Bob Knowlton Case
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ScribdTranslationsBob Knowlton Case
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ScribdTranslationsCASE OF BOB KNOWLTON
3D DIAGNOSTIC MODEL DEPATRICK
WILLIAMS
Technological subsystem
It is a laboratory where the newly appointed head of staff interacts.
with others.
Human subsystem
Bob was good, he had the best intentions but the basis of his
knowledge is empirical, showed little leadership and management of the system
this made him vulnerable to an evaluation or alliance with another person.
The lack of communication and scarce trust from Bob towards his manager, Dr.
Jerrold, they prevented him from transmitting his viewpoints and feedback about the
new arrival.
Administrative Subsystem
It was a disorganized company, which is why there were no lines or parameters for the
growth, it was all for learning, that made leadership not be
strengthened, one had to learn the procedures along the way, that is why
Fester is included to work with Bob and he assumes a leadership role.
immediate way because it is prepared not only in practice but in
knowledge.
Environment Subsystem
Bob should face the problem instead of fleeing to another company where
You will probably find the same situation and similar people.
Bob should gain confidence in himself and in 'believing' the position he occupies.
You have to speak clearly to Jerrold, recognizing Fester's worth but
also asking for help to correct the lack of interpersonal skills
of Fester, for the good of the team and the project.
2. DEVELOP A PLAN FOR INTERVENTION AND IMPLEMENTATION
The three lack communication skills. Each one develops from
individual form without looking at the common goal of the project. "You are not
"technical." It discusses the skills that the manager must possess and from
then the three lack
WEAKNESSES:
1st Uncertain
2nd Little Experience in Team Management
3rd Indecisive
4th Manipulable
5th Without Leadership
CONSEQUENCES:
He is not comfortable with himself.
2nd Fear of what his boss will say.
3rd Loss of respect and leadership from your team.
4th Mediocre Chief.
DECISIONS TO MAKE:
1st Speak frankly with your boss.
Recommend Fester for another position that does not involve teamwork.
3rd Place the position at your disposal.
Fester showed great technical knowledge and interest in Bob's work. When
contrary to what one might think, Knowlton perceived this proactivity as
a threat to their job stability. The lack of communication and scarce
Bob's trust in his manager, Dr. Jerrold, prevented him from transmitting.
his viewpoints and feedback on the new arrival. Given that Jerrold had
high expectations of Fester, Knowlton was afraid to express his opinion about
this one. On the contrary, every time Jerrold praised him, he nodded and endorsed his
words, even at the expense of their own professional projection. Fester, a
a very individualistic person, did not support teamwork, arguing
that led to mediocrity. He wanted to work and solve problems.
individually. He underestimated a large part of the group, which caused a
immediate defensive/negative reaction from those involved, destroying the already
the scarce team spirit that existed in the group led by Bob Knowlton. With
the arrival of Fester, Knowlton had to carry out a reassignment of clear roles
for each one, complementary roles that drive towards a synergy of
team, where everyone is compelled to interact, trust the rest and
they provoke a balance between the most experienced (Fester, Link, and him) and the others.
The possible alternatives that remain are:
Bob's resignation, to evade all problems and seek new ones.
challenges.
2- Let Bob talk to Jerrold and explain the negative effect that it is
causing Fester and asking him to be assigned to another team or job, so
eliminate the problem (Simon Fester) from your area.
3- That Bob seeks help to address his leadership deficiencies and
to be able to identify your problems as a leader and those of your team. From this
way, to be able to follow the following steps:
I. Show Jerrold the current situation of the group, its objectives for him.
and your team, seek their support and complicity in the action plan that
it is proposed in the following points.
II. Talk to Fester, let him see his tremendous qualities, but
also their areas of opportunity. Take advantage of their 'inertia' and desire
to highlight, to make it part of the problem, in order to achieve its
commitment to improving the internal environment. Commit your
collaboration in maximizing team participation, making it part
of their professional objectives, in favor of the results and the
coexistence.
III. Maintain and respect team meetings, committing to the
participation of everyone in each one, not just as attendees, but that
also as part of the discussions.
IV. Assign clear roles, with objectives as a team, by position and person.
These must be real and quantifiable. The third alternative, although
It conditions that Knowlton seeks a way to overcome a deficiency.
personal (their deficient leadership) is the recommended strategy. The
the background of the reading does not make the option of firing feasible.
Fester, on the contrary, has great potential and can undoubtedly be
a contribution, but it needs a clear direction and guidance. The steps
described in the third proposal are closing the basic gaps
described in the diagnosis and, in turn, help Bob Knowlton to
develop their leadership qualities and validate themselves by their team.
3. Recommend a leadership style
Two types of leadership are recommended.
Participative or democratic leadership
Although the democratic leader is the one who makes the final decision, the
participative or democratic leaders invite other team members
to contribute to the decision-making process. This not only increases
satisfaction from work but also helps develop skills.
Team members feel in control of their own destiny so
they are motivated to work hard, more than for areward
economic.
Since democratic participation takes time, this approach can
it takes a long time but often a good result is achieved. This
leadership style can be adopted when teamwork is essential
team and when quality is more important than speed or
theproductivity.
Transformational leadership
Transformational leaders are considered the true leaders.
by the majority of leadership theorists. They inspire their teams in
permanent form and transmit their enthusiasm to the team. In turn
these leaders need to feel supported only by certain employees. It is
an emotional back and forth. That is why many organizations have
to work both with transformational leadership and with
leadership transactional.
Transactional leaders (or managers) ensure that the routine is
carry out appropriately, while the transformational
look for new initiatives and add value.