BOB KNOWLTON
•Download as PPTX, PDF•
3 likes•3,007 views
Bob Knowlton is a collaborative team leader whose confidence is easily wavered by insecurities. A new employee, Simon Fester, joins the team and proves to be more aggressive and better prepared than Bob, threatening Bob's position and making him feel insecure. As Simon receives more attention, tensions rise in the team. The team's director, Dr. Jerrold, is not attentive and fails to intervene as the situation deteriorates. This case examines the issues caused by Simon's entry, the perceptual errors of Bob and Simon, and how communication and involvement could have mitigated the problems.
Report
Share
Report
Share
Recommended
Bob knowlton case analysis
This document analyzes a case involving Bob Knowlton, Simon Fester, and Dr. Alan Jerrold. Bob was the collaborative team leader whose confidence was easily wavered. Simon was a new, arrogant employee who lacked team participation. Dr. Jerrold failed to properly introduce Simon or communicate about changes. Problems arose due to a lack of introduction for Simon, poor communication from Dr. Jerrold, and Simon's individualistic approach. Better communication and involvement from all could have improved the situation.
Bob knowlton case
Bob Knowlton is the head of the Millenium derivatives project at Simmons Securities. A new employee, Simon Fester, joins the group after impressing Dr. Jerrold with his knowledge of complex securities. Knowlton is initially wary of Fester but comes to appreciate his intelligence and ideas. Fester dives deeply into analyzing the group's past work and late one night excitedly calls Knowlton with a breakthrough insight that could improve their research approach.
case study analysis hp and compaq
The merger between HP and Compaq in 2002 was one of the largest in IT history at $25 billion. While management argued it would improve innovation, leadership, and financial benefits through scale, critics argued the integration risks were substantial and HP's strategic position may not improve. After the merger completed, HP struggled for years to integrate the companies and realize the projected synergies.
Rob Parson At Morgan Stanley
Feedback is important for self-improvement and growth. It allows individuals to understand how their actions are perceived by others and make adjustments to maximize their strengths and minimize weaknesses. At Morgan Stanley, feedback is an important part of the performance review process to help employees enhance their skills and value.
Managing up
Grace should understand that Landon is her manager, not her employee. She needs to involve Landon by asking for his input on ideas instead of going over his head. Grace also needs to understand Landon's perspective and priorities instead of just focusing on her own goals. A plan for Grace includes speaking to HR, counseling, and open meetings with Landon to resolve issues respectfully. Training may help both Grace and Landon on managing conflicts and perspectives. As a last resort, Grace could transfer departments to gain new experiences.
SG Cowen New Recruits
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Organization design - Fashion or fit
This document discusses organizational design and the importance of fitting an organization's structure to its context. It outlines five basic organizational configurations: simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. Each configuration aligns with different environmental contexts in terms of stability, complexity, and other factors. The key message is that an organization's effectiveness depends on coherence between its structure and context, not on assuming all organizations have the same design.
Jindi enterprises case study analysis
Jindi Enterprises is a Chinese company founded in 1997 by Ma Rui that manufactures heat exchanger units and HVAC systems. It has grown significantly but now faces challenges, including the resignation of its sales manager Zhou Xun, who joined a competitor. The document discusses four candidates to replace Zhou as sales manager and analyze the pros and cons of each. It ultimately decides that Qian Cheng is the best choice due to his engineering knowledge, managerial experience from previous roles, and industry connections that will help distribute costs and benefits across stakeholders.
Recommended
Bob knowlton case analysis
This document analyzes a case involving Bob Knowlton, Simon Fester, and Dr. Alan Jerrold. Bob was the collaborative team leader whose confidence was easily wavered. Simon was a new, arrogant employee who lacked team participation. Dr. Jerrold failed to properly introduce Simon or communicate about changes. Problems arose due to a lack of introduction for Simon, poor communication from Dr. Jerrold, and Simon's individualistic approach. Better communication and involvement from all could have improved the situation.
Bob knowlton case
Bob Knowlton is the head of the Millenium derivatives project at Simmons Securities. A new employee, Simon Fester, joins the group after impressing Dr. Jerrold with his knowledge of complex securities. Knowlton is initially wary of Fester but comes to appreciate his intelligence and ideas. Fester dives deeply into analyzing the group's past work and late one night excitedly calls Knowlton with a breakthrough insight that could improve their research approach.
case study analysis hp and compaq
The merger between HP and Compaq in 2002 was one of the largest in IT history at $25 billion. While management argued it would improve innovation, leadership, and financial benefits through scale, critics argued the integration risks were substantial and HP's strategic position may not improve. After the merger completed, HP struggled for years to integrate the companies and realize the projected synergies.
Rob Parson At Morgan Stanley
Feedback is important for self-improvement and growth. It allows individuals to understand how their actions are perceived by others and make adjustments to maximize their strengths and minimize weaknesses. At Morgan Stanley, feedback is an important part of the performance review process to help employees enhance their skills and value.
Managing up
Grace should understand that Landon is her manager, not her employee. She needs to involve Landon by asking for his input on ideas instead of going over his head. Grace also needs to understand Landon's perspective and priorities instead of just focusing on her own goals. A plan for Grace includes speaking to HR, counseling, and open meetings with Landon to resolve issues respectfully. Training may help both Grace and Landon on managing conflicts and perspectives. As a last resort, Grace could transfer departments to gain new experiences.
SG Cowen New Recruits
This document provides a case study and agenda for SG Cowen's recruitment process of new candidates. SG Cowen focuses on recruiting from top business schools to find loyal, committed candidates with strong cultural fits. They also consider candidates from other top universities and former associates. The selection process involves on-campus interviews and assessments at "Super Saturday" events. While this process allows for collective decision making, it could be improved with online testing and multiple interview phases to reduce bias. The document analyzes four candidate profiles and considers their strengths and weaknesses for the role.
Organization design - Fashion or fit
This document discusses organizational design and the importance of fitting an organization's structure to its context. It outlines five basic organizational configurations: simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. Each configuration aligns with different environmental contexts in terms of stability, complexity, and other factors. The key message is that an organization's effectiveness depends on coherence between its structure and context, not on assuming all organizations have the same design.
Jindi enterprises case study analysis
Jindi Enterprises is a Chinese company founded in 1997 by Ma Rui that manufactures heat exchanger units and HVAC systems. It has grown significantly but now faces challenges, including the resignation of its sales manager Zhou Xun, who joined a competitor. The document discusses four candidates to replace Zhou as sales manager and analyze the pros and cons of each. It ultimately decides that Qian Cheng is the best choice due to his engineering knowledge, managerial experience from previous roles, and industry connections that will help distribute costs and benefits across stakeholders.
Nucor Case Anlaysis
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Vitality Health Enterprise Performance Management
This document summarizes the history and growth of Vitality Health Enterprises, a nutraceutical company founded in 1987. It discusses Vitality's expansion over the decades through acquisitions, IPOs, and growing to over 7,000 employees with global headquarters. However, more recent years saw stagnant growth due to economic conditions. The document then outlines Vitality's current performance management system and identifies issues such as lack of training, unsatisfied research employees, and quarterly performance reviews not being conducted. It proposes solutions like different review schemes for different roles and conducting quarterly reviews.
Bayonne packaging Case Study Analysis
Bayonne Packaging is a specialty packaging company experiencing delivery delays and quality issues leading to financial losses. Their computerized scheduling system is not being followed properly. Various work centers are underutilized and experiencing high set-up times. Rush orders by the owner's family member disrupt the schedule. Implementing recommendations like prioritizing orders, improving maintenance, increasing capacity, and introducing an ERP system could help address these issues.
Nitish@solutions unlimited
This case study examines interpersonal issues within Solutions Unlimited, an organization lacking a clear structure and defined roles. The document introduces the main characters and analyzes the situation, identifying individual, group, and organizational problems. These include a gullible protagonist, an authoritarian manager, and easily offended coworkers. Factionalism has led to bitterness among employees. The organization lacks senior leadership and clear policies. To resolve the issues, the document recommends establishing a formal structure, filling key roles, improving interpersonal skills through training, increasing transparency in hiring, and encouraging team bonding activities.
Jabong: Balancing the Demads of Customers and Suppliers
This document discusses Jabong, an Indian e-commerce fashion retailer, and its relationship with supplier Puma. It summarizes Jabong's history, business model, growth strategies, and customer base. In 2014, Puma introduced new brand guidelines restricting discounts on core products. This impacted Jabong's sales and customer acquisition. The document analyzes options like continuing with core products, requesting exclusive product ranges, or moving Puma to a marketplace model to balance customer and supplier demands.
Krishna Rubber Company
This document summarizes a case analysis for Krishna Rubber Com. (KRC), a major tire manufacturer that has seen declining market share. Regional Sales Manager Ronit was sent to revive sales in the North Zone. He exiled Chandigarh Sales Executive Ramandeep (RD) to Rajasthan. Ronit reexamined the decision in solitude. Key considerations were arresting the drop in market share, expanding the dealer network, reducing days outstanding, salesperson performance reviews, RD's loyalty and career stage, and impact on salesforce morale. Analysis showed RD's sales targets and achievements falling while others improved. It was decided RD failed to adapt to market changes, but the document recommends rethinking the decision due to
Ipremier case
- The iPremier company experienced a 75-minute distributed denial of service (DDoS) attack early one morning when traffic to their website was minimal. Few employees were aware of the source or extent of the attacks.
- The initial response was considered appropriate as personnel like the CEO and legal counsel avoided rash decisions that could have further harmed the company. However, the company was deficient in several operating procedures for responding to attacks.
- To prepare for future attacks, the company should purchase additional storage for logging data, update emergency procedures, employ more security personnel, and improve network defenses and monitoring. Failure to address deficiencies could result in loss of customer data, lawsuits, and major public relations issues for
Recruitment of a star
RSH, an investment banking firm, needs to replace its top semiconductor analyst Peter Thompson who resigned. Stephen Connor must decide whether to promote Peter's junior analyst Rina Shea internally or hire an outside candidate. Several candidates are considered including Gerald Baum, David Hughes, Sonia Meetha, Seth Horkum, and Rina Shea. Each candidate is evaluated based on their experience, skills, reputation, and fit with RSH's culture.
Colgate Palmolive- Salary Offer Case Study
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
Bayonne packaging final ppt
This document provides an overview of the operations of Bayonne Packaging, a small growing job shop manufacturing company. It describes their production process, which begins with design and quoting and involves composition, sheeting, printing, die cutting, folding and gluing. It notes several key problems Bayonne is facing: 20% of orders are now late compared to 5% previously, 6% of products are defective, and profits are down 7.2%. The Heidelberg press is operating at over 100% capacity utilization and is a bottleneck. Recommendations are provided to improve speed, dependability, cost and flexibility metrics through measures like reducing rush orders, implementing ERP, and incentivizing bulk orders.
Nucor Case Analysis
Nucor operates steel mills, steel products facilities, and raw materials businesses. It is North America's largest recycler of scrap steel, which is its primary raw material. Nucor has grown significantly since the 1960s under Ken Iverson's leadership and later through strategic acquisitions and new plant development. Today it remains highly decentralized with plant managers making most operating decisions as profit centers.
MediSys Corp- Case Study
MediSys Corp is developing a new patient monitoring system called Intenscare to be launched in August 2009. The $20.5 million Intenscare project faces complications that could risk the company's financials if not resolved. The Intenscare team is experiencing conflicts between priorities of marketing, production, software development, and regulations. The case study recommends that senior leadership get more involved to align goals, address conflicts directly, and conduct team goal setting to help the Intenscare project succeed.
Perils and Pitfalls - B6.pptx
The document summarizes challenges facing a clothing store manager in implementing changes at the store. It outlines issues such as a declining customer base due to external factors, lack of promotion of internal staff, and inadequate involvement of the experienced store team. An alternative change strategy is proposed that emphasizes building trust with the team, using a participatory leadership style, addressing the root causes of conflicts, and seeking advice from mentors before implementing changes.
Morning Star Case Study
The document discusses self-management at The Morning Star company. It was started in 1970 and believes in self-management rather than a traditional hierarchy. Employees have a CLOU (Colleague Letter of Understanding) that outlines their responsibilities and goals. However, issues arose with a lack of accountability, coordination, skills development and compensation decisions. The proposal suggests addressing these through premium pay for top performers, improving the compensation evaluation process, and adding both minimum fixed pay and variable premium pay. Self-management works best with peer accountability and initiative from all colleagues.
Peak Stealing Technologies
This document provides an overview of Peak Sealing Technologies (PST), a packaging tape manufacturer. PST faces a dilemma regarding whether to extend its product line to include lower-quality, cheaper tapes like its competitors offer. PST currently focuses on premium tapes using patented adhesive technologies. Some executives suggest adding economy tapes, but the CEO wants analysis from PST's K2 tape product manager Emma Taylor on how to avoid the threat from competitors' economy products without compromising PST's quality focus.
Morgan stanley case
The case talk about the two imp. people of the organization. There is very interesting facts in the case, which helps to take decisions in future.
EIS what we learned team2
1. The team was tasked with introducing an Executive Information System (EIS) to increase performance at Teleswitches LTD, but initially faced resistance from the CEO.
2. The team developed a strategy to first analyze managers' personalities and convince top managers to approve the EIS, who would then lead adoption within their teams.
3. The team had to adapt their strategy after misunderstanding the company's hierarchy and key actors, and they worked to gain support from influential people and understand the culture better.
Mind tree:A community of communities
Mind Tree is an international IT consulting and services company headquartered in India and New Jersey. It operates through two units and was founded in 1999. Mind Tree has over 15 offices globally and focuses on product engineering and IT services. The company emphasizes a culture-led approach and places significant importance on its values, with culture comprising 40% of employee appraisals. Mind Tree utilizes various knowledge management practices like communities of practice, a knowledge portal called Konnect, and a holistic approach involving people, organizations and their interfaces to effectively manage knowledge.
Littlefield Simulation
The Blue team purchased additional machines to eliminate bottlenecks and increase production capacity. They took on debt to quickly process a backlog of over 100 jobs. The team determined re-order quantities based on cash on hand, historical demand, and minimizing inventory levels while maintaining high probability of meeting demand. Re-order points were set using statistical analysis of demand and a goal of 99% probability of meeting an arrival rate of 18 jobs per day. The end strategy focused on being risk averse while maximizing profit by experimenting with lower inventory levels that reduced shipment costs and inventory holding losses.
RFID at Metro Group
Metro Group, German's leading retailer, aims to optimize its supply chain performance with RFID. The initial results are satisfactory, and right now the company arrives at a new question: Expand the already-proven pallet tagging, or increase the granularity with case-level tagging?
More Related Content
What's hot
Nucor Case Anlaysis
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Vitality Health Enterprise Performance Management
This document summarizes the history and growth of Vitality Health Enterprises, a nutraceutical company founded in 1987. It discusses Vitality's expansion over the decades through acquisitions, IPOs, and growing to over 7,000 employees with global headquarters. However, more recent years saw stagnant growth due to economic conditions. The document then outlines Vitality's current performance management system and identifies issues such as lack of training, unsatisfied research employees, and quarterly performance reviews not being conducted. It proposes solutions like different review schemes for different roles and conducting quarterly reviews.
Bayonne packaging Case Study Analysis
Bayonne Packaging is a specialty packaging company experiencing delivery delays and quality issues leading to financial losses. Their computerized scheduling system is not being followed properly. Various work centers are underutilized and experiencing high set-up times. Rush orders by the owner's family member disrupt the schedule. Implementing recommendations like prioritizing orders, improving maintenance, increasing capacity, and introducing an ERP system could help address these issues.
Nitish@solutions unlimited
This case study examines interpersonal issues within Solutions Unlimited, an organization lacking a clear structure and defined roles. The document introduces the main characters and analyzes the situation, identifying individual, group, and organizational problems. These include a gullible protagonist, an authoritarian manager, and easily offended coworkers. Factionalism has led to bitterness among employees. The organization lacks senior leadership and clear policies. To resolve the issues, the document recommends establishing a formal structure, filling key roles, improving interpersonal skills through training, increasing transparency in hiring, and encouraging team bonding activities.
Jabong: Balancing the Demads of Customers and Suppliers
This document discusses Jabong, an Indian e-commerce fashion retailer, and its relationship with supplier Puma. It summarizes Jabong's history, business model, growth strategies, and customer base. In 2014, Puma introduced new brand guidelines restricting discounts on core products. This impacted Jabong's sales and customer acquisition. The document analyzes options like continuing with core products, requesting exclusive product ranges, or moving Puma to a marketplace model to balance customer and supplier demands.
Krishna Rubber Company
This document summarizes a case analysis for Krishna Rubber Com. (KRC), a major tire manufacturer that has seen declining market share. Regional Sales Manager Ronit was sent to revive sales in the North Zone. He exiled Chandigarh Sales Executive Ramandeep (RD) to Rajasthan. Ronit reexamined the decision in solitude. Key considerations were arresting the drop in market share, expanding the dealer network, reducing days outstanding, salesperson performance reviews, RD's loyalty and career stage, and impact on salesforce morale. Analysis showed RD's sales targets and achievements falling while others improved. It was decided RD failed to adapt to market changes, but the document recommends rethinking the decision due to
Ipremier case
- The iPremier company experienced a 75-minute distributed denial of service (DDoS) attack early one morning when traffic to their website was minimal. Few employees were aware of the source or extent of the attacks.
- The initial response was considered appropriate as personnel like the CEO and legal counsel avoided rash decisions that could have further harmed the company. However, the company was deficient in several operating procedures for responding to attacks.
- To prepare for future attacks, the company should purchase additional storage for logging data, update emergency procedures, employ more security personnel, and improve network defenses and monitoring. Failure to address deficiencies could result in loss of customer data, lawsuits, and major public relations issues for
Recruitment of a star
RSH, an investment banking firm, needs to replace its top semiconductor analyst Peter Thompson who resigned. Stephen Connor must decide whether to promote Peter's junior analyst Rina Shea internally or hire an outside candidate. Several candidates are considered including Gerald Baum, David Hughes, Sonia Meetha, Seth Horkum, and Rina Shea. Each candidate is evaluated based on their experience, skills, reputation, and fit with RSH's culture.
Colgate Palmolive- Salary Offer Case Study
The case study is about the Head of Compensation- Aditya Singh regarding the dilemma to determine the salary/ pay scale of 5 shortlisted candidates based on their respective skill sets, qualification and prior experiences in Sri City Plant Tamil Nadu.
Considering various challenges and issues in the Plant, selecting the job-fit candidates and motivating as well retaining them is also important.
Bayonne packaging final ppt
This document provides an overview of the operations of Bayonne Packaging, a small growing job shop manufacturing company. It describes their production process, which begins with design and quoting and involves composition, sheeting, printing, die cutting, folding and gluing. It notes several key problems Bayonne is facing: 20% of orders are now late compared to 5% previously, 6% of products are defective, and profits are down 7.2%. The Heidelberg press is operating at over 100% capacity utilization and is a bottleneck. Recommendations are provided to improve speed, dependability, cost and flexibility metrics through measures like reducing rush orders, implementing ERP, and incentivizing bulk orders.
Nucor Case Analysis
Nucor operates steel mills, steel products facilities, and raw materials businesses. It is North America's largest recycler of scrap steel, which is its primary raw material. Nucor has grown significantly since the 1960s under Ken Iverson's leadership and later through strategic acquisitions and new plant development. Today it remains highly decentralized with plant managers making most operating decisions as profit centers.
MediSys Corp- Case Study
MediSys Corp is developing a new patient monitoring system called Intenscare to be launched in August 2009. The $20.5 million Intenscare project faces complications that could risk the company's financials if not resolved. The Intenscare team is experiencing conflicts between priorities of marketing, production, software development, and regulations. The case study recommends that senior leadership get more involved to align goals, address conflicts directly, and conduct team goal setting to help the Intenscare project succeed.
Perils and Pitfalls - B6.pptx
The document summarizes challenges facing a clothing store manager in implementing changes at the store. It outlines issues such as a declining customer base due to external factors, lack of promotion of internal staff, and inadequate involvement of the experienced store team. An alternative change strategy is proposed that emphasizes building trust with the team, using a participatory leadership style, addressing the root causes of conflicts, and seeking advice from mentors before implementing changes.
Morning Star Case Study
The document discusses self-management at The Morning Star company. It was started in 1970 and believes in self-management rather than a traditional hierarchy. Employees have a CLOU (Colleague Letter of Understanding) that outlines their responsibilities and goals. However, issues arose with a lack of accountability, coordination, skills development and compensation decisions. The proposal suggests addressing these through premium pay for top performers, improving the compensation evaluation process, and adding both minimum fixed pay and variable premium pay. Self-management works best with peer accountability and initiative from all colleagues.
Peak Stealing Technologies
This document provides an overview of Peak Sealing Technologies (PST), a packaging tape manufacturer. PST faces a dilemma regarding whether to extend its product line to include lower-quality, cheaper tapes like its competitors offer. PST currently focuses on premium tapes using patented adhesive technologies. Some executives suggest adding economy tapes, but the CEO wants analysis from PST's K2 tape product manager Emma Taylor on how to avoid the threat from competitors' economy products without compromising PST's quality focus.
Morgan stanley case
The case talk about the two imp. people of the organization. There is very interesting facts in the case, which helps to take decisions in future.
EIS what we learned team2
1. The team was tasked with introducing an Executive Information System (EIS) to increase performance at Teleswitches LTD, but initially faced resistance from the CEO.
2. The team developed a strategy to first analyze managers' personalities and convince top managers to approve the EIS, who would then lead adoption within their teams.
3. The team had to adapt their strategy after misunderstanding the company's hierarchy and key actors, and they worked to gain support from influential people and understand the culture better.
Mind tree:A community of communities
Mind Tree is an international IT consulting and services company headquartered in India and New Jersey. It operates through two units and was founded in 1999. Mind Tree has over 15 offices globally and focuses on product engineering and IT services. The company emphasizes a culture-led approach and places significant importance on its values, with culture comprising 40% of employee appraisals. Mind Tree utilizes various knowledge management practices like communities of practice, a knowledge portal called Konnect, and a holistic approach involving people, organizations and their interfaces to effectively manage knowledge.
Littlefield Simulation
The Blue team purchased additional machines to eliminate bottlenecks and increase production capacity. They took on debt to quickly process a backlog of over 100 jobs. The team determined re-order quantities based on cash on hand, historical demand, and minimizing inventory levels while maintaining high probability of meeting demand. Re-order points were set using statistical analysis of demand and a goal of 99% probability of meeting an arrival rate of 18 jobs per day. The end strategy focused on being risk averse while maximizing profit by experimenting with lower inventory levels that reduced shipment costs and inventory holding losses.
RFID at Metro Group
Metro Group, German's leading retailer, aims to optimize its supply chain performance with RFID. The initial results are satisfactory, and right now the company arrives at a new question: Expand the already-proven pallet tagging, or increase the granularity with case-level tagging?
What's hot (20)
Jabong: Balancing the Demads of Customers and Suppliers
Jabong: Balancing the Demads of Customers and Suppliers
BOB KNOWLTON
- 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