City in Crisis: Michael Taylor Harvard Case Solution & Analysis

Over the past four years the chief administrative officer (CAO) had worked hard to bring change to the City of Havenstock. Prior to his arrival to Havenstock in 2004, City Hall was awash in secrecy, media scandal and feeling. Furthermore, the work environment at City Hall was plagued with closed channel communication as well as a lack of trust between management and workers. Staff morale was low and the relationship with all the press was not relaxed.

The CAO had a clear vision of what he desired to bring to the city. At the centre of his vision was a value for collective liability. He worked hard to instill a sense of direction, priorities and purpose. The CAO began to reconstruct the corporate culture into a supportive workplace. Following a Council Oversight Committee meeting, the advancements made over the past few years were threatened despite his best intentions. During the assembly, city employee absenteeism numbers were challenged. Unsatisfied with the explanation of what management was doing to address the issue, a city councillor leaked the absenteeism numbers to the media.

The CAO discovers himself, after working so difficult to enhance both external and internal perceptions of City Hall and his team on the headlines of the local papers. To be able to save his standing, the CAO must prepare a presentation address on the worker absentee issue head and to really go before city council. He understands how he says it will be a defining moment in his career and that what he says.


This is just an excerpt. This case is about COMMUNICATION

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