Case Study Bob Knowlton

Case Study Bob Knowlton Words: 625

Bob Knowles Description Bob Knowles was recently assigned to be a project head of the new photon unit at Simmons Laboratories. He received the assignment from Dry. Corroded, the head of the laboratory. Unbeknownst to Knowles, Corroded had decided to bring In another person to the project, Simon Fester. Although Fester Is obviously a brilliant Individual, he lacks any sort of teamwork skills and derisively says the decisions made by groups exhibit a “high level of mediocrity’. This disturbs Knowles because he eels that group participation In the meetings with all departments yields great decisions and builds camaraderie.

At a meeting between the sponsors of the research and the project heads, Fester controls the presentation and the colliding after-meeting. Knowles feels that Fester has taken control of his project and has started to look for positions at other companies. He tenders his resignation a few weeks later, surprising both Corroded and Fester. Unfortunately Corroded did not anticipate and had made plans to move Fester to another project, assuming Knowles would continue to head up the project. Now the once promising project is in shambles with no leadership.

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Diagnosis Although the relationship between Corroded and Knowles seemed strong and they talked frequently, there was still an obvious communication disconnect between regarding Fester. Knowles does not clearly state to Corroded what his misgivings about Fester are. In addition, Knowles appears not to have confidence in his abilities and basically allows Fester to run the show. Theory Knowles believes that he “happened” into his new position and feels that he had some lucky breaks in obtaining it.

Locus of control is used to explain whether or not individuals think their outcomes are controlled internally or externally (Lethal, 2011) . Knowles is exhibiting an external locus of control since he credits his ascension to his current position as a “miracle”. This coupled with the fact that he is threatened by Fester looking at his graphs, running his meetings, etc. , shows that Knowles does not think his ability (internal locus of control) had anything to do with his promotion. Prescription Corroded should make an attempt to rehire Bob back into the company.

He obviously faith In his abilities and needs Knoll’s experience to run the photon project. Corroded also needs to work with his subordinates – Including Fester – on Interactive communicating and demodulating. Fallout If Corroded Is unable to convince Knowles to return to the company, he may have to pull back Fester from his new project to run the photon project or let the latter stagnate. However, unless Fester can learn to Include team members In making decisions, the project will fall due to a lack of teamwork. References Lethal, F. 011 Advanced Organizational Behavior. : McGraw Hill. Case Study Bob Knowles By nurseryman the laboratory. Unbeknownst to Knowles, Corroded had decided to bring in another person to the project, Simon Fester. Although Fester is obviously a brilliant individual, he lacks any sort of teamwork skills and derisively says the decisions made feels that group participation in the meetings with all departments yields great decisions and builds camaraderie. Controls the presentation and the coinciding after-meeting. Knowles feels that

Fester. Unfortunately Corroded did not anticipate and had made plans to move Fester faith in his abilities and needs Knoll’s experience to run the photon project. Corroded also needs to work with his subordinates – including Fester – on interactive If Corroded is unable to convince Knowles to return to the company, he may have to stagnate. However, unless Fester can learn to include team members in making decisions, the project will fail due to a lack of teamwork. Lethal, F. (2011). Advanced Organizational Behavior. : McGraw Hill.