1. BOB KNOWLTON
CASE STUDY
PRESENTED BY:
SHREYA CHANDRA

2. BOB KNOWLTON
 Collaborative Team Leader
 Hard Working Man
 Confidence easily wavered by insecurities
 Does not voice out

3. DR. JERROLD
 The Director of Research & Supervisor of Bob
Knowlton Team
 Has very high expectations of those working under
him
 Not attentive
 Not a good motivator

4. SIMON FESTER
 A new comer to the company
 Brilliant
 Confident
 Aggressive
 Better prepared
 Opportunist
 Non-Participative

5. ORGANIZATIONAL CHARACTERISTICS
 Effective Sharing of Goals
 Work group
 High Employee Morale
 Open system
 Leadership

6. THE ISSUES THAT LED TO A
PROBLEM IN THIS CASE:
 The entry of a new comer, Simon Fester in the organisation.
 Threat to Bob Knowlton as Simon Fester soon proved to be
more capable.
 Bob Knowlton soon started to feel insecure cause of Simon
Fester who was receiving too much attention.
 Everyone started to feel uncomfortable and the team started
falling apart.
 No one in the team bothered to step in when Simon Fester
was misusing his authority that the situation got out of hand.

7. IF I WERE DR.
JERROLD,
If I were Dr. Jerrold,
 I would have been more actively involved in the activities
of the team.

8. PERCEPTUAL ERRORS
 Fester’s perception that Knowlton is inefficient
 Fester perception that he can handle the processes
alone without ant team participation
 Bob Knowlton thinking evaluating himself
 Bob Knowlton perceived that Jerrold wants to
appoint his duties to Fester(because of their private
meetings)
 Both of them perceived each other in wrongful way
and evaluated themselves incorrectly

9. WHAT COULD HAVE BEEN DONE
BETTER
BOB KNOWLTON
 Focusing on his own strengths
 Identifying his own areas
 Considering speaking to his supervisor
DR. JERROLD
 Utilization of interpersonal communication skills
 Involvement with the meetings

10. THANK
YOU