![]() ![]() This problem became more and more complicated as Fester started to challenge the workflow Knowlton created, taking his overconfident attitude a bit too far and even diminishing other workers’ contributions. Knowlton’s insecurity and low self-esteem did not allow him to voice his concerns to his boss, he was left brooding on the issue, with Fester’s outstanding productivity overshadowing his deeds. The conflict of personalities is clear between Fester and Knowlton, and this is what triggers the major problem Knowlton faced. Simon Fester can be described as a very bright, talented, and confident, but abrasive and arrogant person. Jerrod, Bob Knowlton, and the research group added fuel to the fire, as Jerrod failed to properly introduce the newcomer as well as describe his plans for Fester. The problems with communication between Dr. However, those words turned into seeds of doubt when Knowlton realized that his new colleague Simon Fester can produce better than him. Jerrod took deep roots in Knowlton’s mind when he said that “The sky is the limit for a man who can produce” (Hellriegel and Slocum, 547). With the introduction of Simon Fester, Knowlton’s growing self-doubts resulted in his job resignation and stagnated the progress of the research. Knowlton can be described as a team-focused leader, which could prove helpful in achieving long-term goals, but, in the end, his insecurities negated all the results of his team-building efforts. ![]() The following paper analyzes the behavior of Bob Knowlton, his encounter with a difficult organizational issue, how he dealt with it, and what factors influenced his decision. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |