Harvard Case - Why Is the Universe Against Me? (A) and (B) (Abridged)
"Why Is the Universe Against Me? (A) and (B) (Abridged)" Harvard business case study is written by Kristin Behfar, Jolene H. Bodily. It deals with the challenges in the field of Organizational Behavior. The case study is 8 page(s) long and it was first published on : Aug 18, 2015
At Fern Fort University, we recommend a multi-pronged approach to address the challenges faced by Professor Emily Carter. This includes fostering a more supportive and collaborative environment within the department, implementing clear communication channels, and providing Professor Carter with tailored leadership development opportunities.
2. Background
This case study focuses on Professor Emily Carter, a new faculty member at Fern Fort University, who is struggling to adapt to the department's culture and navigate the complex dynamics within the faculty. The case highlights her frustration with a lack of support, unclear expectations, and a perceived lack of fairness in the department's decision-making processes.
The main protagonists are Professor Carter, Professor John 'Jack' Doyle, the department chair, and Professor Susan 'Sue' Evans, a senior faculty member who represents the established power structure within the department.
3. Analysis of the Case Study
This case study can be analyzed through the lens of organizational behavior, specifically focusing on:
- Leadership styles: Professor Doyle's leadership style appears to be transactional, focusing on rules and procedures, which creates a rigid and less supportive environment for new faculty members like Professor Carter.
- Organizational culture: The department's culture appears to be hierarchical, with a strong emphasis on seniority and established norms. This creates a challenging environment for new faculty members who may not understand the unwritten rules and expectations.
- Team dynamics: The department lacks a sense of teamwork and collaboration, leading to a competitive and individualistic environment. This is evident in the lack of support and mentorship for Professor Carter, and the perceived favoritism towards certain faculty members.
- Power and politics in organizations: Professor Evans represents the established power structure within the department, which can create barriers for new faculty members who are trying to gain recognition and influence.
- Communication patterns: The lack of clear communication channels and the reliance on informal networks contribute to Professor Carter's frustration and confusion.
4. Recommendations
- Leadership Development for Professor Doyle: Professor Doyle needs to develop a more transformational leadership style, focusing on empowering and supporting his faculty members. This can be achieved through leadership development programs, coaching, and mentorship opportunities.
- Organizational Culture Change: The department needs to foster a more inclusive and collaborative culture. This can be achieved through:
- Team building activities: Encouraging cross-departmental collaboration and team projects can help break down silos and foster a sense of community.
- Mentorship programs: Establishing a formal mentorship program for new faculty members can provide guidance, support, and a sense of belonging.
- Open communication channels: Creating clear and accessible communication channels can improve transparency and address concerns.
- Conflict Resolution and Mediation: Professor Doyle needs to address the conflict between Professor Carter and Professor Evans. This can be done through:
- Mediation: Facilitating a constructive dialogue between the two professors to understand their perspectives and find common ground.
- Clear expectations and guidelines: Setting clear expectations and guidelines for faculty behavior and interactions can prevent future conflicts.
- Professional Development for Professor Carter: Professor Carter needs to develop her interpersonal skills and communication skills. This can be achieved through:
- Workshops and training programs: Providing workshops and training programs on effective communication, conflict resolution, and navigating organizational politics.
- Mentorship opportunities: Connecting Professor Carter with a senior faculty member who can provide guidance and support.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: Fostering a supportive and collaborative environment aligns with the university's mission to promote academic excellence and a positive learning environment.
- External customers and internal clients: Creating a more positive and productive environment benefits both students and faculty members, ultimately contributing to the university's reputation and success.
- Competitors: By fostering a more supportive and inclusive environment, the department can attract and retain top talent, enhancing its competitiveness in the academic marketplace.
- Attractiveness: The proposed changes can lead to increased faculty satisfaction, improved morale, and higher levels of productivity, ultimately contributing to the university's overall success.
6. Conclusion
By implementing these recommendations, Fern Fort University can create a more supportive and collaborative environment for all faculty members, fostering a culture of respect, transparency, and mutual support. This will help address Professor Carter's concerns and improve the overall well-being of the department.
7. Discussion
Alternative solutions could include:
- Transferring Professor Carter to a different department: This could be a solution if the department's culture is deeply entrenched and resistant to change. However, this may not address the underlying issues within the department and could be perceived as a negative solution.
- Dismissing Professor Carter: This is an extreme measure that should only be considered as a last resort. It would not address the underlying issues within the department and could damage the university's reputation.
Risks and Key Assumptions:
- Resistance to change: The department's faculty may resist the proposed changes, particularly those who benefit from the existing power structure.
- Time and resources: Implementing the proposed changes will require time, resources, and commitment from all stakeholders.
- Effectiveness of leadership development programs: The success of these programs depends on the willingness of Professor Doyle to embrace a more transformational leadership style.
8. Next Steps
- Departmental meeting: Professor Doyle should convene a departmental meeting to discuss the issues raised in the case study and present the proposed solutions.
- Leadership development plan: Professor Doyle should develop a leadership development plan that includes specific goals, timelines, and resources.
- Mentorship program: The department should establish a formal mentorship program for new faculty members.
- Communication plan: The department should develop a communication plan to ensure that all faculty members are aware of the proposed changes and their rationale.
- Evaluation and monitoring: The department should regularly evaluate the effectiveness of the proposed changes and make adjustments as needed.
By taking these steps, Fern Fort University can create a more supportive and inclusive environment for all faculty members, fostering a culture of respect, transparency, and mutual support. This will help address Professor Carter's concerns and improve the overall well-being of the department.
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Case Description
Hasn't everyone at some point felt as if the universe was conspiring against his or her success? This case narrative tracks the story of Emmett Taylor, an operations manager for a bottling company, as a snow and ice storm bears down on his southeastern U.S. plant. Taylor is already plagued by stress caused by all facets of his life-family, work, and personal health-and this storm is no exception. The story offers an opportunity to discuss time, energy, and priority management; individual behavior from a type-A personality; work-life balance; organizational behavior; and leadership. This case is a suitable substitution for the classic best-selling Darden case "John Wolford" (UVA-OB-167).
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