Bob Knowlton Case Study Essay

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, â€Å"We’re taking him on [. ]†Jerrod also replied that, â€Å"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 ? months old stayed with my mother-in-law. Once we returned a year later, our kids had grown so much. However much importantly to me, my kids were calling my mother-in-law mommy and I had not prepared myself for that. In the beginning, I was very hurt as well as confused as to why my kids was calling their grandmother â€Å" mommy†, but I came to the realization that they were at that stage in life where they were just starting to talk and mommy and daddy were their first words. After about a week, I asked my mother-in-law if she wanted the kids to call her grandma or nana so they would get use to calling my husband and I mommy and daddy. Finding of Facts 2: Self-Esteem The letter that Knowlton wrote explained that he would be glad to come back later (he would only be 40 miles away) to assist if there was any problems with the past work. Recommendation/Justification Self-Esteem is defined as the extent to which an individual believes that he or she is a worthwhile and deserving individual. In Knowlton’s situation he felt that he deserved the promotion to project head because he had the knowledge, skills and ability to perform the job. However, when Fester came and started challenging the result that he and his team had determined, he lost his self-esteem as well as his self-confidence and felt as if he was worthless to Mr. Jerrod and most importantly to his team and that allowed him to make a hasty decision to leave the organization. I recommend that Knowlton fight for his position, his team and most importantly his self-esteem. I recommend that Knowlton think about the achievements and contributions that he has made to the team as well as the organization. Once Knowlton builds his self-esteem back up, I recommend that he talks with his supervisor Mr. Jerrod and express his true feeling regarding how Fester approach toward his team is being very disruptive. In the military, we are usually transferred to different duty stations every three to five years. This one particular time, I was transferred to Ft Bragg, NC and they were not aware that I was coming to be assigned to the unit. Since they were not aware that I was coming, they did not have a place for me to work so I was consider a â€Å"floater† going from section to section to help out where ever needed until they found a permanent slot for me. The first section that I worked in was the processing section. The section was running smoothly, and I was there for observation purposes only. However, the leader that I am, I could not stand by and allow the soldiers to continue to work long hours without giving suggestions that would allow them to work smarter. I saw the hesitation that they were giving so I called a meeting and explained my purpose of being in the section and also let the soldiers know that I was just there to assist. Once they realized that I was not there to take anyone’s job, and that I was there to help the section run more efficiently, the soldiers began to gravitate toward me for more suggests. After about a week, the soldiers saw the results of my suggestions and incorporated those suggestions into their daily routines in the office. The soldiers also requested that I be assigned to their section permanently without my knowledge and when it was brought to my attention I was very impressed and decided to stay in that section. Findings of Facts: Team Empowerment Bob always prided himself on the fact that the work of the lab was guided and evaluated by the group as a whole and he was fond of repeating that it was not a waste of time to include secretaries in such meetings. Recommendations/Justification: Team empowerment refers to the degree to which its members perceive the group as (1) being competent and able to accomplish work-related tasks (potency), (2) performing important and valuable tasks (meaningfulness), (3) having choice (autonomy) in how they carry out their task, and (4) experiencing a sense of importance and significance (impact) in the work performed and goals achieved. Bob was proud of the members of his team. No one thought that they were smarter than anyone else on the team; they respected each other and valued each other’s opinion. However, from the very first day that Fester arrived, he made it clear that he was not a team player. He thought that everyone should work individually on their portion of the project, come together to complete the project and that be it. Bob also stated that he valued everyone’s opinion including the secretaries. Every member of the team know that if they did not pull their weight on their particular part of the project they could depend on their team mates for assistance and again Fester was not a fan of that. I believe that Bob should have stepped in and expressed his feelings as to how he and his team worked together on everything. He should have expressed how he valued everyone’s opinion and that he was not going to let him or ever Jerrold tear them apart. If Fester still had concerns he should have taken that up with Jerrold however, it should have been a dead issue to Jerrold since Fester was not going to be in charge of the department that Bob was currently heading. At my last unit, I was the section chief for the Personnel Section. I had just completed my training about three weeks prior when another sergeant came to the section that out ranked me. When the other sergeant came, after one week of watching how my section and I conducted business she wanted to make changes. One day she just came in the office and started making changes without consulting me or our commander. When I arrived to the office and saw the changes that she had made, I asked to speak with her separately, and I respectfully told her that I didn’t appreciate her coming in and changing my section around. She began to say that the changes that she was making was how she had her section set up at her last unit and the section ran smooth once all the changes were complete. Since she outranked me, I had to tell her again, respectfully that this was not her section, and the commander had not approved any of her changes nor did he have any knowledge of any of her changes. We then went and talked with the commander and he had agreed with me that first he would make the final decision if she was going to be in charge of the section or if I was going to continue to run the section. Also, if he was going to put her in charge of the section any changes that she wanted to make still had to be approved by him first. So needless to say, she was not happy with me, however, about a month or so later we had a talk. She stated that she admired me for standing up for myself as well as my section. She then went on to apologize for trying to use her rank to intimidate me. After our discussion, we were able to work together in the section as equals.