BOB KNOWLTON

CASE STUDY
PRESENTED BY:
Y R Chandra Sekhar Varma 260
D. Srinivas Teja 217
Mahesh Kundrapu 226
K. Raj shekar 225
Anirudha Bhagchi 206
Udayaditya Dwivedi 278
Nihal H 220
Manfred Cardin 228
BOB KNOWLTON

Collaborative Team Leader

Hard Working Man

Confidence easily wavered by insecurities

Does not voice out

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
SIMON FESTER

A new comer to the company

Brilliant
Confident
Aggressive
Better prepared
Opportunist
Non-Participative
ORGANIZATIONAL CHARACTERISTICS

Effective Sharing of Goals

Work group
High Employee Morale
Open system
Leadership
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.
 IF I WERE DR. JERROLD,

If I were Dr. Jerrold,

I would have been more actively involved in the activities of

the team.
PERCEPTUAL ERRORS
Festers 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
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
THANK YOU