1 Running Head: BOB KNOWLTON CASE ANALYSIS
Bob Knowlton Case Analysis Advanced Organizational Behavior Rachelle Brott Bellevue University
2 Description The story is primarily about two characters, Bob Knowlton and Simon Fester. Knowlton held a managerial position at Simmons Laboratories, and Fester was a new addition to the company. Lester was interested in Knowlton’s research; therefore, he was temporarily added to the team until the company could decide where to place him permanently. From the beginning, Knowlton was intimidated by Lester’s knowledge, because he felt it would hinder his future success at Simmons Laboratories. Knowlton knew Lester was not conforming to the team, but never addressed the problems. In the end, Knowlton suddenly left the company, because he accepted a position with a different company. Diagnosis The problem in this situation was that Knowlton never addressed his concerns about Lester. Knowlton’s boss, Jerrold, was overly excited to have Lester join the team and showed some favoritism towards him after he was hired. Knowlton was expecting to move up with Simmons Laboratories, and was threatened by Lester’s knowledge. Lester brought a new perspective to the team, but he also did not present his ideas in a compelling manner. Knowlton was aware of the strain Lester was causing the team, but he did not communicate the problems to Jerrold or Lester. The tension became uncomfortable for everyone, and eventually grew until Knowlton decided to leave the company. Theory
3 The case deals with the theories of motivation and leadership (Buenger, 2006). Knowlton was motivated by the potential to progress with the company. He knew he would be rewarded for the research in his laboratory. When Lester entered the equation, Knowlton was threatened and feared he would take over. Jerrold was not clear about his plans for Lester, and Knowlton did not communicate his concerns. Once a new dynamic was added to the team, Knowlton did not adjust to the situation. In stead using Lester’s knowledge to promote the team, Knowlton gave up and resigned. The final meeting would have been a good chance for Knowlton to stand out to his superiors, and potentially be promoted. Lester did not have the best communication skills and did not know how to adapt to a team environment. Lester, although he was brilliant, and Knowlton both lacked interpersonal skills. It is not possible to be a successful manager without strong interpersonal skills (Buhler, 2005). Prescription In this situation, I would suggest that Jerrold call Knowlton to discuss his decision. Knowlton might not be open to speaking about the situation, but it would open the lines of communication. Knowlton felt unsecure in his position to the point where he felt he needed to leave. A more long-term solution would be for Jerrold to communicate with his managers more often, and resist showing favoritism among employees. Jerrold should have invited Knowlton to attend the meetings and lunches he had with Lester. Then, Knowlton would have felt like he was still in charge of his team. Fallout
4 If these suggestions do not work in the future, I would suggest that Jerrold include a third party in all hiring decisions. Sometimes, it is best to have a second opinion. This would ensure that Jerrold was not biased towards anyone, and he could discuss a course of action before adding a new person to the team. References Buenger, V. (2006). Organizational behavior 1: Essential theories of motivation and leadership. Personnel Psychology, 59(3), 757-759. Retrieved from http://ezproxy.bellevue.edu:80/login?url=http://search.proquest.com/docview/ 220149567?accountid=28125 Buhler, P. M. (2005). Interpersonal skills. SuperVision, 66(7), 20-22. Retrieved from http://ezproxy.bellevue.edu:80/login?url=http://search.proquest.com/docview/ 195599262?accountid=28125S Luthans, F. (2011). Organizational behavior (12d ed.). New York: McGrawHill.
