...Thomas Green: Power, Office Policies, and a Career in Crisis What are the work styles and personalities of Thomas Green and Frank Davis? It is clear from the text that Thomas Green has some characteristics of a Machiavellian personality. For example, he has little regard for authority and structure, and prefers face-to-face interactions. Most importantly, once the ends cease to justify the means he loses motivation. This reaction is made evident when Thomas’s performance declined as a result of what he considered to be an unattainable goal. In his mind, failing to reach the goal regardless of how much he tried did not justify putting in the effort. Meanwhile, Frank Davis portrayed elements of a Proactive personality. He was constantly vying for improvement in Thomas’ behavior, pushing for better strategies to meet his ambitious projections for the next year. Instead of shying away from the challenge, Frank strived for positive change within his team in order to achieve the goals he set. How do the actions of Thomas Green differ from the expectations of Frank Davis? Green’s actions are not in line with Davis’s expectations. Davis laid out his expectations of Green from the very beginning and reinforced them during their first performance meeting and email to McDonald such as spending time to prepare for client meetings and develop supporting details for his proposals. In addition, Green openly challenged Davis’s sales projections, which Davis considers key in Green’s...
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...Work styles and personalities of Thomas and Frank Davis are poles apart. Frank is the Marketing Director and Green is freshly promoted senior marketing specialist . As we read the case study, we could observe that Frank Davis focused on sales goals where as Thomas would focus on clients and their needs. Frank depicts that with planning and great sales strategies , the sales targets would be achieved and there would be boost up in the growth of the company. However, Thomas only focuses on the ideas of the product and tries to convince how the product would generate profits. Frank's work style included presentations , spreadsheet models and market survey and data , where as Green's was approaching clients personally. Answer 2 - As observed in the case study, we could say that the actions of Thomas did differ from expectations of Frank Davis. Being the Market director , Frank expects information regarding plans and schedule of his subordinates. However, Green doesn't provide the information of schedule of his meetings with clients and meets them without any notice given to Davis. Moreover, Frank expects to receive follow ups by Green when it is requested ,yet Green doesn't level up to the expectations. Frank Davis expects everyone in the department to have a positive attitude towards sales target and achievement , but Green doesn't possess such quality and has negative attitude which is not acceptable to Davis. Answer 3 - Thomas Green joined Dynamic displays as an account...
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...discuss the case study of Thomas Green, we will discuss how Thomas made got to the position he is in and what power bases were used to try and influence him. We will further discuss how these power bases could have been used better to gain compliance from Thomas. The use of power in the case study is apparent through the actions of Thomas’ boss, Davis and the division Vice President McDonald. Thomas Green holds the position of Senior Market Specialist with Dynamic Displays, a company that provides self-service options to many different organizations. Green was promoted to this position after six months of working for Dynamic Displays. Green was selected for promotion into this position by Shannon McDonald, the Travel Division Vice President. Green reports to the Marketing Director, Frank Davis, Davis has been with Dynamic Displays for 17 years. Davis was slightly upset by McDonald promoting Green into the Senior Market Specialist position, as he believed that he would be selecting the person to be promoted. When McDonald promoted Green she informed him that she was apprehensive because of his lack of managerial experience and his new position was very different from his past sales positions. Less than a month into his new position Green attended the 2008 Budget Plan meeting presented by Davis. This was Green’s first time seeing the planning and forecasting process. In the meeting Davis presented a growth for Green’s region that he did not agree with and Green spoke up about...
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...Recommendations. Davis could have offered Green a reward system. Such as In a case study of office politics, Thomas Green of Dynamic Displays finds himself engrossed in drama as he struggles to meet the expectations of a boss whose power was superseded in his hiring. Green’s boss Frank Davis would have normally hired for Green’s position; Davis’ boss McDonald had hired Green instead. Although the case study advises the reader that McDonald warned Green that he would be in a “sticky situation” her intentions in putting him in the situation are ambiguous leaving the reader to make their own assumptions (Sasser & Beckham, 2008, p. 3). At best the reader can assume that McDonald’s agenda was to advance the company objectives and she felt that Green was the best new hire for the team although she must have known that he was not a team player. This hiring situation puts Green in an awkward position with Davis and off on a bad foot from the get go. Davis’s expectations were not only very different from what Green anticipated would be expected of him but it also seemed that Davis may have expected Green to perform better than what would have normally been expected considering the hiring circumstances. In addition to this subliminal expectation on the part of Davis, he also seemed to have a very different work style than Green. While Green wanted the freedom to be creative and go where he deemed best on any given day, Davis wanted Green to report frequently and post to his Outlook...
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...In a case study of office politics, Thomas Green of Dynamic Displays finds himself engrossed in drama as he struggles to meet the expectations of a boss whose power was superseded in his hiring. Green’s boss Frank Davis would have normally hired for Green’s position; Davis’ boss McDonald had hired Green instead. Although the case study advises the reader that McDonald warned Green that he would be in a “sticky situation” her intentions in putting him in the situation are ambiguous leaving the reader to make their own assumptions (Sasser & Beckham, 2008, p. 3). At best the reader can assume that McDonald’s agenda was to advance the company objectives and she felt that Green was the best new hire for the team although she must have known that he was not a team player. This hiring situation puts Green in an awkward position with Davis and off on a bad foot from the get go. Davis’s expectations were not only very different from what Green anticipated would be expected of him but it also seemed that Davis may have expected Green to perform better than what would have normally been expected considering the hiring circumstances. In addition to this subliminal expectation on the part of Davis, he also seemed to have a very different work style than Green. While Green wanted the freedom to be creative and go where he deemed best on any given day, Davis wanted Green to report frequently and post to his Outlook calendar whenever he changed his schedule (Sasser & Beckham, 2008...
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...Thomas Green Paper Who is Thomas Green? Thomas Green graduated from college with his Bachelors in Economics he stared his career a t Dynamic Displays as an account executive with their south west division for travel and hospitality division. Green started his career there ad showed great promise to climb the adders of the company fast. Not only was Green good at his job he was promoted at the age of only 28 to Senior Marketing Specialist only after working for less than a year with the company. Actions of Green vs. Expectations of Davis When Green took the position of Senior Marketing Specialist his directives were to identify industry trends and develop new business opportunities and also establish sales goals Sasser & Beckham (2008). Davis expected him to communicate with him on his projects and travel schedule he also wanted his presentations to be back up with market data. Green on the other hand acted independently visiting prospective clients and not following any directives given to him by Davis to ensure that he used data as well in is meeting with clients. Individual agendas of Davis and McDonald Frank Davis was not happy with the promotion of Thomas Green and to Senior Marketing Specialist as he was not someone that he would have chosen for the position as he was only with the company one year prior to his promotion. Davis felt that Green lacked the experience for the job; however his concerns were over ruled by the vice president McDonald. Davis...
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...|Critique Thomas Green’s Career Management | |Thomas Green: Power, Office Politics, and a Career in Crisis | | | |ID: 13908636 | |11/2/2014 | |This document presents the analysis of dilemmas faced by Thomas Green in his new role and offers the solutions to resolve them. | Background of the case The case describes the dilemma of a marketing manager, Thomas Green, who has rapidly been promoted to a new position, is harshly criticized by his boss. He was promoted from account executive to his new position as a senior market specialist by by-passing colleagues and getting a 50% raise. Green and his boss, Frank Davis disagrees on work styles and market projections. Green believes that the sales goals set by his boss are based on “creative accounting” and grossly overstate the current market environment. A silent conflict (cold war) develops quickly between Green and his boss...
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...2011 Case Study #3 – Thomas Green Summary: In “Thomas Green: power, office politics, and a career in Crisis”, It depicts the dilemma of Thomas Green who works in a company called Dynamic Display. After five months of working as an account executive, Green was directly promoted as the Senior Market Specialist by the vice president of the company’s travel division Shannon McDonald. However, Frank Davis, Green’s boss, did not intend to choose Green as the new senior market specialist and he is very unhappy about Green’s performance and working attitude three months after the promotion. After Green learned that his boss had been emailing McDonald regarding his concern about Green’s performance, Green was very worried about the situation and did not how he should explain his perspective to McDonald. Analysis: Although Green is willing to achieve a high selling growth for the company, he concentrated too much on achieving the goal instead of observing the surrounding situation. Moreover, Green did not have enough managerial experiences so he was not able to deal with issues based on a structural and long-term view; that's why he decided to avoid interactions with Davis instead of making improvements or rebuilding his relationship with Davis after Davis first criticized him. Their divergence in work style and personalities also contributed to the problem. For example, Davis prefers using memos or presentations when a meeting is set up, while Green would rather...
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...After reading the case study, in my opinion, the key issue regarding Thomas Green’s (TG) career crisis is the conflict with Frank Davis (FD). However there are some relevant facts that ought to be mentioned for proper understanding. Shannon McDonald (SM), Vice President at Dynamic Displays, had promoted TG from Account Executive to Senior Market Specialist for the Eastern Region. He was working in the company for a short period of time, though, despite being account executive for about 6 years in his previous work, the way he was promoted wasn’t clear and didn’t respect the office politics. Looking through the TG path to Senior Market Specialist (SMS) we observe that when an account executive is interested in joining the marketing team, the office politics says that usually first the person moves to a market specialist position where he stays for some years in the field to acquire some expertise and then becomes able to reach the status of a SMS. This proves that TG was getting an unusual opportunity, under SM “wing”, perhaps the fact of being from the same state (Georgia) and in the same college may have had some influence. On the other hand TG’s hunger for power when he became aware of a position for a SMS may also have caused him to cajole her into promoting him. At the end, SM was responsible for creating a difficult situation. Nominating TG without FD’s approval might have triggered an unhealthy working relationship. This because FD expected to chose the new SMS and he...
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...Running head: THOMAS GREEN PAPER Thomas Green Paper Cotina Taylor Grand Canyon University-LDR 610 August 15, 2012 Thomas Green Paper A person’s success in the organization not only depends on his or her personality but it is also based on how well he or she resolves conflicts. To successfully manage interpersonal relationships in the corporate world the power and influential structures have to be understood within the organization. Developing effective work relationships can cause satisfaction, high job performances and avoidable conflicts. This case study is an excellent example of how work styles and politics within the organization can result in a career crisis. Thomas Greene was promoted to a senior specialist after just six short months on the job. Greene, who was discovered in a training seminar by Vice President Shannon McDonald, promoted him to the position after a short tenure with the organization (Sasser 2008). Green and McDonald were both natives of Georgia and they both graduated from the University of Georgia (Sasser 2008). Shortly thereafter Green met the Director of Marketing and his new boss, Frank Davis. Green’s job responsibilities ranged from identifying new trends, reviewing new business prospects, and establish sales goals. Davis and Green did not see eye to eye on their very first meeting in reference to regional sales goals. Davis thought Green should be willing to take on new perspectives on a day to day basis and develop aggressive...
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...What Coastal Features are formed by waves along a section of the Palisadoes Tombolo in Kingston and Green Wall in St. Thomas, Jamaica? By Kashaun Smith School: Wolmer’s Boys School Territory: Year: 2013-2014 Table of Contents Page Title Page Number Aim of Study Location of Study Area Methodology Presentation and Analysis of Data Conclusion Bibliography Aim of Study The aim of study is to determine and describe the coastal features observed along a section of Palisadoes Tombolo and Green Wall in St. Thomas, Jamaica. Location of Study Area Methodology On Monday, May 20, 2013, the Geography Department of Wolmer’s Boys’ School organized for students to visit sections of the South East coastline of Jamaica. The locations of study were scheduled to be Palisadoes Tombolo in Kingston and Green Wall in St. Thomas. However, due to the rainy weather we only studied the features of the Palisadoes Tombolo in Kingston on the 20th of May. The materials used to carry out the observation were: notebook, pen, maps, camera, stopwatch and textbooks. At each location, the first instruction given by the teacher was to observe and take photos of the features of the area that was being studied. This helped us to understand the structure of the area and special features and processes taking place. At all the locations a stopwatch was used to time the number of waves per minute. However, the height of the waves was all estimated at the different...
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...Case Study ------------------------------------------------- Table of Contents Part 1: Case Study Review 1 Question 1: 1 Introduction 1 Analysis 1 Conclusion 3 Recommendations moving forward 3 References 4 Question 2: 5 Analysis and Recommendation 5 Conclusion 6 References 7 Part 1: Case Study Review Question 1: Why do you think current situation has arisen at Dynamic Displays? Introduction Various factors caused the emergence of power play and office politics, however, essentially it is the failure of Green to exercise effective organisation power and politics resulted in the present situation and failure to resolve it due to communication. Analysis A. Perception Lens A negative halo towards Davis was imbedded in Green when McDonald revealed Davis’s opposition to his promotion. Though there is no direct evidence of this, individual behaviours are influenced by the perception of reality rather than through objective understanding (Buchanan and Huczynski 2010). Hence probable reason Green not seeking much guidance from Davis despite McDonald’s advice. Furthermore, Green’s perception of Davis holding a personal grudge for his direct budget meeting confrontation, thus ensuing his avoidance of Davis. This eventually became the demise of Green’s career–a self-fulfilling prophecy. B. Personality Lens According to the big five trait clusters of personality, the circumstantial events suggest that Green is an extravert, which is manifested...
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...Thomas Green Paper: Power, Office Politics, and a Career in Crisis Vanessa D. Goins Grand Canyon University LDR-610-0101 Power, Politics, and Influence Brian Lahargoue July 20, 2013 Thomas Green ‘s actions as a senior market specialist was not meeting Frank Davis’s expectations A senior market specialist job is responsible for identifying industry trends, evaluating new business opportunities, and establishing sales goals(Sasser & Beckham, 2008).Shannon McDonald had hired Green because she was counting on him to do a job well done, instead he lacked the managerial experience in his job position .McDonald and Davis wanted Green to think strategically and outside of the box , but Green was only concerned with the sales target. He listened to Davis but was very doubtful of his expectations for him. Davis thought that Green would do his duties as a senior market specialist, but Green was not keeping Davis informed of his schedules, not answering his cell phone, not turning in reports, and not being able to be located of where he was supposed to be. During the meetings with Davis, Green would display a negative attitude and that was not good for the company. He felt as though that he was doing everything right and not be lacking anything, his negligence of the expected duties that Davis needed him to do was putting his job in jeopardy. The individual agendas of Davis and McDonald were to think strategically as a senior market specialist and be able to handle the different...
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...Thomas Green Paper: Power, Office Politics, and a Career in Crisis Vanessa D. Goins Grand Canyon University LDR-610-0101 Power, Politics, and Influence Brian Lahargoue July 20, 2013 Thomas Green ‘s actions as a senior market specialist was not meeting Frank Davis’s expectations A senior market specialist job is responsible for identifying industry trends, evaluating new business opportunities, and establishing sales goals(Sasser & Beckham, 2008).Shannon McDonald had hired Green because she was counting on him to do a job well done, instead he lacked the managerial experience in his job position .McDonald and Davis wanted Green to think strategically and outside of the box , but Green was only concerned with the sales target. He listened to Davis but was very doubtful of his expectations for him. Davis thought that Green would do his duties as a senior market specialist, but Green was not keeping Davis informed of his schedules, not answering his cell phone, not turning in reports, and not being able to be located of where he was supposed to be. During the meetings with Davis, Green would display a negative attitude and that was not good for the company. He felt as though that he was doing everything right and not be lacking anything, his negligence of the expected duties that Davis needed him to do was putting his job in jeopardy. The individual agendas of Davis and McDonald were to think strategically as a senior market specialist and be able to handle the different...
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...progress and development as something much less so. Negative externalities may even be making “progress” harmful. The issue, however, is that although many acknowledge the need for a new model of global development, efforts are hampered by those parties whose interests are hurt by proposed changes in worldviews. Allan E. Goodman of Georgetown University recounts the history of how the international efforts to ban the use of chlorofluorocarbons — known globally as CFCs — came about, with the resultant effort culminating with the 1987 Ozone Protocol. Evidence had long suggested that the depletions of the ozone layer some ten kilometers wide in the Earth’s atmosphere had massive implications for human health. Shocking rises in the reported cases of skin cancer correlated this thought, which was confirmed by a number of scientists who found that CFCs were a crucial factor in ozone...
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