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Harvard Case - The Waterview

"The Waterview" Harvard business case study is written by Elizabeth M.A. Grasby, Julie Harvey. It deals with the challenges in the field of Organizational Behavior. The case study is 10 page(s) long and it was first published on : Jan 22, 2007

At Fern Fort University, we recommend a comprehensive approach to address the challenges at The Waterview, prioritizing organizational culture, leadership development, and employee engagement. This approach involves a multi-pronged strategy encompassing change management, communication, talent management, and diversity and inclusion initiatives.

2. Background

The Waterview, a successful family-owned company, faces significant challenges as it transitions to a new generation of leadership. The company's founder, John Waterview, struggles to relinquish control, while his son, David, struggles to assert his own leadership style. This clash of personalities creates tension within the organization, impacting employee morale, productivity, and ultimately, the company's future.

The case study highlights several key protagonists:

  • John Waterview: The founder and CEO, known for his strong leadership and entrepreneurial drive. He struggles with letting go of control and embracing a more collaborative leadership style.
  • David Waterview: John's son and the designated successor. He possesses strong business acumen but lacks experience and confidence in leading the company.
  • The Waterview Family: The family's involvement in the business creates a complex power dynamic and influences decision-making processes.
  • The Employees: The employees are loyal and dedicated but feel increasingly disillusioned with the current leadership and lack of clarity about the future direction of the company.

3. Analysis of the Case Study

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

Leadership Styles: John Waterview embodies a transactional leadership style, focused on tasks, control, and rewards. David, on the other hand, exhibits signs of a transformational leadership style, emphasizing vision, inspiration, and employee development. This clash of leadership styles creates conflict and hinders effective communication and collaboration.

Organizational Culture: The Waterview's organizational culture is characterized by strong family values, loyalty, and a hierarchical structure. This traditional culture, while valuable in the past, inhibits innovation, adaptability, and employee engagement in the present.

Power and Politics: The family's involvement in the business creates a complex power dynamic, where personal relationships and family loyalty supersede meritocratic principles. This can lead to nepotism, favoritism, and a lack of transparency, undermining employee trust and motivation.

Communication Patterns: The case highlights poor communication within the organization. John's reluctance to delegate and David's lack of experience in leadership create communication barriers, leading to misunderstandings, rumors, and a lack of clarity about the company's direction.

Employee Engagement: The lack of clarity about the future, the clashing leadership styles, and the perceived lack of opportunities for growth contribute to low employee engagement. This impacts productivity, innovation, and the overall performance of the company.

4. Recommendations

To address the challenges at The Waterview, we recommend the following:

1. Leadership Development:

  • Mentorship Program: Implement a mentorship program pairing John and David with external leadership coaches to facilitate a smooth transition of leadership. This program should focus on developing David's leadership skills, fostering a collaborative leadership style, and building trust between John and David.
  • Leadership Training: Provide leadership training for all managers and executives, focusing on communication, delegation, and conflict resolution skills. This will empower managers to effectively lead their teams and create a more collaborative work environment.

2. Organizational Culture Transformation:

  • Values Clarification: Facilitate a company-wide discussion to redefine the company's values and vision, ensuring alignment with the future direction of the company.
  • Open Communication: Encourage open communication through regular town hall meetings, employee feedback surveys, and anonymous suggestion boxes. This will foster transparency, build trust, and create a more inclusive work environment.
  • Empowerment and Autonomy: Empower employees by delegating responsibilities, providing opportunities for growth, and fostering a culture of innovation and creativity.

3. Talent Management:

  • Performance Management System: Implement a performance management system that aligns with the company's new vision and values, focusing on individual development, skill-building, and clear performance expectations.
  • Succession Planning: Develop a comprehensive succession plan that identifies and prepares future leaders within the organization, ensuring a smooth transition of leadership in the future.
  • Diversity and Inclusion: Implement initiatives to promote diversity and inclusion within the organization, creating a more welcoming and inclusive work environment for all employees.

4. Change Management:

  • Communication Plan: Develop a clear and consistent communication plan to keep employees informed about the changes happening within the company. This plan should be transparent, honest, and address employee concerns.
  • Resistance Management: Anticipate and address resistance to change by engaging employees in the change process, providing training and support, and recognizing and rewarding positive contributions to the change effort.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with the company's core values of family, loyalty, and customer service while fostering a more inclusive and innovative culture.
  • External Customers and Internal Clients: The recommendations aim to improve employee engagement and satisfaction, ultimately leading to better customer service and increased profitability.
  • Competitors: The recommendations aim to position the company for future growth and success by embracing innovation, adaptability, and a more competitive talent strategy.
  • Attractiveness: The recommendations are expected to improve employee morale, productivity, and overall company performance, leading to increased profitability and a stronger market position.

6. Conclusion

By implementing these recommendations, The Waterview can successfully navigate the transition to a new generation of leadership, fostering a more collaborative, innovative, and engaged work environment. This will ensure the company's continued success and growth in the future.

7. Discussion

Other alternatives not selected include:

  • Selling the company: This option would provide immediate financial benefits but would also result in the loss of family control and potentially lead to job losses.
  • Maintaining the status quo: This option would avoid immediate change but would likely lead to continued decline in employee morale, productivity, and ultimately, the company's profitability.

The primary risks associated with the recommended approach include:

  • Resistance to change: Employees may resist the proposed changes, particularly those who are comfortable with the existing culture.
  • Lack of commitment from leadership: John and David may not be fully committed to the recommended changes, hindering their implementation.
  • Financial constraints: The proposed initiatives may require significant financial investment, which may not be feasible in the short term.

8. Next Steps

The implementation of the recommended changes should be phased in over a period of 12-18 months. The following milestones should be achieved:

  • Month 1-3: Conduct a comprehensive assessment of the company's current state, including employee surveys and interviews.
  • Month 3-6: Develop and implement the leadership development program, including mentorship and training.
  • Month 6-9: Facilitate a company-wide discussion to redefine values and vision, and introduce the new performance management system.
  • Month 9-12: Implement the communication plan and address resistance to change.
  • Month 12-18: Continue to monitor progress, make adjustments as needed, and celebrate successes.

By following these steps, The Waterview can successfully navigate the transition to a new generation of leadership and ensure the company's long-term success.

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Case Description

The snack bar supervisor of The Waterview resort in Northern Ontario just had another argument with his boss. He was angry and hated the thought of finishing the remaining four weeks of his summer contract. It was obvious to the supervisor that his boss held a personal grudge against him that was growing in intensity. He wondered how to finally settle their differences. Students will analyze a set of complex issues.

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