Bob Knowlton

Case 2 BOB KNOWLTON

YUAN GAO

Bellevue University

MBA 615

Summary:

Bob Knowlton is a project leader in a Photon Lab, they met some problem but can't solve it. When they are in bottleneck, his superior Jerold introduce a new member named Simon Fester to him. And Fester start to show his ability to solve the problem which make Knowlton start to feel inferior to Fester. But his charter predestinates he can’t talk his concerns to his superior Jerold. After some insecurities, he finds a new position with better salary, so he quit immediately which shocked Jerrold and Fester, since Jerrold has decide to assign Fester to another project, and it’s difficult to find another person to take Knowlton’s place, which finally hit lab heavily.

Diagnosis:

This is a conflict between Knowlton (External locus of control) and Fester (Internal locus of control). Fester is a typical external locus of control person, he shows a greater work motivation, also he has stronger expectation that effort leads to performance, also his ability support he can exhibit higher performance on task. On the other hand, Knowlton is easy to be anxious, also cannot find too much enthusiasm on solving the problem, also his poor communication with superior finally lead to the consequence that shock the project process of lab.

Theory:

One theory can be applied to this case is locus of control. Locus of control is a relatively stable personality characteristic that describes how much personal responsibility you take for your behavior and its consequences. Locus of control has two fundamental forms which are internal and external. Internal locus control in workplace shows a greater working motivation, also has stronger expectation that effort leads to performance, they also show higher performance on task. External locus control persons tend to have less motivation for performance and tend to be more anxious.

In this case, Fester’s internal locus control lead him to successfully solve team’s problem, but on the other hand, Knowlton’s external locus let him feel inferior and anxious, since the new comer team mate can solve the problem which he, as a project leader can’t solve.

Prescription

1. Short Term: Try to bring Knowlton back to lab to solve staff shortage issue. On the other hand, let Fester take over photon project since he shows a strong ability in this section.
2. Long Term: Improve managerial feedback, let superior know what’s employees’ feeling more. Set a better responsibility assignment, don’t let project leader undertake too much. Before assign project leader, evaluate his or her character to judge whether this person is fit for a leader.

Fallout

Knowlton’s resignation will disturb Jerrold’s plan for project, if he reject to comeback and Jerrold can’t find new leader to take Knowlton’s place, it could be difficult for lab to finish new project.

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