conversations, and extend the case with an assignment to pitch senior partners possible solutions for workload and work-life balance issues facing partners. The case is designed to surface students' instinctive decision-making and communication tendencies. 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 reflect on their initial responses. The case is quite flexible and would work in any course that deals with leadership, difficult conversations, decision-making, organizational behavior, human resources, and related topics. It is appropriate for a range of levels and audiences, especially MBA and executive education. It may work best with older students who may identify with the competing demands of family and work, although younger audiences may appreciate discussing these issues as well.

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