...usive use at Foundation for Liberal and Management Education (FLAME), 2015 2095 MAY 1, 2008 W. EARL SASSER HEATHER BECKHAM Thomas Green: Power, Office Politics, and a Career in Crisis Another long day at the office had drawn to a close. Thomas Green felt the pulsing in his temples that usually preceded a migraine. As he stepped outside Dynamic Displays’ corporate headquarters in Boston, the brisk air made him catch his breath. It was now February 5, 2008. Green could not believe that in five short months his dream promotion had turned into a disaster. When Green had been promoted to his new position in September, he was a rising star. Now, he would be lucky to celebrate his one-year anniversary with the company. His boss, Frank Davis, had sent the division vice president, Shannon McDonald, two scathing emails criticizing Green’s performance. Green and Davis had yet to see eye to eye on work styles or market trends. Tension had also risen when Green did not enthusiastically endorse the sales forecasts made by Davis. Green felt the forecasts were either overly optimistic or outright fabrications. Before he left for the day, Green had reread the series of emails regarding his performance and was certain that Davis was setting him up to be dismissed. Davis’s most recent email had made it clear to Green that his position as a senior market specialist was in jeopardy. He did not have much time to rectify the situation. McDonald had emailed a formal request to him that afternoon,...
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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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...for class discussion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. This case, though based on real events, is fictionalized, and any resemblance to actual persons or entities is coincidental. There are occasional references to actual companies in the narration. Copyright © 2008 Harvard Business School Publishing. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. W. EARL SASSER HEATHER BECKHAM Thomas Green: Power, Office Politics, and a Career in Crisis Another long day at the office had drawn to a close. Thomas Green felt the pulsing in his temples that usually preceded a migraine. As he stepped outside Dynamic Displays’ corporate headquarters in Boston, the brisk air made him catch his breath. It was now February 5, 2008. Green could not believe that in five short months his dream promotion had turned into a disaster. When Green had been promoted to his new position in September, he was a rising star. Now, he would be lucky to celebrate his one-year...
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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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...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 his...
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... 2013 Thomas Green SMALL TOWN Lisa Holsapple, Paige Wallace, and Beryl Harris 2013 Thomas Green SMALL TOWN Lisa Holsapple, Paige Wallace, and Beryl Harris Executive Summary Dynamic Displays has very intelligent employees, although the top executives are abusing their power. The fundamental management problem, with abusing power, has affected company production. Management is allowing employees to be hired by being influenced and downgrading the employees with impression management. The in-depth analysis shows the various factors which contribute to McDonald using her power to hire Green. With that information, we felt it was best for managers to train all employees and encourage them to develop themselves. Also, everyone needs to openly share information and utilize participative decision making. Hiring select employees based on positive core self-evaluations will provide information to hire the appropriate person for the position. Taking these steps to exercise empowering leadership will help the employees become more productive. Fundamental Management Problem After reading the Thomas Green case, the fundamental management problem started when the executive power was abused. The power struggle created management issues throughout the top executives, in which have affected the way Dynamic Displays operates. This problem has opened the managers up to being influenced in the wrong way, resulting in impression management. Shannon McDonald...
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...Case Analysis - Thomas Green: Power, Office Politics, and a Career in Crisis 1. What are the different work styles, personalities, and expectations of Davis and Green? There are a number of differences among work style, personalities, and expectations of Davis and Green. First of all, Davis preferred to use market data to support his planning and forecast, convincing others by statistics and diagrams. Perhaps, based on his experience, he has perceived that some of the clients may not be the final decision maker. Showing statistics is one of the easiest ways to make clients to convey the information to superiors. On the other hand, Green preferred to meet with clients face to face and listen carefully to clients’ needs, directly dealing with the issues. He weight clients much over daily routine tasks Besides, even if both of them have high self-esteem, Green, the young man, is more impulsive than Davis. Plus, Green is more likely to express his feeling and comment on issues simply according to his knowledge at the public place. To give inputs, it may have other ways to reach the same results and effects. Unlike Green, Davis was more sophisticated to complain on Green’s attitude by listing the rational points in the email to Division Vice President, which is more persuasive than merely using emotional words. Additionally, with seniority, Davis expected Green, his subordinate, to assist him by providing market data and supporting detail and by developing new market strategies...
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...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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...Comparing Career Options with 3M Subsidiaries in India and Spain 1. Introduction The choice between two subsidiaries of 3M will be evaluated for appropriateness considering a wide number of variables. 3M is a large multinational corporation with operations in more than 65 countries, including China and Norway and its headquarters are located in St Paul, MN (3M Website). Because of its innovation, 3M has developed a wide range of products used across many industries. What makes the company stand out is that it measures its progress according to a commitment to meeting the needs of society (3M Website). As it notes on its website, this means that it placed a high value on sustainability, with specific goals to address the challenges of environmental changes (3M Website). 3M has been making the newest businesses its core focus, with the increased need for products and services in the businesses of renewable energy and technology (3M Annual Report). Recent areas of growth have been in Industrials and Transportation Safety, Security and Protection Services, and Health Care (3M Annual Report). 3M also supplies materials used in the solar industry (3M Website). The various career paths at 3M fall under the following categories: Engineering: Corporate, Engineering: Manufacturing/Quality, Finance, Human Resources, Information Technology, Marketing, Communications & Sales, Research & Development, Sourcing Operations and Supply Chain (3M Website). 3M has turned environmental protection...
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...changes that suit your needs. Self-awareness is one of the key ideas for 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...
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...Denver’s defense completely stopped Rodgers and the Packers A long anticipated “game of the season” took place at Sports Authority Field in Denver, when the two undefeated sides met. Denver Broncos won 29:10 and this is the first Green Bay’s defeat of the season. The Broncos are still perfect, 7-0. Over 70,000 fans expected a much balanced game on Sunday night primetime. The Packers were a slight favorite, mainly because of Peyton Manning’s poor season and Rodgers’ excellent offense management. However, the Broncos’ defense was once again fantastic and limited the Pro-Bowl quarterback to only 77 passing yards, the fewest in his career as a starter. Peyton Manning started the game with an authority, connecting with his receivers relatively easy and pretty quick it was 17:0 on the scoreboard. Green Bay’s defense didn’t have any solution for Denver’s mixture of running and passing game. Ronnie Hillman finished the first half with two running touchdowns. Demariyus Thomas was deadly in the air and the injuries of the Packers’ defensive backs made his job easier. The best defense in NFL hasn’t recorded a sack or interception in the first two-quarters, but they rushed Rodgers all the time and constantly pressured him. His throws were pretty much unusable. Eddie Lacy scored a lone touchdown for...
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...Management in Organizations Thomas Green: Power, Office Politics, and a Career in Crisis Case Analysis Questions: 1. Describe Frank Davis’ strengths and leadership style. What is important to him in a work setting? What motivates him? What does he expect from his colleagues and direct reports? How does he want to be treated? 2. Describe Thomas Green’s strengths and leadership style. What is important to him in a work setting? What motivates him? What does he expect from his colleagues and manager? How does he want to be treated? 3. How is Thomas’ new role different from his previous role as an account executive? What different talents and strengths are required in the new position? Is this new job a good fit for Thomas? Why or why not? 4. What is creating the tension and conflict between Thomas and Frank? How has McDonald contributed to the situation? 5. What is your analysis of Thomas Green’s actions and job performance in his first five months? What has he done well? What mistakes has he made? 6. What actions, if any, would you take if you were Thomas Green? 7. What is necessary to build a productive relationship with your boss? How does an employee effectively “manage up?” Answer 1] Frank Davis, marketing director, is an excellent strategic player. He sorts through all of the possibilities, though short term, and find the best effective way to move forward. As he had just been promoted from the position of a senior...
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...John Wiley & Sons, Inc. David L. Kurtz University of Arkansas Louis E. Boone University of South Alabama BUSINESS 14TH EDITION Contemporary . . . at the speed of business “The 14th edition of Contemporary Business is dedicated to Joseph S. Heider, who brought me to John Wiley & Sons. Thank you, Joe.” —Dave Vice President & Executive Publisher Acquisitions Editor Assistant Editor Production Manager Senior Production Editor Marketing Manager Creative Director Senior Designer Text Designer Cover Designer Production Management Services Senior Illustration Editor Photo Editor Photo Researcher Senior Editorial Assistant Executive Media Editor Media Editor George Hoffman Franny Kelly Maria Guarascio Dorothy Sinclair Valerie A. Vargas Karolina Zarychta Harry Nolan Madelyn Lesure 4 Design Group Wendy Lai Elm Street Publishing Services Anna Melhorn Hilary Newman Teri Stratford Emily McGee Allison Morris Elena Santa Maria This book was set in Janson TextLTStd-Roman 10/13 by MPS Limited, a Macmillan Company, Chennai, India and printed and bound by R. R. Donnelley & Sons. The cover was printed by R. R. Donnelley & Sons. This book is printed on acid free paper. ∞ Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the communities we serve and where we live...
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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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...SuperTraining Corporation CS782Session2 2012 Revision: 1.6 Author: Thomas G. Meyer Date March 27, 2012 Table of Contents Assumptions 3 Section 1: Overview 3 Section 2: Manufacturing Information Systems 4 Section3: User Communication systems 5 Section4: Customer Relationship Management Systems 6 Section 5 Sales and Marketing Information Systems 7 Section 6: Firewalls 8 Section 7: Audio and Video Streaming 9 Section 8: Summary of Topics Not Chosen 11 Bibliography 12 Revision History 14 ABSTRACT This paper is about how SuperTraining Corporation can best utilize various IT resources to gain a competitive adavanted in the area of on-line training and eduction. Some topics sucha as e-commerce, network security and social media adaptations will be discused. Assumptions I have a few assumptions regarding SuperTraing Coporataion and they are: * Students are required to work @ home and attend classes on-site. * SuperTraining Corporation is experienced at long distance learning. * SuperTraining Corporation is an extablished, profitable business. * SuperTraining Corporation has an extablished infrastruture. Section 1: Overview | | My six topics are important to SuperTraining because SuperTraining Coporations business model revolves around customer service. They provide technical training much like the ITT Technical Intitute who trains civilians and veterans alike across the country (ITT Technical Institute, 2012). SuperTraining...
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