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. Addressing problems are not easy, but not acknowledging them is even worse. 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. When Fester started implying his ideas and his methodologies he broke the culture of the group. Another recommendation would have been working with Fester. One of the main focuses in this specific status structure could be preventing employee turnover, which was very present with Fester. What needed to be implemented in this group was a specific status structure. This worked well for him however, others in the group didnt conform as well to his method. Fester preferred and insisted on working on problems by himself. When Fester joined the team, he contributed a different work method. All of the members were very used to working cohesively with one another. The major problem for the loss in team cohesiveness was the breakage in culture. The second fact of finding I would like to touch on is the reduction in team cohesiveness. Things changed when Fester was brought into the picture. This was very important to all of the members of Bobs groups. Fester is very talented and expert in his job. Brief Introduction about what happened: - Bob Knowlton, which is the leader for the photon lab that work successfully starts feeling insecure since Fester joining the company. Discuss the reasons why what happened happened. The second fact of finding was the issue was the reduction in team cohesiveness. Presentation 2: Case Questions (Bob Knowlton) 1. 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. A recent employee of mine is no longer available to work for me. If Bob had a higher self-esteem he could have communicated his previous thoughts of the new employee, Fester, to Jerrold. Bob should have notified Jerrold earlier on of his thoughts so he could have worked something out.
Not only did he lose his job environment, but the cohesive research lab group he created, along with lots of research and findings. Notifying a superior out have nowhere of pursuing a new job was unprofessional. However, a departure like Bobs was very vital.
Jerrold had considered Bob Knowltons personality and communicated his intentions when hiring Fester, the story would have been very different from the beginning. Personal and work environment stress is very much present There many issue that need to be addressed and fixed in this situation. Bobs own beliefs caused him to leave his position and all he worked for. This process focuses on the way in which people come to terms and understand the causes of others behaviors or even their own.
The book expands on the attribution process. My first recommendation is the way Bob left the company and how irrational his decision to leave the company was. The first findings of fact I would like to address is the acknowledgement process of Bob Knowltons departure from Simmons Laboratories along with his letter to come back later to assist if there were any problems with the past work.
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