Bob Knowlton Case

Bob Knowlton

Findings of Fact #1:

The first findings of fact I would like to address is the acknowledgement process of Bob Knowlton's departure from Simmons Laboratories along with his letter to come back later to assist if there were any problems with the past work.

Recommendation #1:

My first recommendation is the way Bob left the company and how irrational his decision to leave the company was. The book expands on the attribution process. This process focuses on the way in which people come to terms and understand the causes of others' behaviors or even their own. Bob's own beliefs caused him to leave his position and all he worked for. There many issue that need to be addressed and fixed in this situation. Personal and work environment stress is very much present

If Dr. Jerrold had considered Bob Knowlton's personality and communicated his intentions when hiring Fester, the story would have been very different from the beginning. However, a departure like Bob's was very vital. Notifying a superior out have nowhere of pursuing a new job was unprofessional. Not only did he lose his job environment, but the cohesive research lab group he created, along with lots of research and findings. Bob should have notified Jerrold earlier on of his thoughts so he could have worked something out. If Bob had a higher self-esteem he could have communicated his previous thoughts of the new employee, Fester, to Jerrold. A recent employee of mine is no longer available to work for me. If I would have concerned my issue of his importance before the end of the season he may have resorted to a less permanent job so he could return in the spring.

Fact of Finding #2:

The second fact of finding was the issue was the reduction in team cohesiveness. This was very important to all of the members of Bob's groups. Things changed when Fester was brought into the picture.

Recommendations #2:

The second fact of finding I would like to touch on is the reduction in team cohesiveness. The major problem for the loss in team cohesiveness was the breakage in culture. All of the members were very used to working cohesively with one another. When Fester joined the team, he contributed a different work method. Fester preferred and insisted on working on problems by himself. This worked well for him; however, others in the group didn't conform as well to his method. What needed to be implemented in this group was a specific status structure. One of the main focuses in this specific status structure could be preventing employee turnover, which was very present with Fester. Another recommendation would have been working with Fester. When Fester started implying his ideas and his methodologies he broke the culture of the group. By doing so, he created a very big mess. Now, if Fester would have been confront by his actions and asked by Jerrod, Bob, or even his team members to focus on working as a team member, this may have helped the problem. Addressing problems are not easy, but not acknowledging them is even worse. By making Fester aware of his actions and how the other members feel, he may have changed his action to better suit the rest of the group. Being open to diversity and a more open communication