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Essay / Research Paper Abstract
This business case study discusses how laboratory group leader Bob Knowlton behaved when a "better" man was hired for his group; and how Knowlton's behavior fits into Rotter's theory of locus of control.
Page Count:
5 pages (~225 words per page)
File: D0_MTknowlt.rtf
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Unformatted sample text from the term paper:
the position was more due to a miracle than to his own skills and intelligence. The problem with this thinking, however, was that when someone more brilliant and driven arrived
in Knowltons group, Knowlton ultimately reacted in a way that not only impacted his own career, but the direction of the company for which he worked.
The case of Bob Knowlton is one that is ideal to examine from several levels. First it demonstrates how different working styles can negatively impact
an office environment - and even a working relationship. Second, and even more importantly, this case study offers an interesting example of Julian Rotters theory of locus of control, which
focuses on whether a person is reinforced internally or externally. Given the problems that Bob Knowlton faced with a rival person entered his "territory," Knowlton could be considered externally motivated,
rather than internally driven. This paper will discuss Knowltons feelings throughout the period of Festers presence, how Knowlton used defense mechanisms to deflect his own discomfort, and how Rotters theory
could be used to analyze Knowltons behavior. The overall problem that faced Knowlton when Fester joined his team was that of jealousy
of the other mans brilliance and accomplishments. Knowlton wondered, in the back of his mind, if Fester had been brought in to replace him, rather than to aid him. Jealousy,
however, is typically a result of feelings of inferiority - people who are comfortable with themselves, their skills and their places in life generally dont have the time or emotional
energy to be jealous of another persons situation. Another problem that Knowlton faced was insecurity. Although Knowlton had been promoted to his position as project head, although he was valued
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