Case Bob Knowlton

By Kaustubh Chaudhary 199 Mritunjay Pratap Singh 205 Naved Siraj 207 Nayan Jain 208 Paritosh Baisoya 210 Sachin Sharma 220 Satyendra Shukla 224 Uday Das Gupta 233

1) Perception based perspective of the following people

Dr. JERROLD Passive, gives individual freedom, democratic leadership, appreciates merits BOB KNOWLTON Very professional (sensitive to needs of team members), ethical ( would leave job rather than play politics), insecure (developed inferiority complex) SIMON FESTER- Hardworking, brilliant, enthusiastic, articulate, individualistic (not a team player)

2) Justification of Fester s action

Using the theory of stereotyping perception, he came to an opinion that the entire group followed the American emphasis on team ideas that leads to high level of mediocrity. He concluded that other group members weren t able to analyze properly (e.g. He analyzed the reports meticulously). Thus, he later used to bulldoze his ideas on everyone at every occasion.

3) Actions of Bob Knowlton and reason behind them

Yes , we would have left the laboratory The External attribution theory made Bob Knowlton perceive that his future is not bright in this laboratory deriving from the fact that Halo perception and contrast perception of Dr. Jerrold with respect to Fester might hamper his growth in the Lab.

4) Dr. Jerrold s action and justification

No , jerrold should have been more participative in the proceedings of the lab. REASONS : Did not look in the matter when instead of the project head , a team member made presentation to the investors. Overlooked the concerns of Fester regarding Davenport and Oliver. Passive approach or did not read the situation well (as project head was planning to leave the lab). Communication gap with rest of the group. We would have looked into the matter and followed a participative style of leadership and paid attention to above mentioned points .

5) Control over our perception

No, perception is largely not in our control. REASONS OF PERCEPTION

Of all above mentioned factors, only few of the factors in the perceiver can be controlled to some extent