First of all, Green should have met with Davis as soon as his promotion became effective instead of using the first week to review some old sales numbers.
More importantly, Green made another and more serious mistake in the Budget Plan meeting just one month after he assumed his new position. Get Full Essay Get access to this section to get all help you need with your essay and educational issues.
Instead of utilizing visual presentation, Green focused more on a personal approach to selling rather than showing graphs or charts.
Get Access Thomas Green: Therefore, when he faced to the target number that Davis proposing, he demonstrates a negative attitude.
And after meeting with Davis, Green should have spent more time to explore the expectations and goals of his boss, the job itself, and his relations with other members of the division.
He should admit that it is very unfortunate there is miscommunication between him and Davis, but he can assure her that he will do whatever is necessary to resolve the problems succeed in his position, and not let her be disappointed.
Beside, he most thought he is under the wing of Shannon McDonald who permits his promotion, so he behaved less positive than before. Harvard Business School Publishing. He showed perceptual defense, in which he blocked out bad news a as a coping mechanism.
Therefore, Green need to resolve the conflicts in a timely fashion as he does not have many options right now. But Davis could not show any negative emotions toward McDonald who was his boss. Unlike Frank Davis, who was organized and relied heavily on hard data, like charts and written documents, in his works and expected Green to do the same, Thomas Green often worked on a flexible schedule of his own and independently.
Green could potentially be one of her asset and help her to move to the top of Dynamic Displays in the future. Although Green seemed to yield to the criticism of Davis, he actually avoided interaction with Davis whenever possible after the October 15 meeting.
A person who would help him, listen to his instructions and potentially make his job easier and successful. In addition, Shannon McDonald also had legitimate, reward and coercive power over both Green and Davis.
Then all three of them should meeting together and finalize a resolution. Green was first recruited by Dynamic Displays as an account executive in March and quickly got the attention of the senior executives due to his impressive work performance.
And this countervailing power in the form of information was also another source of conflict between Green and Davis.
Since McDonald had taken Green under her wing, she probably wanted to Green be one of her allies in the company as part of her network building.
So Green should write McDonald a detailed memo as soon as possible and try to keep it as factual and objective as possible. He should also send out an email to Davis, reassuring him that he is very regrettable about the situation and will make any necessary adjustments needed as he promised before.
In addition to the rocky relationship resulting from this incident, conflicts and discontent continued to build between Green and Davis. He should start organize and regularly update his Outlook, and document his ideas and market strategies, and then present them to Davis, showing Davis that he is indeed working hard and very enthusiastic.
After sending out his statement to McDonald, Green should set up a meeting with her to discuss the current situation and restate his promises to correct his mistakes and make changes. And this time, Davis did not copy Green in his email to McDonald, but Green got a copy of the email from interoffice mail.
Although Green had less legitimate power and influence than both Davis and McDonald, he had a kind of countervailing power to Davis.
As the direct boss of Thomas Green, Frank Davis had legitimate, reward and probably coercive power over Green.
As Green was still very young and ambitious, he possessed a strong need for achievement and a very different mental model from that of Frank Davis. In addition, I would also recommend Green to start clarifying his role perceptions and meeting the expectations and needs of Frank Davis as those outlined in the emails and their meetings.
The main mistake he made is obviously. If I were Thomas Green, I would first map out and then begin build my network of relationships, identifying whom I depend on and who is depend on me on the first day of my work. Power, Office Politics, and a Career in Crisis Thomas Green is obviously a bright and ambitions account executive preciously, but he is short of managerial experience.
Unlike Davis, McDonald also possessed referent power to Green, as they graduated from the same school and had a great connection. First of all, Green needs to make the conflict constructive, rather than a relationship conflict.
However, as Davis reported to McDonald, Thomas need to improve his personal approach, such as email updates and fancy presentations, in order to be politic and show how effectively his work is. In this case, he failed to prove to his boss that he was working effectively. Also, since Green is still a novice in the company and quite inexperienced in his position while Davis is a year of veteran with Dynamic Displays, no matter how much McDonald liked Green, she would probably be more inclined to side with Davis if things get really bad.
In addition to work styles, job performance and expectations, power and influence also played important roles in Thomas Green case. And than, he can he should adjust his attitude to Davis, meanwhile, talk to Davis, and make a detailed plan of his work to him.Case study of Dynamic Display describes’ the effects of office politics on the relationship between workers and their superiors.
Green an employee who gets a. Thomas Green: Power, Office Politics, and a Career in Crisis Thomas Green is obviously a bright and ambitions account executive preciously, but he is. Thomas Green: Power, Office Politics, and a Career in Crisis Individual Case Analysis Kay Saeteurn BUSA Dr.
Catherine Pratt November 17, Thomas Green: Power, Office Politics, and a Career in Crisis Individual Case Analysis Power is the capability that A has to influence the behavior of B so that B acts in accordance with. This one is based on the HBS Case Study “Thomas Green: Power, Office Politics, and a Career in Crisis” (case no.
), by W. Earl Sasser and Heather Beckham. It is available at mi-centre.com Publication Date: May 01, When students have the English-language PDF of this Brief Case in a coursepack, they will also have the option to purchase an audio mi-centre.com case describes the. Documents Similar To Case Analysis: Thomas Green: Power, Office Politics, and a Career in Crisis Thomas Green -Power Office Politics and a Ca.Download