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. Green didn’t keep Davis up to date with his calendar, wouldn’t return his calls, wouldn’t provide reports, and displays a negative attitude with not only fellow colleagues, but also clients. Mutual respect
While both men are professionals they both expect a certain level of respect. Davis is Green’s direct supervisor and expects to be treated that way. Davis expects Green to comply when a request is made and wants to be updated on not only about clients and projects, but also of Greens whereabouts and agenda. However, Green felt that he should be able to do as he wants and feels that Davis is micromanaging him. Green is not only over confident, but refers to clients as “ nobodies” and feels that he shouldn’t have to follow Davis’s requests.

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