Wednesday, February 27, 2019
Bob Knowlton Essay
1. DESCRIPTIONThis fictitious character is about a work team that worked together effectively, bonded well and felt comfort fitting virtually each other. All until another person ( suppurate) came into the company who had much noesis that the leader of the group (Knowlton), make a form of intimidation causing Knowlton to resign, and the group to be without a leader.2. DIAGNOSIS.The main problem in this case was the lack of confidence Knowlton developed due to a new part to the company who had more experience to bring to the table. Knowlton was impressed by discharges approach to the group- analyzed reports, defined the flaws in the group, and new ways to address things. In addition the group was uncomfortable with the amount of knowledge eject obtained causing lack in work performance- not able to speak out their thoughts/opinion, act with hesitation, and less team meetings. Basically Fester interfered with their normal routine.THEORYThe theory behind all of this was Fester was supposed(a) to be partnered up with Knowlton to get an ideal of his work. However, due to propinquity which Luthans describes as individuals affiliate with one another because of partial or geographical propinquity Fester got involved by reviewing previous report, leading him to raise concerns and questions (2011). Furthermore, harmonize to Newcombs balance theory of group formation, Fester and Knowlton did not redeem similar attitudes to common objects and goals of the group causing a mishap to connect.Moreover, with Fester pointing out good ideas that would have actually helped the group, the group didnt fatality to make that effort to try to take that new approach and was liberal to deviate. Luthans describes this as the punctuated equilibrium model, groups form in a first contour in which a target or mission is set and because argon not altered very easily due to a process called inertia, or systematic resistance to change (2011). Lastly Knowlton present poor leade rship skill by leaving the group preferably than trying to stick it out.4. PRESCRIPTIONShort term resolutions Would be to figure the group a new leader. Long term resolutions Would be for Knowlton to affirm his flaws as a leader. He hasself-efficacy up until the point that somebody obtains more knowledge. Knowlton needs to realize that there will always be someone who know more. Furthermore the group needs to learn to adapt to change and no how to step out of their comfort zones- change up their process, vex for more.5. FALLOUTFor Knowlton, if doesnt change his ways he will never be a successful leader and instead a failure (quitter) A true leader does not back down or quit without a fight. Furthermore, if the group dont realize that things are bound to change, then they too will never find an craft that they are happy with- businesses are growing and change is part of it.ReferencesLuthans, F., (2011).Advanced institution Behavior MBA 633. McGraw-Hill Learning Solutions.