It is 9 a.m. and Bob is sitting at his desk staring out at the flight line over a stack of papers that represent last week's "to do" file. The receptionist is holding his calls, and he has postponed two afternoon appointments. He is wondering when and where his career took a wrong turn. He remembers the first day he started as a flight instructor.

Although inexperienced and nervous, he survived those early years and worked his way up to flight department manager. A glance at Bob's office reveals impressive training certificates, several complimentary letters from customers, and commendations from FAA and NATA. More recently, Bob won the company "Excellence in Man agement" award. Bob has always been a team player, and is becoming increasingly frustrated because the other managers are not.

1. Why does Bob feel unappreciated by the other managers? If Bob's personal goal is to improve his relationshipbuilding skills within his peer group, how can John adjust his dominant style and accommodate Bob's need to grow?

2. How can both managers work on joint projects and be productive while accommodating each other's career needs.
3. Effective "team building" requires each team participant to accept the teams' goals and objectives and take ownership for the results— good, bad, or indifferent. Do you agree? Why?
4. Why is it necessary for the general manager to perform a comprehensive review of the motives and goals of each manager? Can senior management tolerate different management styles (like those of Bob and John)
and still meet department and company goals?