...Thomas Green: Power, Office Politics and a Career in Crisis As the marketing director, one of Frank’s duties is to increase sales in all regions that report to him. Frank called a meeting, and during this meeting he explained that he needs his entire senior marketing specialist team to increase sales in their region by 10 percent. One of Frank’s senior marketing specialists, Thomas, didn’t enthusiastically support Frank’s sales forecast and voiced his displeasure out loud in front of everyone at the meeting. Furthermore, Frank would not have selected Thomas for the senior marketing specialist position because he only has five months of experience as a market specialist. Thomas was given the senior marketing specialist position out of favoritism from the Travel Division Vice President, Shannon McDonald. The working style of Frank and Thomas are on opposite sides of the spectrum that it is causing problems in the work place; Frank is well organized, detail oriented, proactive, and looks at the big picture. Thomas on the other hand, focuses on sales, is not conscientious, and just concentrates on the task at hand. As a result of these two different working styles, Frank and Thomas do not see eye to eye on how to work cohesively to carry out the task of increasing sales by 10 percent. In Frank’s memos to the Travel Division Vice President Shannon McDonald, he highlights Thomas’s working style and personality which are causing a rift between both of them. Frank mentions that when...
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...Short answer question:- 1) When the stakes are very high and we have too many variables, it is very unlikely that one person will know and can comprehend all the details about all the variables. A group of knowledgeable people or experts of involved variables can help to bring up much perspective about the present situation, which could have been impossible if one person was taking decision. a. One of the positive outcomes of the team decision is that all the team members are committed to the goal and everybody tries hard to achieve the goal, leading to a higher probability of success. Moreover at some point of time when one person in the team is at the breaking point, others come in and encourage him to hang in there, this helps to achieve his personal success as well as team success. It is like many people helping you to achieve your goal, once we all have the same goal. b. One of the most common pitfalls of the team decision making is that there could be too many voices and team goes on discussing and are not able to reach consensus. Personally I noticed it too much in our leadership Odyssey. In absence of one person to call for final decision, every individual in team is only trying to prove his/her point and final outcome is something which none of the team members wanted. 2) There are many things organizations do to nurture creativity, I would like to quote two which I have experienced and has worked. a. “Hire people who make you uncomfortable or even those who...
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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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...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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...Thomas Green Case Assignment Due June 10, 2012 Q1: Playing the role of Shannon McDonald, Thomas Green’s boss’ boss, prepare three sets of notes that you would take into the following meetings: 1) A meeting that you called with Frank Davis. The notes should include concerns you have about Frank’s management of Thomas as well as questions addressed to Davis about Davis’ view of Thomas. You can include an initial statement followed by observations, recommendations, and questions in you meeting notes. Supporting data from the case may be used . a. I understand your frustration and appreciate the enthusiasm and effort you put in the company. b. What do you think about Thomas Green? c. How is he different from the other market specialist? d. I was hoping that Thomas would bring new perspective and idea to the group. e. Base on the complexity of the market, how long do you think the project/strategy should take? f. How did you response to his “negative” response in the Budget Plan meeting? Do you think Thomas can accomplish the goal by himself? What guidance did you give to Thomas? I believe as a leader you can definitely guide Thomas in accomplishing the goal. g. Instead of you showing him the presentation, you could gather your team members and ask them to simulation a customer meeting/presentation. Let Thomas put himself in customers’ shoes and evaluate the presentation. h. Coming from a sales background, Thomas builds a strong customer relationship...
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...Introduction This is a case about Thomas Green, a 28 year guy, who was recruited in Dynamic Displays as an account executive got promoted to senior marketing specialist within few months was finding difficulty in adjusting with immediate boss Frank Davis. The conflict between the two now had reached its limit affecting the enthusiasm of Thomas Green and can result in termination of Green. This case throws light on role of politics, dynamics of the power and importance of communication within an organization. Company's Background Dynamic Displays was founded in 1990 as a provider of self-service options to banks via Automated Teller Machines (ATMs). In 1994, Dynamic Displays launched a new division at the Travel and Hospitality Industry, and developed their first self-service check-in kiosk for Discover Airlines. These kiosks not only reduced costs but also improved customer service, shortened passenger wait times, and provided valuable information to these travelers. But now due to web check-in facility is kiosk is facing a danger of lacking behind. Current scenario /Problem The main problem is that Davis and Green both believe that they have the power to perform their job better than the other. Lack of proactive action taken by McDonald as she never the mail regarding Green's performance seriously. Davis want of maintaining the power distance was also one of the problems. Highly individualistic nature of both Green and Davis. Role of Key Players Shannon...
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...THOMAS GREEN PAPER CIERA JACKSON GRAND CANYON UNIVERSITY: LDR-610 PROFESSOR BRIAN GAHAN APRIL 2, 2014 Personal power can be changing behaviors, habits, and personal traits. Some people may think personal power comes from within. When you have the desire to change something about yourself that will benefit you in the long term then you possess a personal power. When you have influence over others and it comes from the person and not from the position that they hold within a company or organization that is real personal power. In the Thomas Green Article there are different types of power that people hold and distinguish. Naturally work etiquette comes with development and finding what works effectively for a company. Generally Green’s work technique does not side with Frank Davis approach and measures. For instance; Thomas doesn’t follow up with Frank on his outlook with his sales appointments with his clients. Green doesn’t take into consideration when he receives orders and essential information. In reality Thomas Green has unsuitable work ethic and behavior for his new position. Frank has a pessimistic approach when it comes to the vision of his team and organization. Work ethic is very vital especially when you are in a new role or position. Setting goals and expectations have to be coherent and must be realistic. Thomas Green is the type of person who is bright and ambitious...
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...Date – 13th July , 2015 To, Mr. Thomas Green Senior Marketing Specialist Display Dynamics. Subject: Recommendation to improve the crisis situation between Mr. Green and Frank Davis Dear Mr. Green, Please find an attached report on the recommendations to ameliorate the crisis situation between you and Frank Davis. The recommendations have been made after incisive analysis of the circumstances and their affect on the existing situation. Apposite suggestions have been offered after analysing the pros and cons of each option depending on their viability. I believe a little alignment in the working style as per the expectations of Mr. Frank Davis would help in creating a status quo. Best regards, Adrian Bale, Royce and Mathers Consultancy Encl. 1) Executive Summary 2) Detailed Report Table of contents Executive summary……………………………………………………………………….4 Problem analysis.........................................................................................................5 Problem statement………………………………………………………………………..6 Prioritized criteria………………………………………………………………………...6 Options…………………………………………………………………………………...6 Evaluation of options…………………………………………………………………….7,8,9 Recommendation…………………………………………………………………………10 Action plan……………………………………………………………………………….10 Contingency plan………………………………………………………………………...11 Executive Summary: In March, 2007 Thomas Green was recruited by Dynamic Displays for an account executive...
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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: Power, Office Politics, and a Career in Crisis Grand Canyon University LDR- 610 Thomas Green: Power, Office Politics, and a Career in Crisis It is often difficult for a new person to learn and perform at a new position. This could not be further from the truth for Thomas Green who after just six short months was promoted to senior market specialist. While Green was highly motivated he didn’t quite meet the expectations of Frank Davis whose position he had taken over. While both men have their own individual ways of working they need to implement their powers cohesively to ensure success. Actions and expectations Green who started off as an account executive quickly impressed division vice president Shannon McDonald and Mary Jacobs by obtaining a contract for one of the largest airline carriers. Shortly after meeting with McDonald, Green was promoted to senior market specialist. Green was eager to learn. However, didn’t take the advice of his marketing director Frank Davis to provide clients with market data and new market strategies. Not only did Green not follow Davis’s request he openly challenged him at a meeting with potential clients. Davis and McDonald expected Green to keep him informed, up to date and wanted him to “think outside the box and develop strategies to capture aggressive growth.” However, Green did not handle the transition phase well. Green did not meet with Davis and or Mc Donald. Green had his biased views of Davis. He was over confident...
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...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 by his aggressiveness in getting himself noticed and campaigning for his promotion; as well as his preference for face-to-face interactions with his clients. Davis, on the other hand portrayed a more conscientious characteristic; self-disciplined, acts...
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...EXECUTIVE SUMMARY After working for five months as an account executive, Thomas Green was directly promoted as the Senior Market Specialist by the vice president of the company, Shannon McDonald, because of immense potential exhibited by him. However, Frank Davis, Green’s boss, did not intend to choose Green as the new senior market specialist. Green and Davis disagreed on work styles and market projections. Green believed that the sales goals set by Davis are based on "creative accounting" and he grossly overstated the existing market environment. A mood of silent conflict developed quickly between them. Davis was very unhappy about Green’s performance and working attitude even after three months of his promotion. Green was concerned that Davis was building a case to fire him. Green, after learning that Davis had sent a mail to McDonald regarding his performance, was very worried about the situation and did not know how he should explain his perspective to McDonald. In order to salvage his professional carrier, Green could either compromise by changing his work style and working in conformity with Davis’ requirements or escalate to McDonald the problems and concerns faced by him and prove his point with credible data. We recommend that Green should choose to compromise as he was appointed as senior market specialist despite being less experienced. He was also under heavy financial burden. In order to become a successful manager, he should learn to deal with this kind of situations...
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...Thomas Green Case Analysis Xia, Luyao 39973591 Bai, Crystal Green’s performance as the new Senior Market Specialist was filled with pros and cons. Green’s ambition and determination in wanting “more than an account executive position” was inspiring. When he saw his opportunity in advancement, Green “aggressively campaigned to be considered for this position” (C 2-3). Even after Green’s promotion, he continuingly worked hard to impress McDonald’s, “living up to [her] expectations” by traveling to meet with clients and dedicating time to create new ideas (C 6). However, all of Green’s ambition and determination was blinded and guided by quick-to-feet judgments and idealistic optimism. Green’s incompetence to deliver to Davis’ standards during the first and second work evaluation, and his fall-out on unable to present to clients the hard data were all part of his downfall in performance. These downfalls in performance can be explained by failure in leadership, unprofessionalism, mal decision-making, unawareness in work environments, and misunderstandings from all three main characters in this case. Green should stay in Dynamic Display and amend his actions to go further. The Division Vice President, Shannon McDonald in this case has presented various leadership mistakes. First, she made a common perceptual bias mistake called Similar-to-me effect (OB 80). McDonald was quick to jump into conclusion that Green is a great candidate for the Senior Market Specialist position...
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...Discuss the differences in work styles, personalities, and expectations of Green and Davis. 1. Thomas Greens work style was more that of a salesman than a manager. Green was ambitious, but he was mainly focused on achieving the highest sales number possible, which is good, but there is more required for the position he was promoted to. Green’s style reflected more on achieving short term goals, but Davis was more concerned with the long term view of things. This is where they contrasted the most. Davis is very organized and structured. When dealing with customers, Davis likes to have all the numbers and detailed information written in an organized format in front of him, as where Green liked to deal more in face to face talk with clients. Green also seemed to lack the communication skills that Davis thought was really important. 2. Analyze Green’s job performance to date. To me I agree with Davis’s view on Greens performance. He was not doing a great job at his new position. This new position was different than his old but Green was still working like he had his old position. Green was responsible for “identifying industry trends, evaluating new business opportunities, and establishing sales goals, as well as developing general market and specific client strategies. One of the first things McDonald said to Green when promoting him was that she wanted him to seek out the guidance of other more seasoned managers to help make up for his lack of management experience...
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...career success. No matter what profession you are in, it’s important to be able to lead, manage and get along with your colleagues. Thomas Green seems like he is fully self aware of what he wants to achieve in life. It also seems like he was trying to find balance between is personal life and work life and wasn’t doing very well. When he decided he wants to take up the promotion from beinf an account executive to a senior market specialist Dynamic Displays, he wasn’t fully aware of what the demand of the position is. He decided to take up the job intuitively. Form the article it is evident that green did not have enough managerial skills to be promoted to the position of a senior market specialist. B. In terms of career management, what has Green done well and not so well? Although Green knew he had little experience, he knew how to put his network and personal connections with Shannon McDonald to good use. He made multiple trips to Shannon McDonald at headquarters and outlined the client opportunities he saw and his strategies for acquiring the client base. In no time he acquired a advance position of a senior market specialist at Dynamic Displays. Green knew right from the start that he lacked the managerial skills to be successful in the position of a senior market specialist, which McDonald pointed out. McDonald even advised that Green should take help from his seniors to improve on his skills but its evident from...
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