The self-managed work team violates which of the 4 principles and why; importanc

Question

The self-managed work team violates which of the 4 principles and why; importance of decentralization, unit of command, keeping the chain of command limited, mixing types of departmentation?

Jerrold’s approach to leadership included which of the 4 following and why; providing direction and performing management functions, influencing others and setting goals, providing direction an influence; influencing and pressuring to produce?

Jerrold’s decision to promote Fester was based upon which of the 4 following and why (i.e., provide examples); leadership traits, leadership behavior, situational factors, contingency factors?

In this organization, what were the problems?

Who was the main cause of the problem and why?

THE BOB KNOWLTON CASE10 Bob Knowlton was sitting alone in the conference room of the laboratory. The rest of the group had gone for the day. One of the secretaries, who had stopped by and talked for a while about her husband's coming induction into the army, had finally left. Bob, alone in the laboratory, slid a little further down in his chair, looking with satisfaction at the results of the first test run of the new photon unit. He liked to stay after the others had gone. His appointment as project head was still new enough to give him a deep sense of pleasure. His eyes were on the graphs before him, but in his mind he could hear Dr. Jerrold, the project head, saying again, "There's one thing about this place that you can bank on. The sky is the limit for a man who can produce!" Knowlton felt again the tingle of happiness and embarrassment. "Well, damm it," he said to himself, he had produced. He wasn't kidding anybody. He had come to the Simmons Laboratories two years ago. During a routine testing of some rejected Clanson com ponents, he had stumbled on the idea of the photon correlator, and the rest had just happened. Jerrold had been enthusiastic; a separate project had been set up for further research and development of the device, and he had gotten the job of running it. The whole sequence of events still seemed a little miraculous to Knowlton. He shrugged himself out of the reverie and bent determinedly over the sheets when he heard someone come into the room behind him. He looked up expectantly; Jerrold often stayed late himself, and now and then droppe always made the day's end especially pleasant for Bob. It wasn't Jerrold. The man who had come in was a stranger. He was tall, thin, and rather dark. He wore steel-rimmed glasses and had on a very wide leather belt with a large brass buckle The stranger smiled and introduced himself, "I'm Simon Fester. Are you Bob Knowlton?" Bob said yes, and they shook hands. "Doctor Jerrold said I might find you in. We were talking about your work, and I'm very much interested in what you are doing." Bob waved to a chair Fester didn't seem to belong in any of the standard categories of visitors: customer, visiting fireman, or stockholder. Bob pointed to the sheets on the table. "There are the preliminary results of a test we're running. We've got a new gadget by the tail and we're trying to understand it. It's not finished, but I can show you the section that we're testing. He stood up, but Fester was deep in the graphs. After a moment, he looked up with an odd grin. "These look like pl Jennings surface. I've been playing around with some autocorrelation functions of surfaces-you know that stuff Bob who had no idea what he was referring to, grinned back and nodded, and immediately felt uncomfortable. "Let me show you the monster," he said, and led the way to the work room. After Fester left, Knowlton slowly put the graphs away, feeling vaguely annoyed. Then, as if he had made a decision, he quickly locked up and took the long way out so that he would pass Jerrold's office. But the office was locked. Knowlton won- dered whether Jerrold and Fester had left together. The next morning, Knowlton dropped into Jerrold's office, mentioned that he had talked with F a minute" Jerrold said, "I want to talk to you about him. What do you think of him?" Knowlton replied truthfully that he thought Fester was very bright and probably very competent. Jerrold looked pleased. "We're taking him on, he said. "He's had a very good background in a number of laboratories, and he seems to have ideas about the problems we're tackling here." Knowlton nodded in agreement, instantly hoping that Fester would not be placed with him. "I don't know yet where he will finally land," Jerrold continued, "but he seems interested in what you are doing. I thought he might spend a lit tle time with you by way of getting started." Knowlton nodded thoughtfully. "If his interest in your work continues, you can add him to your group. "Well, he seemed to have some good ideas even without knowing exactly what we are doing," Knowl ton answered. "I hope he stays; we'd be glad to have him." Knowlton walked back to the lab with mixed feelings. He told himself that Fester would be good for the group. He was no dunce, he'd produce. Knowlton thought again of Jerrold's promise when he had promoted him: The man who produces gets ahead in this outfit." The words seemed to carry the overtones of a t hreat no That day Fester didn't appear until midaftemoon. He explained that he'd had a long lunch with Jerrold, discussing his place in the lab. "Yes," said Knowlton, "I talked with Jerry this morning about it, and we both thought you might work with us for a while.' Fester smiled in the same knowing way that he had smiled when he mentioned the Jennings surfaces. "I'd like to," he said. Knowl ton introduced Fester to the other members of the lab. Fester and Link, the mathematician of the group, hit it off well together, and spent the rest of the afternoon discussing a method of analysis of patterns that Link had been worrying over for the last month. It was 6:30 P.M. when Knowlton finally left the lab that night. He had waited almost eagerly for the end of the day to come, when they would all be gone and he could sit in the quiet rooms, relax, and think it over. Think what over?" he asked hirmself He didn't know. Shortly after 5:00 P.M., they had all gone except Fester, and what followed was almost a duel. Knowlton was an- noyed that he was being cheated out of his quiet period, and finally resentfully determined that Fester should leave first. Fester was sitting at the conference table reading, and Knowlton was sitting at the desk in the little glass-enclosed cubby that he used during the day when he needed to be undisturbed. Fester had gotten the last year's progress reports out and was

Explanation / Answer

The self-managed work team violates which of the 4 principles and why;

importance of decentralization,

unit of command,

keeping the chain of command limited,

mixing types of departmentation?

Ans: The self managed team here, violates the principle of keeping the
chain of command limited. No consultation or discussions happend before taking Fester in the team. Knowlton should have been asked in first place but Jerrold alraedy made this decison of getting Fester into the team.
When Fester started running Knowlton then the chain of command was broken.

Jerrold’s approach to leadership included which of the 4 following and why;

providing direction and performing management functions,

influencing others and setting goals,

providing direction and influence;

influencing and pressuring to produce?

Ans: Jerrold's approach to leadership included "providing direction and influence". He motivated Knowlton by saying words like "sky is the limit for a man who can produce".

Jerrold’s decision to promote Fester was based upon which of the 4 following and why (i.e., provide examples);

leadership traits,

leadership behavior,

situational factors,

contingency factors?

Ans: The right answer is 'leadership behaviour" as Fester joined the project with full confidence and started finding methods which could benefit the organization. He did a lot of analyis proactively in order to get better results.

In this organization, what were the problems?Who was the main cause of the problem and why?

Ans: The main problems here were that that Knowlton couldnt let Jerrold's know about his insecurities or tell him that he did not like. He thought it will sound weird and he also thought that Jerrold and Fester were very close so he might not get the support here. There was a communication gap.

Fester joined the group with over confidence where he was trying to prove everyone's theories wrong. Although he didnt do all that purposely as he was young, smart and enthusiastic guy so was experimenting all this. He failed to realise that he was acting rude and arrogant by doing all this.

Jerrold also failed to make Knowlton and others understand that why Fester was here or what was the duration of his tenure. He could have stopped Knowlton from leaving the organization by cleary asking him the reason to leave. Due to lack of proper communication , he lost a good employee. Here Jerrold is at fault.

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