A conflict is made up by many little things.
Situation 1: During the first meet up, Fester showed his talented skill on the analyze of the results. However, Knowlton had no idea what Fester was referring to. Knowlton started feeling uncomfortable about Fester's action.
Situation 2: During the discussion in between Dr. Jerrold and Knowlton, Dr. Jerrold kept praising Fester was good. Knowlton recalled again of Dr. Jerrold’s promise when he had promoted him – “the man who produces gets ahead in this outfit.” Knowlton started to worry Fester’s ability which is stronger and smarter than him. He knew one day this person will replace his position in the organization.
Situation 3: Fester called Knowlton regarding that he might solve the problem at 2 in the morning without any excuses. It made Knowlton feel unhappy and uncomfortable because Knowlton think that although you were love to work and wanted to show your contribution to the work, however you must have the balance between work and life.
Situation 4: During the routine meeting, the way that Fester analyzed problem was really typical of group thinking and made it difficult for a listener to dissent. The situation slowly started to show that Fester has taken over Knowlton’s leader position.
Situation 5: The conceptual in between Knowlton and Fester is totally different. Teamwork VS Individual effort.
Situation 6: Fester dominated the presentation during the special meeting with sponsors.
The End: At the end, Knowlton felt unhappy and began to look for other job elsewhere. He left the organization with a letter to notice Dr. Jerrold.
2. Consider the personalities involved, especially those of Knowlton and Fester, and the organizational characteristics.
Bob Knowlton: baby boomers
- Slow career development
He works at Simmons Laboratories for two years and then was just being appointed as a project head.
- Traditional, old and resist improving himself
In this case, he had no idea what Fester was referring to, however he just grinned back and nodded, and jealous of Fester instead of asking for more information.
- Follow instruction no matter how dislike he is
He was wishing that Fester would not be placed with him, however when Dr. Jerrold decided to put Fester in Knowlton's group, he totally changed his perception.
- Had various experiences in the organization. No matter how he dislikes the person, he would not point out the person's negative side in front of the top management because he knew top management will be impressed of the person's contribution.
He felt unhappy with the attitude and behavior that Fester did, however he still praised Fester to Dr. Jerrold and others during the cocktail period.
- Loved to work as a team
It was a necessity for his work. Working as a team able to keep the group together and helped the weaker members to catch up quickly.
Simon Fester: Generation X
- Alert the importance of social networking
He is in good relationship with Dr. Jerrold.
- Weak in managing the relationship with team members and group leader (self-centered)
Fester did not come into office, the reason he explained was he had a long lunch with Dr. Jerrold. From the manager's point of view, Fester was over seniority.
- Bright and had a very good background in number of laboratories
Fester will leave an organization if there are no opportunities.
- Goal-achiever
He would worked over time and took the reports with him after work because he was interested on the job.
- Leadership skill and group thinker
He was able to lead and manage the group members to think in a more organized and logical way than Knowlton.
- Dislike work as a team
He always be keeps quiet and did not pay attention during group meeting. It was such a waste that a group meeting should be well prepared by individual effort and not for the purposes of informing the group of the progress of its members only.
Organization Characteristics: Human Behavior Theories
- Emphasizes the interaction of individuals, their motivations and their influence on organizational events.
- This approach which increases in communication participation throughout the organization is very much encouraged.
- Direct contact of the responsible people concerned
Like Dr. Jerrold, he will contact the responsible people directly instead of passing by the project head.
- Know their employees
Knowlton was clear of every employees' position and ability although his or her position was low. He wanted everyone to be alert of the process of the project and helped each other.
- Rules and management styles are depends on the head
Fester disagree the concept of "group meeting" from Knowlton, he still attend the meeting.
- Continuing process
The meeting was a necessary basis for everyone within the lab.
3. Imagine yourself in the position of Dr. Jerrold at the end of the case, reflecting back over the events. Is there anything you could have done, on the basis of what you knew or could have known at the time that would have led to a more favorable outcome? State your reasoning.
- He should make the line clear in between him and Fester because private conversation may lead to uncomfortable and misunderstands.
Dr. Jerrold should not have a meeting with Fester personally. He should involve Knowlton in the meeting because Knowlton was the group leader of the team.
- He must be fair to everyone.
Fester was still new in the organization and he was not at the administrative level of those who were invited. He should not be invited to the meeting although he contributed to the project.
- He should maintains relationship and communication with project head.
Dr. Jerrold had already decided to place Fester in charge of another project that was going to be set up very soon, however he did not inform Knowlton of this decision.
Knowlton felt his position started to be taken over by Fester, therefore he left the lab.
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