...After reviewing the Bob Knowlton case study, many concepts that are affecting the communication skills are apparent. Different factors [age, beliefs, culture, gender] were taken in to consideration while reviewing the case. Bobs self concept tells the unique story of the case study. Bob begins his story with a positive self concept and ends with a negative one. Towards the beginning of the case Bob gains self confidence in his work knowing he is a productive worker. During the time Fester arrives and begins working, Bobs self concept fades. During the case, Bob allows Fester to take over the group meetings and even take over his primary meeting as the project head. Eventually Bobs self concept plummets to next to nothing and Bob seeks a new job. Bob let social comparison steer him on to another career path in result to his “private me” being perceived as “not good enough.” The roles of the characters of the case study affect how each and every character interacts with one another. Bob approaches Jerrold with loyal work information, however he never felt comfortable disclosing his own discomforts with Fester being present in fear of showing weakness in his position. As the group began to break up Bob confronted Oliver and Davenport to get a sense of the reason for the splitting, yet did not confront Leak due to his role as a close colleague to Fester. Social needs affect the communication within the characters of the case study. Bob Knowlton loses his sense of control over...
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...The Bob Knowlton Case Study The problem Bob Knowlton quit his job suddenly and found a better position with more salary. But, Jerrold and Fester felt shocked on Knowlton’s decision. No one knew that why Knowlton wanted to leave. • Bob Knowlton was an introvert. He did not discuss his opinions/feelings/conflicts with his teammates. • He could not become an effective leader. He could not exercise authority and control when the unity in the team was disturbed. As a result, his self-confidence in his capabilities reduced. • He lacked communication skills. He should have communicated his roles and responsibilities. • The was an alliance between Jerrold and Fester – negative impact a. This lead to the resignation of Bob Knowlton – felt threatened by Fester. b. Bob taught that Jarrod has placed in him in his department to see Bob fail in his position. c. The alliance was not only work related but personal as well. d. The alliance between Jerrold and Fester grew stronger as the problem grew bigger. • The was an alliance between Jerrold and Fester – Positive impact a. By Jerrold placing Fester in the lab his intensions was good and to see the lab grow. b. Jerrold knew that Fraser was and expert and will boost the department. c. Fester was there to perform and not to play the political game and his intensions was not to make Bob feel bad but to do his work to the best of his ability. d. Fester impressed many people both internally and externally. Mistakes by Jerrold ...
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...Final Case Study – Bob Knowlton Finding of Facts 1: Attribution Process Knowlton notified Jerrod by mail that he was leaving the laboratory because he had found a better position. Recommendation/Justification Attribution process in chapter 4 is referred to as the ways in which people come to understand the causes of their own or others’ behavior. Knowlton felt that Fester was brought in to take his position as project head. With all the questions and research analysis that Fester completed on his own, Knowlton felt betrayed since his friend and mentor Jerrod never took the time to explain to him what was happening. When Knowlton did approach Jerrod to question why Fester was there, Jerrod replied, “We’re taking him on [.]”Jerrod also replied that, “I don’t know yet where he will finally land …I thought he might spend a little time with you by way of getting started.” I believe that Knowlton should have gone back to talked to Jerrod again. Knowlton should have got his point across about the way that he and his team was feeling about Fester questions the work that he and his team had completed over the last six months and how calling his home at 2 o’clock explaining how Link’s patterning problem could be solved among other things. Jerrod could have then explained that Fester was brought in to be the project head for another department. In 1996, my husband and I were transferred to Korea for one year by the Army and our two kids that were 15 months old and 3 ½ months...
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...Research Paper Human/Computer Interaction By Robert Schooley Business Finance 320 Rick Powell Columbia College Human/Computer Interaction This paper should provide an overview of human-computer interaction. It is interesting the methods humans have been using to interact with computers, and the relationship has been on a long journey. This journey has not ended however, in fact, it continues as new designs of computers utilize new technologies. New computer systems manifest on the market ever growing, every day, and the research of the human/computer interaction has been a rapid growing field in last twenty years. The development of adaptive interfaces instead of command and action-based ones was a big enough breakthrough. However, the active interfaces instead of the passive ones, is a major step forward. The growth in the field of human/computer interaction has been related to the quality of the interaction as well as the different branching areas experienced in its history. Rather than just designing normal interfaces, in the past the differing researching branches often had multiple focuses concerning the concepts relating to multimodality. This multimodality comprises an inter-disciplinary attitude which understands the communication and the representation is not just about language. For the last ten years it was developed to answer the questions, and address the much debated changes the society undergoes...
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...Bob Knowlton Case Dennis Dougherty Bob Knowlton Case Description Bob Knowlton was promoted to project head. He was leading a diverse team in building Knowlton’s idea of a Photon Correlator. Dr. Jerrold, the lab manager, introduces a new employee to the firm and pairs Simon Fester with the group led by Knowlton. Knowlton’s confidence associated with his accomplishment soon vanishes when Fester starts to take over the project. This left Knowlton questioning his abilities and eventually leads to his resignation. Diagnosis Bob Knowlton seems to be threatened immediately after Mr. Fester joined his project. Simon Fester appears more qualified and very eager if not overeager to solve the problems of the team. Knowlton’s insecurity has grown continually as Simon Fester has excelled in his position and has brought forward innovative ideas and solved problems that were not seen as solvable previously. When the project had to be presented to investors so much of the project was orchestrated by Fester that he had to be there to answer questions about the project that Knowlton did not know. The insecurity that Knowlton had toward Fester stemmed from a comment that Dr. Jerrold had said to him several years ago, “people who produce results get ahead in this outfit”. This quote although it seemed innocuous at the time, set Knowlton up for failure when he took the quote to heart and felt like only if he was generating all the ideas could he get ahead in the company...
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...The Bob Knowlton Case Study Summary Bob Knowlton is the head of the Photon Lab when a new member, Simon Fester, was introduced to his lab. He begins to feel inferior to his new member and feels that he cannot voice his concerns to his superior, Dr. Jerold. After a period of events and insecurities, he finds a better position with more salary and takes the job immediately. Dr, Jerrold and Fester were shocked by Knowlton’s decision. The lab took a large hit as Fester went on to work on another project as planned. No one knew that Knowlton wanted to leave as he did so very suddenly citing fictional 'personal' problems. Analyze the roles of those involved The main characters in the Bob Knowlton case were: Bob Knowlton - the team leader of Photon Lab - collaborative team leader - hard working man - confidence easily wavered by insecurities - does not voice out problems Dr. Jerrold - the supervisor of Bob Knowlton and his team - has very high expectations of those working under her - not observant - no instinctual perception Simon Fester - a new comer to the company and Photon Lab - confident - aggressive - competitive - opportunist - highly intelligent - non paticipative Discuss the reasons as to why what happened happened. The bringing in the newcomer: Bob Knowlton - was threatened by the newcomer that was not properly introduced to him - Fester just showed up without warning and began looking into things Dr. Jerold - did not introduce...
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...Bob Knowlton at Simmons Securities Bob Knowlton was sitting alone in the conference room of Simmons Securities. The rest of his group had left. One of the secretaries had stopped and talked for a while about her husband's enrollment in graduate school and had finally gone home. Bob, alone on the floor, slid a little farther down in his chair, looking with satisfaction at the results of the first computer simulation of the newest Millenium derivative. He liked to stay after the others had gone. His appointment as project head was still new enough to give him a deep sense of pleasure. His eyes were on the graphs before him, but in his mind, he could hear Dr. Alan Jerrold, the director of research, saying again, "There's one thing about this place you can bank on. The sky is the limit for a person who can produce!" Knowlton felt again the tingle of happiness and embarrassment. Well, dammit, he said to himself, he had produced. He wasn't kidding anybody. He had come to Simmons Securities two years ago. While testing some proposed derivatives, he had stumbled on the idea behind the Millenium family of derivatives, and the rest just happened. Jerrold had been enthusiastic: A separate project had been set up for further research and development of these derivatives, and he had gotten the job of managing it. The whole sequence of events still seemed a little miraculous to Knowlton. He shrugged out of the reverie and bent determinedly over the sheets of paper when he heard someone come...
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...Bob Knowlton Case: 1. Diagnose and evaluate the entire problem situation. List the problems. 2. If you were in Dr. Jerrold’s position: what can you learn from the mistakes that have been made how would you go about creating the learning organisation? Devise a strategy. Summary: Some might feel Bob Knowlton acted irrational without voicing his feelings to Dr Jerrold. Some might feel that his EQ, is weak, in terms of Fester, making him feel inferior, doubt his capabilities and also allowing Fester to take over as leader in the meetings. Dr Jerrold lacked open communication and transparency therefore as a result; he lost a good employee, Bob Knowlton. Bob is a team player and believes in using each other as resources through collaboration. “Bob Knowlton calls a meeting, however Fester, voices his opinion that he is not at all averse to meetings…” Fester is not a team player, and one can assume he likes the credit and wants to be centre of attention. Fester was very sharp and competent and had solved some old problems. He felt that Fester was slowly taking over leadership. Very confident about himself and his ideas. Aggressive in his approach to solve a problem and well as put forth his ideas Problems: Organisational culture seems work orientated with little focus of interpersonal relationships and communication. No feelings are discussed openly, therefore the assumption that the team is functioning well is false. Unable to discuss his opinions/feelings/conflicts...
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...Presentation 2: Bob Knowlton Case Study Characteristics Bob Knowlton; - low self-esteem - insincere - untruthful - good leadership skill Simon Fester; - insensitive - straight forward - individualistic - intelligent Doctor Jerrold; - not an observer - ignorant Questions 1) Discuss the reasons why what happened happened. Low self-esteem; - Basically, what happened in this case is that Bob Knowlton resigned because he felt threatened by his own colleague which is Simon Fester. He felt that he can't perform his work good just because he feels that Fester is a bit more faster in getting the work done, spot some flaws and grabbing opportunities. Knowlton also tend to easily get annoyed whenever his boss, Jerrold, praises Fester on his work. The problem with Knowlton is that he has a very low self-esteem. He doubted his own abilities as a leader of a small group in that particular organization. It seems like he is the kind of person who would prefer if the boss praises him or as a group, since he is the leader. So that he'll be more motivated and enthusiastic in doing his job. I see that he is at the level where esteem and prestige is in need for him at that moment. Insensitive; - As we all know, Simon Fester is the "new guy" in that organization. There are a lot of times that we saw Bob Knowlton felt uncomfortable whenever he is around Fester. Simply because Knowlton knows the capabilities that fester can do, but of course he has his...
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...Bob Knowlton at Simmons Securities Bob Knowlton was sitting alone in the conference room of Simmons Securities. The rest of his group had left. One of the secretaries had stopped and talked for a while about her husband's enrollment in graduate school and had finally gone home. Bob, alone on the floor, slid a little farther down in his chair, looking with satisfaction at the results of the first computer simulation of the newest Millenium derivative. He liked to stay after the others had gone. His appointment as project head was still new enough to give him a deep sense of pleasure. His eyes were on the graphs before him, but in his mind, he could hear Dr. Alan Jerrold, the director of research, saying again, "There's one thing about this place you can bank on. The sky is the limit for a person who can produce!" Knowlton felt again the tingle of happiness and embarrassment. Well, dammit, he said to himself, he had produced. He wasn't kidding anybody. He had come to Simmons Securities two years ago. While testing some proposed derivatives, he had stumbled on the idea behind the Millenium family of derivatives, and the rest just happened. Jerrold had been enthusiastic: A separate project had been set up for further research and development of these derivatives, and he had gotten the job of managing it. The whole sequence of events still seemed a little miraculous to Knowlton. He shrugged out of the reverie and bent determinedly over the sheets of paper when he heard someone...
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...Case Analysis: Bob Knowlton Kristen Onkka 1. DESCRIPTION. Bob Knowlton is a successful new project head for the photon unit. Things had been going well for him under the direction of Jerrold up until a new man by the name of Fester entered the story. Fester turned out to be more capable than Knowlton had anticipated and quickly overshadowed the team. The dynamic he brought to the group distanced the team and made Knowlton feel unappreciated. In the end, Knowlton quit his job for a new one and Fester left the switched projects to become a project head. 2. DIAGNOSIS. This case demonstrates the power of groupthink. The photon unit group had been making progress but not nearly to the degree as when Fester joined the group. Fester’s way of thinking challenged group norms and helped further the project along. This case also illustrates the influence ...
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...BOB KNOWLTON Description: The case examines the actions and interactions between Bob Knowlton, project head of 2 years at a laboratory, his boss, Doctor Jerrold and a new comer to the Laboratory-Simon Fester. Diagnosis: Bob Knowlton, the project head of the Simmons Laboratory feels intimidated and undermined by the presence of Simon Fester, a fresh and bubbly newcomer who has just joined the group and slowly taken over the group. Bob also feels that his authority and everything he has worked hard on in order establish structure within the group in the past two years is being challenged and destabilized by Fester. Theory: The case examines the actions and interactions between different individuals with different Personality traits and Locus of Control. Personality means how people affect others and how they understand and view themselves, as well as pattern of inner and outer measurable traits and the person –situation interaction (Luthans, 2011). Locus of Control describes the extent to which a person believes that his or her behavior has a direct impact on the events that follow (Garson& Stanwyck 1997). Bob, who has the Agreeableness/Introvert personality trait, is co-operative, warm, caring, good-natured, courteous and trusting. Bob is also quiet, concentrating, thinks before he speaks and reflective (Luthans, 2007). He did not know how to categorize Fester from the first moment he met him and the lack of proper introduction and communication as to why Fester...
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...6.1 Study the “A Day in the Life of Yolanda Valdez” case (p. 542), and answer the three accompanying questions. 1. Team competency was one that was illustrated. Team competency includes the knowledge, skills, and ability to develop, support, and lead groups to achieve goals. Clearly, Yolanda Valdez and her team where ultimately working as a team and had goals in mind to accomplish. From the everyday operations to plans on expanding the company. I felt that the organization worked together with their knowledge and skills to get the ultimate job done. Another competency used was communication competency. Communication competency includes the knowledge, skills, and abilities to use all the models of transmitting, understand, and receiving ideas, thoughts, and feelings- verbal, listening, non-verbal, and written- for accurately transferring and exchanging information Yolanda and her team uses different forms of communication throughout their daily activities whether its verbal with meetings they have or written in the form of questionnaires they use for feedback. All the forms are necessary for ClearVision in order for them to properly keep communication going. The change competency was also present. Change com potency includes the knowledge, skills, and abilities to recognize and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures, or technologies. As the organization of ClearVision grows and expands Yolanda and the rest of...
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...Organisational Behaviour is the study of what people think, feel and do in and around organisations. It looks at employee behaviour, decisions, perceptions and emotional responses. (McShane, Olekalns, & Travaglione, 2010) Case analysis The Case revolves around the professional lives of the three main employees of Simmons Laboratories. The so-called protagonist is a person by the name of Bob Knowlton, who is the lead on one of the projects at Simmons Labs. Bob reports to Dr Katherine, another important part of Simmons Labs. The third important person in this case is Elliot Haywood. He is a new recruit into Simmons Labs and at the outset, expresses interest in joining Bob’s team. Bob Knowlton: Bob is someone who has been with the Simmons Labs for about nine years when the case is prepared. He is shown to be someone who thinks like old school scientists who believe in the trial and error method. He tests rigorously before coming to any conclusions and is meticulous about the details. He does not hesitate spending time and poring over any analysis or decision. At the same time, even after being a nine year veteran, he still seems like someone who is still finding his foothold in the firm. However, he is not very open about his inner feelings and internally hurts. Elliot Haywood: Elliot comes across as a “Type A” personality. He was always in an urgent need to complete his work and did not care if in this process he was disturbing or annoying others. In the case it is mentioned how...
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...ASSIGNMENT/ASSESSMENT ITEM COVER SHEET Student Name: FIRST NAME Family / last NAME Student Number: Email: yiuapril430@yahoo.com Course Code Course Title (Example) (Example) Campus of Study: Hong Kong (eg Callaghan, Ourimbah, Port Macquarie) Assessment Item Title: Bob Knowlton case study Due Date/Time: Tutorial Group (If applicable): Word Count (If applicable): Lecturer/Tutor Name: James Hunt Extension Granted: Yes No Granted Until: Please attach a copy of your extension approval NB: STUDENTS MAY EXPECT THAT THIS ASSIGNMENT WILL BE RETURNED WITHIN 3 WEEKS OF THE DUE DATE OF SUBMISSION I declare that this assessment item is my own work unless otherwise acknowledged and is in accordance with the University’s academic integrity policy available from the Policy Library on the web at http://www.newcastle.edu.au/policylibrary/000608.html I certify that this assessment item has not been submitted previously for academic credit in this or any other course...
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